At Global Strategy Group, a public affairs and research firm, Salesforce had acquired an unusual second job. It had become a timesheet system. Then a project system. The company was asking a sales application to follow work long after the sale. As projects grew more complicated, that arrangement became harder to live with.
Andrew Ho, the firm’s technology leader, described the absurdity neatly: “outside of these four walls you’re not going to find a single person that refers to Salesforce as a timesheet system.” A proposed 7% subscription increase helped turn discomfort into a search. Velosio entered the picture at precisely this kind of junction: the moment a growing business discovers that its software describes yesterday’s company.
- Velosio connects finance, sales, projects, and operations, chiefly through Microsoft’s business software.
- Its edge is implementation experience plus software tailored to particular industries.
- The useful results are specific: fewer reconciliation days, clearer project economics, and less manual work.
A business hiding between applications
Velosio occupies a practical corner of the technology market. Microsoft makes the platforms. A customer has invoices, inventory, employees, and habits. Velosio’s consultants work out how those things should meet. They select and configure systems, connect applications, migrate data, train users, and support the result.
The portfolio includes Dynamics 365 Business Central and Finance, customer engagement tools, Azure infrastructure, Power BI reporting, and Power Platform automation. There is also an Oracle NetSuite practice. The customer buying this work is typically a midmarket or emerging enterprise business whose processes have become more complicated than its existing setup can comfortably handle.
That places Velosio among business application consultancies and implementation partners. Buyers can choose another partner, another software platform, or another year of workarounds. Velosio’s proposition combines broad Microsoft coverage with knowledge of narrower businesses: consulting firms, distributors, manufacturers, and growers.
Every handoff needs shared data and a clear owner.
The price of a workaround
GSG selected Dynamics 365 Project Service Automation and later Business Central. The connected setup let it follow customers from opportunities into project work and billing. In Velosio’s published account, Microsoft’s monthly licensing fees were 34% below the previous Salesforce fees. That figure describes one customer’s licensing comparison, rather than the cost of the whole transformation.
The reporting change was equally revealing. GSG’s projects were largely fixed price. Hours consumed against those projects mattered enormously. Power BI brought hours and billing rates into utilization reports, helping managers compare actual work with the original scope and improve future quotes.
But useful reporting took effort after installation. In the longer customer case, Ho acknowledged that GSG initially did not fully grasp Power BI. Adding an employee who could build dashboards and reports helped. The lesson for a buyer is straightforward: budget attention for the person who will turn available data into something colleagues actually use.
Give the accountants their month back
At Berkowitz Pollack Brant, the constraint was financial reconciliation. The accounting and advisory firm had outgrown QuickBooks. Revenue recognition, sales analysis, and project accounting were pressing against the system’s limits. Its leadership evaluated Microsoft, NetSuite, and Sage before choosing Dynamics 365 for Finance and Operations.
Velosio used its AXIO framework, which starts with a functioning financial system and adapts it to the customer. The published case describes a 14-week implementation delivered remotely, on time and below budget, with no implementation travel expense. The firm’s monthly close fell from 15-17 days to three. Less time reconciling meant more time analyzing.
“now it only takes three”
ANDRES “ANDY” ADVINCULA / ON MONTH-END CLOSE
For a prospective customer, that offers a better starting question than the size of a feature list. Which recurring task consumes days because records disagree? Measure it before the project begins. Then make the replacement earn its keep against that baseline.
The greenhouse is part of the strategy
Velosio also develops software that adds industry detail to larger platforms. Progressus brings project planning, forecasting, time and expense entry, and project analytics to Business Central. AXIO supplies implementation frameworks and extensions for Finance. SilverLeaf applies Business Central to greenhouse growers, nurseries, and cannabis businesses.
The distinction matters because an hour of consulting and a tray of plants create different operational questions. Reusable industry software gives the implementation team a starting point closer to the customer’s work. It can reduce the amount that must be invented during a project, although the fit still needs testing against real processes.
The commercial model follows that combination: paid consulting and implementation, software licensing and subscriptions, proprietary applications, and continuing support and managed services. Through Stratos Cloud Alliance, Velosio also serves other Microsoft partners. Its market includes firms delivering technology as well as firms using it.
Built by combination. Growing by combination.
Velosio began operating in 2018 after SBS Group and Socius announced their combination in December 2017. The predecessor businesses brought established customers and decades of experience. Harren Equity Partners invested in 2019; Court Square Capital Partners announced its investment in March 2024. Robbie Morrison became CEO that May.
The acquisition pattern continued in 2026. Domain 6 added enterprise consulting capability in June. In July, Velosio acquired Kopis’ commercial, non-government assets and Acuitas. Both already had relationships with Velosio through Stratos. In March 2025, a Merit Solutions partnership had added access to specialized software for life sciences and regulated manufacturing.
Start with the handoff
By September 2026, Velosio was describing three new Copilot Studio agents for work assignment, inventory reservation, and intercompany transactions. It also described testing AI internally before turning lessons into repeatable customer offerings. The vocabulary has changed; the operational territory is familiar.
The cases suggest a useful buying discipline. Trace one transaction across departments. Identify the record each person trusts. Assign ownership of reporting and adoption. A business with simple accounting and few integrations may have little reason to take on a broad implementation. For one already paying employees to reconcile competing versions of events, the handoff is a sensible place to begin.