The impact has been most visible in productivity and reporting, with clear gains in how Finance supports the business and, ultimately, ship owners.
— Maren Moxom, CFO of Wallem Group
Overview
Wallem Group is a global provider of technology-driven maritime services, supporting the complete lifecycle of a vessel—from newbuilding supervision through to end-of-life recycling guidance. Its portfolio spans asset management, crewing, training, ship management, safety and compliance management, and agency services, delivered by a global shore-based organisation and more than 6,000 seafarers across nearly all vessel segments.
As the business continued to expand, it became increasingly important for Wallem to meet ship owners’ expectations for accurate, transparent, and near real-time financial information. These expectations placed growing pressure on finance capabilities that were still supported by a system implemented nearly 17 years earlier, reinforcing the need for a modern finance platform and operating model that could support Wallem’s scale, complexity, and growing client-driven expectations.
The Challenge
Ship owners’ expectations for accurate, transparent and near real-time information directly shape how we run both finance and operations across regions.
— Maren Moxom, CFO of Wallem Group
Before the finance transformation, Wallem’s ability to consistently meet these expectations was constrained by the limitations of its legacy finance platform and fragmented data flows across operational systems.
Our finance system has been in place for nearly 17 years and over time it became increasingly restrictive.
— Maren Moxom, CFO of Wallem Group
Key challenges included:
- A long-standing legacy finance platform that limited data usability and integration
- Fragmented data flows reducing real-time visibility
- Reliance on spreadsheets, manual hand-offs, and offline reconciliation
- Increased operational risk to produce reliable and auditable information
Why Microsoft Dynamics 365
The intention was to use the ERP as an enabler of a more standardised, scalable finance operating model—one that could genuinely support data-driven decision-making.
More importantly, it was about enabling Finance to move beyond transactional processing and play a more meaningful role in supporting operational and client-facing decisions.
— Maren Moxom, CFO of Wallem Group
Microsoft Dynamics 365 Finance & Operations was selected to support a finance operating model aligned to Wallem’s operational complexity and client-driven requirements.
Key considerations included:
- Standardising end-to-end finance processes across vessel accounting and corporate entities
- Supporting tight integration with operational, banking, and external systems
- Enabling near real-time reporting through structured, consistent data
- Providing scalability without increasing manual effort or risk
Why Tectura
What stood out about Tectura was their ability to combine industry understanding with disciplined delivery.
In a programme of this scale and complexity, that balance was critical in helping us manage integration risks while maintaining continuity for both our operations and our clients.
— Maren Moxom, CFO of Wallem Group
Key reasons for selection included:
- Strong experience in complex, multi-system operational environments
- Deep expertise in integration and transition management across business-critical systems
- A disciplined approach to scope, sequencing, and phased deployment
- Proven capability to safeguard business continuity during critical cutover phases
Solution & Implementation
A primary focus was re-engineering processes end-to-end, rather than simply replicating what already existed.
— Maren Moxom, CFO of Wallem Group
Tectura supported Wallem through a phased transition from a legacy AX platform to Microsoft Dynamics 365 Finance & Operations, with a strong focus on end-to-end process re-engineering to establish a more controlled, scalable finance operating model.
Business continuity and uninterrupted client service were critical design principles throughout the programme. To manage this, delivery was structured around disciplined scope control, phased sequencing aligned to the fiscal cycle, and rigorous integration and interface testing.
The initial rollout prioritised business-critical operations, covering more than 200 entities, including vessel accounts, with go-live aligned to the start of the fiscal year to minimise reporting disruption and ensure a clean transition. Deliberate decisions were made on scope to reduce execution risk, with certain components deferred to later phases to maintain delivery stability.
Results & Impact
Supported by a structured data foundation and disciplined delivery approach, the finance transformation strengthened governance, transparency, and decision support across the organisation.
These improvements enabled Finance to operate with greater consistency and confidence across regions, strengthening its role as a trusted partner to both internal stakeholders and ship owners.
Conclusion
Through its partnership with Tectura, Wallem established a modern, integrated finance platform designed to operate in a client-driven, highly regulated, and operationally complex environment — supporting transparency, governance, and confident decision-making at scale.
