Case Study • Edge Accountants
We started by understanding how the business actually worked, then connected the different parts around it.
Involvement spanning 2020–2026. Document management, CRM and digital working connected through one whole-business approach.
Edge Accountants is an established accountancy practice. In 2020, Davinder was asked to support the restructuring of the business as it looked at how it could become better organised and support its wider development.
The work did not begin with a particular piece of software. It began by looking at how the business actually operated day to day: how people worked, where information was held, which systems were being used and how processes moved between them.
That understanding became the basis for work across document management, accounting systems, shared digital working, client access, specialist IT infrastructure, CRM, brand and the wider working environment. Different components were addressed at different stages, around the needs of the business rather than around a single technology.
The work developed across different parts of the business over time. Some components were introduced, some were reorganised, and specialist providers were brought in where appropriate. The common thread was making each part work more coherently within the wider business.
A structured document-management environment was introduced around the way accounting work was carried out, including client records, bookkeeping, year-end work and Companies House documentation.
Client portals and electronic-signature processes supported the exchange, access and approval of documents without relying on disconnected manual handling.
Existing accounting systems were reviewed and reorganised so they could sit more clearly within the wider document and client-working processes.
Email and shared digital working were moved into a Microsoft environment, supporting a more consistent approach to day-to-day communication and information access.
Technology requirements were identified and specialist providers coordinated for laptops, networking, VOIP and wider infrastructure needed by the business.
Guides, training material and team training supported the new ways of working so the systems were accompanied by clearer day-to-day processes.
HubSpot was implemented and configured to extend the business structure into CRM, including contact, company and deal organisation, data setup, team onboarding and training.
Brand identity and the physical office environment were developed as part of the wider business structure, including workspace planning, furniture specification and coordination of the office design.
Later work in 2026 included SEO auditing, GA4 guidance and a website rebuild brief designed to protect search visibility and digital structure during redevelopment.
The work did not follow a single software implementation plan. It developed from understanding the business, identifying where information, systems and processes were disconnected, and addressing different parts of the operating environment over time.
The starting point was how the business operated day to day, including people, information, systems and existing processes.
Documents, accounting systems and working practices were reviewed and structured around the needs of the business.
Digital working, client access and specialist IT infrastructure were introduced or coordinated as part of the wider operating environment.
CRM, brand, workspace and later digital advisory work extended that same business-led approach into other areas.
Training, guides, team onboarding and clearer ways of working supported the systems and processes being introduced.
Client documents, accounting information and shared records were organised so information had clearer places to live and be accessed.
Docusoft, Xero, Capium, Microsoft, specialist infrastructure and HubSpot each addressed a particular operational requirement.
Day-to-day processes were considered alongside the technology so new systems were not introduced in isolation from the work they needed to support.
Some parts of the work could be structured and implemented directly. Others required specialist technical providers. The important part was keeping those decisions connected to the same understanding of what the business actually needed.
The starting point was the operational need rather than a preferred supplier or technology. Requirements were considered in the context of the wider business and how people needed to work.
Some work, including systems organisation, CRM configuration, documentation and training, was handled directly. Specialist technical expertise was brought in where the requirement called for it.
Whether delivered directly or by a specialist provider, each component needed to fit the wider working environment rather than become another isolated system.
Work included document-management structure, accounting-system organisation, HubSpot configuration, process documentation, training, brand development and wider business coordination.
Specialist providers supplied and delivered areas such as laptops, networking, VOIP and wider IT infrastructure, with requirements identified and the work coordinated around the needs of Edge.
Connecting a business does not require one person to perform every specialist task. It requires each piece of work to have a clear role and to fit the wider operating environment.
Introducing technology was only one part of the Edge work.
New structures also needed to make sense to the people using them
day to day.
Guides, training material, team training and onboarding were used
alongside the systems being introduced or reorganised.
The aim was not simply to put new technology in place, but
to connect it to the way people actually worked.
Document management, digital working, accounting systems or CRM provided the technical structure for a particular part of the business.
Training, guides and team onboarding supported people in understanding how the new structure related to their day-to-day work.
Technology and working practices were considered together, rather than treating the system as a separate layer sitting outside the business process.
Edge Accountants was not treated as a collection of separate software problems. The starting point was the business itself: how people worked, where information lived, which systems were already in place and how day-to-day processes moved between them.
That understanding shaped work across document management, accounting systems, shared digital working, client access, CRM, infrastructure, training, brand and the wider working environment.
Some components were introduced directly. Others were reorganised, configured or supported through specialist providers. What mattered was that each part had a clear role within the wider business.
The historical Edge work predates the way Davina Connect describes its approach today, but it demonstrates the same principle: people, information, systems and processes make more sense when they are considered together rather than in isolation.
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