How Lazeo transformed its finance IT system to support its international growth?

Lazeo’s rapid growth, from 120 to 170 centres in two years, was initially organic. It is now continuing through a franchise. “We are opening up our model to entrepreneurs and partner doctors wishing to participate in the development of a solid, structured and rapidly growing network”, announced Dr Bernard Sillam, Chairman and founder of Lazeo Group, in March 2026. 

This strategy is underpinned by the modernisation and re-scaling of the group’s IT architecture, with a project to overhaul the entire finance IT system launched in 2024. “The business challenges were to prepare for the group’s future growth through the scalability of the IT model, so that it could be expanded in France and abroad,” explains Pierre-Alexandre Beucher.

As part of the group’s overall transformation strategy, the finance IS overhaul project stems from a dual requirement: that of the Finance Department to have access to reliable and regular data, or even on-demand data.  

However, meeting this expectation was complicated due to obsolete tools and business processes that were still very manual. The result: difficulties in obtaining the right information on stock and inventory, with a direct impact on the finance and procurement teams. Overhauling these processes involved deploying two complementary components: an EPM (Enterprise Performance Management) and an ERP (Enterprise Resource Planning). 

Whilst Pierre-Alexandre Beucher had already supported implementation of an ERP system, this was not the case for most members of the team, which was small and had little experience with transformation projects at that time. 

“The lack of maturity in these areas was the first challenge in effectively managing such a complex and costly project, whilst making the right choices in the solution’s design,” explains Pierre-Alexandre Beucher. “The second challenge was the small size of the IT department teams. The risk was therefore quite significant given the ambition of our business roadmap.”

For Lazeo, securing the project’s value was not limited to the deployment phase. The group was looking for a partner capable of orchestrating the entire journey, from pre-project decisions through to the operation of the solutions, against a backdrop of strong growth and limited internal resources. 

This end-to-end support helped reduce the risks associated with the programme’s complexity, contributing to continuity of governance and a thorough understanding of the business challenges throughout the project. The crucial pre-project phase benefited from the support of PwC’s finance professionals. This saved time during the implementation phase. Following go-live, PwC continued its involvement through third-party application maintenance (TMA), to support the teams with the necessary adjustments once the tools were put to the test with real data and in day-to-day use. 

This continuity also played a key role in knowledge retention, preventing gaps or loss of expertise, particularly in the event of the staff turnover within Lazeo’s teams. This approach helped support the solution’s long-term reliability and enhanced its operational adoption. 

As highlighted by the PwC partner in charge of the project, the absence of a break between the different stages is a key factor in success: 

Once the choice of EPM had been made—which fell on Pigment—"PwC's ability to support us in the implementation of both Microsoft Dynamics 365 and Pigment was a key factor. We didn't want to split responsibilities between these two closely linked projects," explains Pierre-Alexandre Beucher. "In this type of project, limiting the number of points of contact helps simplify management and reduce coordination risks, particularly when the project team is small, like ours." 

For Lazeo, it was reassuring that the PwC teams were proficient in both Microsoft Dynamics 365 ERP and Pigment. The group's CIO also saw placing the orchestration of both projects under a single governance structure as a way of mitigating some of the risk. 

The success of the Lazeo project depended on seamless coordination among multiple stakeholders: the group’s IT department, Pigment teams in Morocco, the Microsoft Dynamics 365 system integrator, PwC’s Technology Acceleration Center (TAC) in Tunisia, and PwC France and Maghreb, which led the business analysis.

“The link between the business analysis team and the integrator can be a weak link, even to the point of jeopardising a project. Yet everything went very smoothly; we even felt that PwC and the system integrator were a single, unified team,” says Pierre-Alexandre Beucher. “I think this was a key factor in the project’s success, supporting alignment across teams and helping them move forward in the same direction.” 

“The collaboration with Lazeo was multi-party, with PwC acting as the orchestrator,” explains Enrique Campserveux Rousseau. “This makes it a flagship project for PwC’s role as a skills aggregator, whether those skills come from the client, its technology partners, PwC’s alliances or its own teams.” 

Effective communication to escalate issues and the ability to bring together complementary expertise are key to complex projects. “There was genuine expertise, whether technical or business specific.” Operational or financial risks could thus be anticipated or better managed during the project.

“Since going live, a lot has changed. We have eliminated many tasks that were previously manual, and most of our financial processes are now automated,” notes Pierre-Alexandre Beucher. “Instead of wasting time on tasks with no added value, the finance teams now have more time for value-adding tasks.” Thanks to the interface between the systems, which are now all interconnected, “processes that didn’t exist before—particularly around procurement—have been put in place, such as expenditure commitments.”  

The same applies to the budget. “Producing an annual budget on paper and in Excel is quite complicated when you have to consolidate 100 to 170 entities. This has changed significantly, as has inventory and stock management. Feedback on the change of tool has been very positive from the centres, whose work has been made easier.”

“The experience with PwC was good; the project really went well” summarises Pierre-Alexandre Beucher, highlighting several distinguishing features. The first is listening to the client. “PwC has always been attentive to our challenges and tried to provide solutions whilst taking our constraints into account. I think that’s a key factor in a project of this kind.” 

The technical expertise of the teams is another. “You can tell the teams are very familiar with this type of project. It was really reassuring, from start to finish.” Finally, whilst the majority of technology projects suffer from cost and schedule overruns, PwC met its agreed commitments. “PwC stayed within the scope defined at the outset and delivered the project in line with the functional scope, schedule and budget that had been planned.”

Lazeo’s experience illustrates a key success factor for ERP and EPM projects, anchoring finance technology transformation within a broader strategy, aligned with business priorities and built to last. 

PwC helps finance leaders design and deploy effective operating models—integrating strategy, data, processes and technology—to strengthen decision-making and create lasting value.