We build what large organizations need but enterprise software was never designed to provide.
Operational systems for the workflows your teams run on spreadsheets because nothing else fits.
You know the process is fragile. So does everyone else.
Most critical business workflows were never officially built. They grew.
Someone added a column to a spreadsheet. Another team adapted it for their market. A macro was written to speed things up. A workaround became a process, and the process became infrastructure.
By the time the problem is visible, the workflow is slow, inconsistent across markets, and understood by very few people. Adding a new region makes it worse. Losing the right person can break it entirely.
These are not small inefficiencies. They are operational risks that have been quietly accepted as normal.
Pricing Beacon
Operational pricing intelligence for multinational organizations.
Most multinational organizations track competitor pricing through a combination of spreadsheets, manual collection, and regional consolidation that takes days to produce and is outdated by the time it arrives.
Pricing Beacon replaces this with a governed operational system. Market analysts collect structured data. Regional managers standardize benchmarks and categories. Leadership sees current competitive positioning across all markets, without waiting for someone to consolidate the files.
The workflow becomes auditable, scalable, and independent of any single person.
- Pricing data consolidated across markets in real time, not at the end of the week
- Benchmark categories and competitor baskets standardized across regions
- Leadership visibility into competitive positioning without manual aggregation
- Analyst time shifted from spreadsheet maintenance to actual analysis
We have been on the inside.
Harmont was built by people who spent years managing these workflows inside large multinational organizations, at the regional and global level, across finance, marketing, sales, and operations.
We know where these processes break, why they break, and what it takes to fix them in practice. That experience is what allows us to define exactly what a system needs to do before building it.
The hardest part of operational modernization is not building the system. It is getting the specification right. That is where we start.
See what the workflow looks like when it works.
We work with a small number of organizations at a time. If the problem we described sounds familiar, the next step is a conversation.