Cornerstone Clientele

Experience makes all the difference and we're very proud of the work we do with our clients. Please review some of our case studies below. Are you ready to become an HMS Cornerstone Solutions success story?


To see a full list of the services we offer, visit our Services page.



Cornerstone Customer Success Stories

Lyon's upgrade to cloud technology and consolidation put them on the right track.

Challenge

Lyon Living, a multifamily developer and property manager, wanted to develop an Information Technology Strategic Plan that would provide them with short- and long-term road maps for upgrading their systems. They knew it was imperative to assess and update their technology but they needed a logical and practical approach giving them the ability to grow while streamlining their workflow processes at their properties and corporate office.

Solution

The Cornerstone team met with the Lyon Living business unit leaders and technology team to assess hardware, software, and telecommunication requirements. We found most of the systems had not been updated for several years, creating a fragile and vulnerable environment for the underlying network. Additionally, the business unit users had a laundry list of desired features and functionality to improve their business processes. In many cases, these features existed in their current system but the user community was unaware of them.

Result

Cornerstone combined the results of our meetings with our industry knowledge and experience to develop a three-year Information Technology Strategic Plan to upgrade the entire Lyon Living network—including hardware, software, and telecommunications. This plan proposed a migration to cloud technology easily available to the entire user community with no multiple logins and levels of security to overcome in order to reach a simple spreadsheet. We also made recommendations regarding the consolidation of business software from multiple platforms to a single vendor solution that would streamline workflows throughout the organization and reduce unnecessary costs.

Required a more robust system to meet the needs of their growing company. They have out-grown their old technology.

Challenge

PSW Real Estate, a Texas based single and multi-family home builder with divisions also in Washington, was experiencing continuous growth. Their current system was streamlined, including full back office accounting, and full PO procurement with completed schedule tasks triggering payment batches. But, though they had implemented most of what they could in this system, it was buckling under the weight of a larger organization. They knew they would need a new suite of products that would be able to handle their growth far into the future. Overall, their primary goal was to manage the cost of a companywide implementation. They wanted to hire a partner to provide them with the best support while they handled the bulk of the implementation themselves, with minimal on-site assistance.

Solution

Cornerstone worked with PSW through a new systems selection cycle. PSW chose Newstar Enterprise and Newstar Sales combined with Hyphen’s BuildPro for scheduling and warranty. Center6’s informXL Analyzers would be used during implementation and after for a robust reporting system. The planned implementation cycle was a mere 90 days, with a January 1 go-live date. All products had to go live at the same time, including scheduling and auto-pay. Because all the tools were in use in the current system, PSW simply did not have the staff to become more manual, even for a few months. The kickoff and the completion of go live on all products would run simultaneously. Cornerstone would manage the coordination, planning and training. PSW would provide two people almost full time as “the boots on the ground” to be sure all assignments were being completed internally.

Result

As of January 1, PSW was live on all systems, including auto-pay. All open purchase orders were converted. All open sales agreements were transferred as well as closed homes for warranty. Schedules were brought up to current state in the new system. Everyone cut over at the same time. EFT was implemented after go live and GL balances came over after the year end audited numbers were available - they did not even miss a check run! PSW was able to achieve significant ROI on their investment almost immediately. As with all implementations, there were post-go-live processes to update, yet the project budget was well controlled and PSW was far ahead of the curve. Cornerstone extends huge congratulations to the entire PSW team!

McStain Neighborhoods automates their sales process.

Challenge

McStain Neighborhoods, a Colorado based homebuilder, needed to lean up their sales processes, improve consistency in communication, get a deeper analysis of marketing effectiveness, and better their customer’s sales experience. Consistently and effectively communicating with clients, tracking leads, and capturing true marketing impact throughout the sales cycle were key to McStain Neighborhoods’ objectives. Time, information, and opportunities were being lost to manual processes. The visionaries of McStain Neighborhoods looked to a CRM solution to take themselves to the next level and they knew integrating with their back-office system was going to be necessary to achieve their goals.

Solution

McStain Neighborhoods chose Microsoft Dynamics for their CRM solution and HMS Cornerstone Solutions to turn the back-office integration and CRM implementation from idea to reality. Working closely together, the McStain Neighborhoods and HMS Cornerstone Solutions teams developed integration solutions between the CRM and ERP systems. Workflows and business processes were designed and implemented to ensure consistency and provide automated communications with home buyers for activities such as appointments and milestones. Click Dimensions marketing automation software, an add-on to Microsoft Dynamics CRM, was also implemented to assist to further leverage the Dynamics CRM data.

Result

The successful implementation has allowed McStain Neighborhoods to better target future home buyers, manage the home sales process, and maintain long term relationships with existing home buyers. Additionally, McStain Neighborhoods can quickly analyze the effectiveness of their marketing throughout the various stages of the sales lifecycle. From initial touches to post-closing surveys, McStain Neighborhoods knows their clients and how to turn a lead into a lifetime McStain Neighborhoods home owner.

Challenge

Lyon Living, a multifamily developer and property manager, wanted to develop an Information Technology Strategic Plan that would provide them with short- and long-term road maps for upgrading their systems. They knew it was imperative to assess and update their technology but they needed a logical and practical approach giving them the ability to grow while streamlining their workflow processes at their properties and corporate office.

Solution

The Cornerstone team met with the Lyon Living business unit leaders and technology team to assess hardware, software, and telecommunication requirements. We found most of the systems had not been updated for several years, creating a fragile and vulnerable environment for the underlying network. Additionally, the business unit users had a laundry list of desired features and functionality to improve their business processes. In many cases, these features existed in their current system but the user community was unaware of them.

Result

Cornerstone combined the results of our meetings with our industry knowledge and experience to develop a three-year Information Technology Strategic Plan to upgrade the entire Lyon Living network—including hardware, software, and telecommunications. This plan proposed a migration to cloud technology easily available to the entire user community with no multiple logins and levels of security to overcome in order to reach a simple spreadsheet. We also made recommendations regarding the consolidation of business software from multiple platforms to a single vendor solution that would streamline workflows throughout the organization and reduce unnecessary costs.

Close

Challenge

PSW Real Estate, a Texas based single and multi-family home builder with divisions also in Washington, was experiencing continuous growth. Their current system was streamlined, including full back office accounting, and full PO procurement with completed schedule tasks triggering payment batches. But, though they had implemented most of what they could in this system, it was buckling under the weight of a larger organization. They knew they would need a new suite of products that would be able to handle their growth far into the future. Overall, their primary goal was to manage the cost of a companywide implementation. They wanted to hire a partner to provide them with the best support while they handled the bulk of the implementation themselves, with minimal on-site assistance.

Solution

Cornerstone worked with PSW through a new systems selection cycle. PSW chose Newstar Enterprise and Newstar Sales combined with Hyphen’s BuildPro for scheduling and warranty. Center6’s informXL Analyzers would be used during implementation and after for a robust reporting system. The planned implementation cycle was a mere 90 days, with a January 1 go-live date. All products had to go live at the same time, including scheduling and auto-pay. Because all the tools were in use in the current system, PSW simply did not have the staff to become more manual, even for a few months. The kickoff and the completion of go live on all products would run simultaneously. Cornerstone would manage the coordination, planning and training. PSW would provide two people almost full time as “the boots on the ground” to be sure all assignments were being completed internally.

Result

As of January 1, PSW was live on all systems, including auto-pay. All open purchase orders were converted. All open sales agreements were transferred as well as closed homes for warranty. Schedules were brought up to current state in the new system. Everyone cut over at the same time. EFT was implemented after go live and GL balances came over after the year end audited numbers were available - they did not even miss a check run! PSW was able to achieve significant ROI on their investment almost immediately. As with all implementations, there were post-go-live processes to update, yet the project budget was well controlled and PSW was far ahead of the curve. Cornerstone extends huge congratulations to the entire PSW team!

Close

Challenge

McStain Neighborhoods, a Colorado based homebuilder, needed to lean up their sales processes, improve consistency in communication, get a deeper analysis of marketing effectiveness, and better their customer’s sales experience. Consistently and effectively communicating with clients, tracking leads, and capturing true marketing impact throughout the sales cycle were key to McStain Neighborhoods’ objectives. Time, information, and opportunities were being lost to manual processes. The visionaries of McStain Neighborhoods looked to a CRM solution to take themselves to the next level and they knew integrating with their back-office system was going to be necessary to achieve their goals.

Solution

McStain Neighborhoods chose Microsoft Dynamics for their CRM solution and HMS Cornerstone Solutions to turn the back-office integration and CRM implementation from idea to reality. Working closely together, the McStain Neighborhoods and HMS Cornerstone Solutions teams developed integration solutions between the CRM and ERP systems. Workflows and business processes were designed and implemented to ensure consistency and provide automated communications with home buyers for activities such as appointments and milestones. Click Dimensions marketing automation software, an add-on to Microsoft Dynamics CRM, was also implemented to assist to further leverage the Dynamics CRM data.

Result

The successful implementation has allowed McStain Neighborhoods to better target future home buyers, manage the home sales process, and maintain long term relationships with existing home buyers. Additionally, McStain Neighborhoods can quickly analyze the effectiveness of their marketing throughout the various stages of the sales lifecycle. From initial touches to post-closing surveys, McStain Neighborhoods knows their clients and how to turn a lead into a lifetime McStain Neighborhoods home owner.

Close

Adding the ability to electronically sign documents reduces contract time and increases efficiency.

Challenge

City Ventures, a California based homebuilder, was growing faster than resources could keep up with. Sales agents were working many extra hours and coming in on their days off to keep up with demand. A good portion of that time was spent manually preparing contracts for signing. This process included printing hard copies, highlighting fields to be signed and filling in blanks where needed. Once signed, the contracts were organized, packaged up and overnighted to the corporate office. City Ventures selected the contract signing process and distribution as a process improvement project.

Solution

City Ventures chose the NewStar Sales DocuSign module to streamline the contract signing process and distribution. Prior to implementation, every item within their 160 page contract package needed to be derived from an existing merge field in Newstar. For areas where merge fields did not exist, a user defined field would need to be created and merged into the document. No additional work or time would be required to enter merge fields as all of the information entered would be used for other reporting as well as DocuSign. Then, with a push of a button, they would be able to produce a complete contract package with no additional editing required. With DocuSign’s automated workflow, the documents would be electronically passed from one signer to the other until complete. No overnight packages required.

Result

After successfully implementing the new DocuSign process, City Ventures has greatly increased contract signing and distribution efficiency. Sales agents have reported saving approximately 1 hour of preparation time per sales contract. With some agents closing 30 plus homes a month, this is almost one week a month that has been recovered, giving those agents more time to sell new homes. In addition, City Ventures has seen time savings in the corporate back office with the reduction of documents needing to be scanned, live and accurate sales data, and quicker recordation of home closings.

Reduced Cycle Times, Accurate Data and Increased Bottom-Line.

Challenge

Albi Homes continued to struggle with their internal process improvement to facilitate their growth. The company was beginning the process for a new ERP search, believing it was their software holding them back. The company had already spent a great deal of time and money trying to improve processes, streamline their sales, build cycle times and get information in a timely fashion to allow them to be more agile in decision making.

Solution

Within the first days of analysis, HMS recognized the problem was not in the software they had purchased, but in the implementation and supporting processes. The solution then became one of updating processes along with modifying the existing culture rather than implementing a new software system. While these types of adjustments can be much more challenging to pull off, the Albi team was receptive and earnest in making the necessary changes.

Result

After working with the Albi team, cycle times were reduced from the point of sale through buyer closing. The data in the system was not only accurate, but so timely that key metrics stream on a flat screen in the company lunchroom to the proud employees. Vendor payment times were reduced to the point that allows Albi the contract for better pricing, adding to their bottom line.

Homebuilding production increased from 300 closings to more than 600 closings in a span of five years.

Challenge

Shapell Industries, a $600M revenue company, required a new Enterprise Resource Planning (ERP) platform to drive process and systems standardization. The company operated as segregated geographic business units, and thereby leveraging different processes and systems. The goal behind this program was to unify the company on processes and systems to ensure high confidence and insight into homebuilding operations as well as overall financial performance.

Solution

In selecting and implementing a new ERP platform, we were faced with several challenges. For one, Shapell was leading a cross-functional business team from a zero resource position. This meant that Shapell’s specific geographic divisions had engrained processes and systems. Ensuring that a smooth change management program was in place became critical to the overall success and helped prevent additional havoc and anxiety within the company.

Result

The successful deployment of this new ERP and homebuilding system enabled Shapell to operate more effectively and efficiently. Overall homebuilding production increased from 300 closings to over 600 closings in a span of five years. During this time, overhead costs associated with full time equivalents were reduced by over 50%, while increasing production. These direct bottom line benefits lead to increased profitability to the company.

Challenge

City Ventures, a California based homebuilder, was growing faster than resources could keep up with. Sales agents were working many extra hours and coming in on their days off to keep up with demand. A good portion of that time was spent manually preparing contracts for signing. This process included printing hard copies, highlighting fields to be signed and filling in blanks where needed. Once signed, the contracts were organized, packaged up and overnighted to the corporate office. City Ventures selected the contract signing process and distribution as a process improvement project.

Solution

City Ventures chose the NewStar Sales DocuSign module to streamline the contract signing process and distribution. Prior to implementation, every item within their 160 page contract package needed to be derived from an existing merge field in Newstar. For areas where merge fields did not exist, a user defined field would need to be created and merged into the document. No additional work or time would be required to enter merge fields as all of the information entered would be used for other reporting as well as DocuSign. Then, with a push of a button, they would be able to produce a complete contract package with no additional editing required. With DocuSign’s automated workflow, the documents would be electronically passed from one signer to the other until complete. No overnight packages required.

Result

After successfully implementing the new DocuSign process, City Ventures has greatly increased contract signing and distribution efficiency. Sales agents have reported saving approximately 1 hour of preparation time per sales contract. With some agents closing 30 plus homes a month, this is almost one week a month that has been recovered, giving those agents more time to sell new homes. In addition, City Ventures has seen time savings in the corporate back office with the reduction of documents needing to be scanned, live and accurate sales data, and quicker recordation of home closings.

Close

Challenge

Albi Homes continued to struggle with their internal process improvement to facilitate their growth. The company was beginning the process for a new ERP search, believing it was their software holding them back. The company had already spent a great deal of time and money trying to improve processes, streamline their sales, build cycle times and get information in a timely fashion to allow them to be more agile in decision making.

Solution

Within the first days of analysis, HMS recognized the problem was not in the software they had purchased, but in the implementation and supporting processes. The solution then became one of updating processes along with modifying the existing culture rather than implementing a new software system. While these types of adjustments can be much more challenging to pull off, the Albi team was receptive and earnest in making the necessary changes.

Result

After working with the Albi team, cycle times were reduced from the point of sale through buyer closing. The data in the system was not only accurate, but so timely that key metrics stream on a flat screen in the company lunchroom to the proud employees. Vendor payment times were reduced to the point that allows Albi the contract for better pricing, adding to their bottom line.

Close

Challenge

Shapell Industries, a $600M revenue company, required a new Enterprise Resource Planning (ERP) platform to drive process and systems standardization. The company operated as segregated geographic business units, and thereby leveraging different processes and systems. The goal behind this program was to unify the company on processes and systems to ensure high confidence and insight into homebuilding operations as well as overall financial performance.

Solution

In selecting and implementing a new ERP platform, we were faced with several challenges. For one, Shapell was leading a cross-functional business team from a zero resource position. This meant that Shapell’s specific geographic divisions had engrained processes and systems. Ensuring that a smooth change management program was in place became critical to the overall success and helped prevent additional havoc and anxiety within the company.

Result

The successful deployment of this new ERP and homebuilding system enabled Shapell to operate more effectively and efficiently. Overall homebuilding production increased from 300 closings to over 600 closings in a span of five years. During this time, overhead costs associated with full time equivalents were reduced by over 50%, while increasing production. These direct bottom line benefits lead to increased profitability to the company.

Close