Customer story | Boss Agriculture
Boss Agriculture is part of the wider Boss Engineering group: An Australian manufacturing business approaching two decades in operation. Boss began by building service bodies for trucks and utes, then found an enduring niche in agricultural equipment through regional field days and direct customer relationships. Over time, that niche became a national footprint: a broad range of agri products sold across Australia, supported by continued growth and recent acquisitions in Western Australia.
But as Boss scaled, one issue became increasingly risky: critical sales knowledge wasn’t living in systems. It was living in people.
Andrew Greiner, an IT leader at Boss for eight years, has seen the business transform from a manufacturing-first operation into a modern, fast-moving organisation. When he started, only around 30 people used computers, and sales activity was largely run through spreadsheets.
Boss did what many growing manufacturers do: it built internal tools and processes with a lean team. That worked, until it didn’t. Growth accelerated, acquisitions introduced new products and ways of working, and the limits of “build it ourselves for our use case” became obvious. New businesses didn’t always fit the existing approach, and the organisation needed something more adaptable to support ongoing change.
At the heart of the challenge was “tribal knowledge,” Greiner said. “It’s a problem for us in a lot of areas of our business that we have a lot of what they call tribal knowledge. So people know things, but it’s not necessarily recorded anywhere very well. So if that person leaves or something happens, we end up having issues.”
Boss had expert salespeople and a sales manager who knew which customers influence other customers, and how leads flow through tightly connected farming communities. But that knowledge wasn’t reliably recorded anywhere. If someone was away, changed roles, or left the business, important context disappeared.
Boss wanted to turn that tribal knowledge into organisational capability: a centralised “business brain” that could protect continuity, reduce missed opportunities, and enable better decisions.
From the beginning, Boss knew the CRM couldn’t be a standalone tool. The company is deeply embedded in the Microsoft ecosystem, and Greiner’s team wanted a platform that aligned with that environment.
At the time, Boss was also considering a broader ERP modernisation (with Business Central as a front-runner). That ERP project didn’t proceed, but the logic remained: pick a system that integrates cleanly into the Microsoft stack and can evolve over time.
Crucially, Boss also needed flexibility to support ongoing change and acquisitions. Greiner highlighted that acquisitions “really clarify the limitation of us trying to do things in the house. We build an application specifically for this use case, but then we would acquire a business with a new product that doesn’t fit the same sort of configurator.” Greiner and his team needed flexibility.
Boss was introduced to Wild Tech via a private equity partner during the same period the company was “half bought out” and formalising a more enterprise-ready approach to systems.
Boss still did its due diligence, engaging other technology partners. One never responded, and another took significant time to come back. In contrast, Wild Tech showed up with urgency and genuine interest. While pricing was competitive, Andrew was clear that cost wasn’t the deciding factor—what stood out was that Wild Tech simply seemed keen to take on the project.
That “we’re in” energy mattered. It reduced risk early, helped Boss build momentum internally, and created confidence that the partner would be present when the complexity arrived.
Greiner describes the project candidly: it was “a bit of a marathon,” with a few false starts in the process that resulted in the project taking longer to complete.
Two delivery behaviours from Wild Tech made a difference.
1) Strong project management and cadence.
Wild Tech’s team kept the program on track with clear timeframes and weekly reporting, and its project team was consistently responsive, easy to get onto and communicate with. This mattered for a team that hadn’t run many programs of this size before.
2) Clear data standards and practical migration support.
Boss knew data cleanup would be required, and Wild Tech made the standards explicit. “Wild Tech was very clear about what the data needs look like so we could just go through and get that work done,” Greiner said.
The defining complexity of the project was that the CRM needed to work with Boss’s in-house product configurator. This was a system Boss had developed internally and chose not to replace due to its complexity and because CRM doesn’t provide that configurator capability out of the box.
That integration created real work for Boss: they needed to ensure internal components were ready at the right time. Wild Tech supported Boss through the technical lift, including guidance around APIs and database structures. Importantly, that support didn’t just “get the job done,” but also increased Boss’s ownership of the solution: “they made sure that we had a better understanding of it, going forward.” Greiner said.
And when internal priorities forced delays, such as busy periods, or staff away, Wild Tech accommodated those changes without derailing the overall delivery.
Boss’s sales organisation is highly relationship-driven, and not naturally “systems focused.” Change management is ongoing.
Even so, the value is immediately visible to users: the CRM moves information out of notebooks and individual memory into a central source of truth. If someone is away or unreachable, customers aren’t left waiting and leads don’t go unattended.
At a business level, Dynamics 365 has shifted reporting and commercial visibility “up the funnel.” Previously, the board and sales leaders only had data from midway down the funnel—at the point where a salesperson was already talking to a customer and preparing a quote. Now Boss can see earlier interactions: website clicks, field day conversations, marketing channel engagement, planned farm visits, and upcoming demos. That expanded visibility supports better prioritisation and better investment decisions, and it’s particularly energising for marketing because it connects top-of-funnel activity to pipeline outcomes.
With the core sales CRM in place, Boss is already considering the next phase: bringing sales support and spare parts into the same toolset to extend continuity beyond the frontline sales team.
Strategically, the platform also underpins Boss’s expansion. With recent WA acquisitions and an intent to push beyond an historically east-coast focus, Boss recognises that remote sales teams aren’t feasible without a centralised way to stay organised and aligned.
For Boss Agriculture, the transformation isn’t just a new CRM. It’s a shift from relationship-driven, person-dependent sales execution to a scalable system of record. One that captures the “who knows who” reality of agriculture, protects the business from knowledge loss, and gives leaders earlier, clearer signals about where growth will come from.