Only 8% of these migrations finish on time, and more than 60% run past budget or schedule because the work depends on scarce functional consultants doing slow, manual analysis.
Qorelo automates that layer. The founders knew the problem from the inside — one had run SAP projects at Deloitte before founding the company. The positioning challenge was specific.
Qorelo sells into programs run by Accenture, Deloitte, and SAP's own delivery arm, to buyers who have watched vendors overpromise for two decades. A company five months old, selling AI into that room, has two ways to fail: look like a startup and get filtered out, or imitate a system integrator and lose the reason anyone would switch.
The obvious move was to position Qorelo against the system integrators. We did not, because it would have cost the company half its market.
Qorelo sells to both sides of an SAP program: the enterprise running it and the consultancy delivering it. Their bottleneck is the same. There are not enough functional consultants in the world to move 35,000 companies by 2027, and most of their hours go into repetitive discovery, scoping, and documentation rather than judgment.
So the brand was built on throughput rather than substitution. The same people, working several times faster, with the decisions still theirs. For an enterprise, that is a migration that does not stall while waiting for a specialist to free up. For a consultancy, it is the same team across more programs, with senior people spending their hours on the work clients are actually paying senior rates for.
Holding that distinction was a tone problem as much as a copy problem. Anything that read as AI replacing consultants would have made Qorelo unsellable through the partner channel — which is how enterprise software reaches enterprises in the first place.
The blue is deliberate. SAP blue is the most recognized color in enterprise software, and every partner in the ecosystem borrows it. Qorelo's is a step up in saturation and clarity: close enough to signal fluency in the ecosystem, far enough to avoid reading as another badge in a partner directory.
Typography and layout were designed to hold dense functional content — SAP Activate phases, fit-gap tables, scope matrices — without becoming a data dump.
Most of the site is product, not description. We built interactive components in Webflow that let a visitor watch the platform work before requesting a demonstration: a working demonstration of the fit-gap agent, an animated project timeline, a process diagram covering the six SAP Activate phases, and a live chat block ported from the product prototype.
Copy across the enterprise and insights sections was written in SAP's own vocabulary. In this market, a wrong term costs more credibility than a weak headline.
Pitch decks for fundraising and enterprise sales, built from the same argument as the site, so the story does not change between a landing page and a boardroom.
