Campari Group has gone live with SAP Cloud ERP private solutions, marking a milestone in the drinks group’s digital overhaul.

The rollout brings together finance, supply chain, marketing and human resources systems across the business. It also establishes a single digital architecture built around analytics, planning, application development and governance tools.

Based in Milan, Campari sells more than 50 brands, including Aperol, Campari, Espolòn, Wild Turkey, Courvoisier and Grand Marnier. The group markets its products in more than 190 countries and operates 24 production sites worldwide.

The new setup includes SAP Analytics Cloud, SAP Integrated Business Planning, SAP Datasphere and SAP Business Technology Platform. Campari is also implementing SAP Business Data Cloud to combine data from SAP software and third-party systems, while using SAP LeanIX to map links between applications, processes and business owners.

The programme is intended to create a central model for core processes across the company. It is also designed to strengthen oversight of the wider IT estate and support planning and analytics across multiple business functions.

AI tools

Artificial intelligence features are embedded across several of the systems now in use. In SAP SuccessFactors, employees use Joule and other AI features to set and track goals, while SAP Concur automates expense matching.

AI-assisted functions are also being applied to order and payment posting. These tools are intended to improve decision-making and lower operating costs.

José Silva, Group Head of IT at Campari Group, said the move would help the company keep pace with changes in SAP’s cloud products and AI tools.

“We’ve embarked on the RISE with SAP journey to keep pace with innovations offered by SAP Cloud ERP Private and embedded AI capabilities,” Silva said. “Today, we can reshape processes in line with business evolution, improve planning and make our supply chain more efficient-ensuring continuous product distribution worldwide. Moving to a centralized process model enables us to improve productivity and reduce TCO consistently,” added Silva.

The focus on supply chain planning and distribution reflects the operational demands of a global drinks business with a broad portfolio and wide geographic reach. Bringing planning, finance and HR data into a more unified structure may also reduce duplication across regional and brand-level operations.

For SAP, the Campari rollout adds a consumer goods customer to its cloud ERP base at a time when large companies are reviewing how to connect business software, data systems and AI tools. The company has been pushing integrated cloud systems that combine transactional data with planning and analytics functions.

Sector example

Carla Masperi, Managing Director of SAP Italy, described the project as an example of how the software group is positioning its systems for food and beverage companies.

“Campari is one of our best references in the food and beverage sector and is an excellent example of how SAP solutions can transform organizational and production processes,” Masperi said. “By combining cloud ERP with AI and data-driven planning, Campari is setting a new standard for digital transformation in the consumer products industry.”

Yoto is using Oracle NetSuite to run its operations, with the children’s audio platform saying the system supports its expansion across several international markets.

The London-founded business adopted NetSuite after rapid growth made it harder to manage operations across disconnected systems. As annual transactions rose into the millions, it wanted a single platform for financial and operational data.

Founded in 2017 by Ben Drury and Filip Denker, Yoto built its business around audio products for children designed to reduce screen time. After launching its first device, the Yoto Player, through Kickstarter in 2019, it expanded into the UK, US, Canada, Australia and France.

Yoto said it passed £100 million in annual revenue in 2025. As the business grew, separate software tools limited visibility across finance, inventory and wider operations.

Unified systems

NetSuite now brings together several previously separate systems into a single suite covering finance, inventory, and planning. According to Yoto, the software has helped automate parts of its global financial processes, improve forecasting, and strengthen supply chain and stock management.

Yoto said its financial management tools have shortened reporting and financial close work, increasing team productivity. It also said inventory management functions have improved product availability by enabling more accurate, responsive stock planning across countries and sales channels.

The deployment also includes NetSuite AI Connector Service, which Yoto said links the ERP platform to a third-party large language model provider. The setup allows the company to define what the AI can access and do through role-based permissions.

Ben Averis, Chief Financial Officer at Yoto, outlined the reason for the move. “As a fast-growing global business, we needed systems that could keep pace with our growth and support increasingly complex operations,” he said. “We chose NetSuite because it is a system capable of scaling and supporting the ambitions we have as a company. NetSuite has helped us operate more efficiently, plan more effectively, and make faster, more confident decisions by giving us a single source of truth for all financial and operational data,” said Averis.

Growth pressure

The changes come as consumer brands face growing demands on inventory planning and reporting as they expand across markets and sales channels. For businesses with physical products, the need to track stock accurately while maintaining financial control has become more pressing as international operations widen.

Yoto’s model combines hardware and audio content for children, placing it in a category that has grown as parents seek alternatives to screen-based entertainment. Expansion into multiple English-speaking markets and France has added complexity to supply chains, local sales activity and financial reporting from a central platform.

Oracle NetSuite said Yoto’s adoption reflects the pressure on growing consumer businesses to replace fragmented software systems with a single operational platform. In its view, this can help companies standardise workflows and improve oversight as they scale.

Nicky Tozer, Senior Vice President for Europe, the Middle East and Africa at Oracle NetSuite, said Yoto had used the software to simplify and automate key parts of the business. “Yoto is pioneering a fast-growing category that is resonating with parents and children alike,” said Tozer. “With NetSuite, Yoto has replaced disconnected software systems with a single unified suite, automated critical workflows with embedded AI, and built a scalable foundation to support continued growth and meet rising customer demand,” added Tozer.

Hyperlayer has appointed Louise Chan and Barry O’Callaghan to its board of directors following the London fintech’s GBP £30 million fundraise in the third quarter of 2025.

Chan already serves on the executive team as Chief Operating Officer, while O’Callaghan joins the board with a background in investment and corporate leadership. The appointments add two senior figures as Hyperlayer looks to expand internationally.

Founded in London, Hyperlayer sells technology to banks launching new financial products while maintaining links to existing core systems. Its platform is designed to help lenders move faster in areas such as digital financial services.

Chan joined Hyperlayer in 2023 and has more than 25 years of experience across banking and payments.

Before becoming Chief Operating Officer at Hyperlayer, she held the same role at Ebury, where she oversaw product, data and operations during the company’s international expansion. Earlier, she was Managing Director for Innovation Capability Development at HSBC and also held senior roles in banking and consultancy.

Capital markets

O’Callaghan is Chairman of private investment firm AKLO Capital. He previously served as Chief Executive Officer of education company Houghton Mifflin Harcourt and earlier built digital publisher Riverdeep through a series of acquisitions.

Earlier in his career, he held investment banking roles at Morgan Stanley and Credit Suisse, focusing on mergers and acquisitions and capital markets. That experience brings board-level expertise in fundraising, expansion and dealmaking as Hyperlayer builds on its latest investment round.

The board changes were announced by Rob Rooney, Hyperlayer’s co-founder and former Chief Executive Officer of Morgan Stanley International. He has led the company as it pursues further growth with banks across multiple markets.

Board changes

The addition of an internal operating executive and an investor with capital markets experience points to a blend of execution and financial oversight at the board level. It also formalises Chan’s leadership role while giving O’Callaghan a direct governance position.

O’Callaghan was already involved with the business as an investor. His appointment shifts that relationship from shareholder backing to a formal board seat as the company enters its next phase.

For fintech companies selling to large banks, board composition can carry weight because customers and investors often look for experience in regulation, operations and institutional relationships. Hyperlayer’s choice of directors reflects that emphasis, with Chan bringing operational banking expertise and O’Callaghan contributing experience in investing and large-scale corporate management.

Hyperlayer has tied the appointments to its recent funding and international plans. It is one of several UK fintechs seeking to win business from incumbent banks under pressure to improve digital services without replacing core systems outright.

Market pressure

Competition in that market has intensified as banks weigh how to use newer forms of automation and software in customer-facing products. Providers that can demonstrate an understanding of both bank infrastructure and governance requirements have tried to stand out as spending by financial institutions remains selective.

“Louise has been instrumental in building our global operating capability, driving our HyperJar B2C business and leading Tier 1 bank client relationships. Barry adds deep experience in capital markets and scaling global businesses, and we’re delighted to see him move from investor to this hands-on leadership role. As we expand internationally and work with larger institutions, their perspective at board level will be critical to our next stage of growth,” said Rob Rooney, Chief Executive Officer and Co-Founder of Hyperlayer.