In the residential and commercial AV landscape, eroding product margins and rising labor costs present a significant challenge to profitability. To combat these pressures, industry leaders are turning to specialized software tools designed to streamline operations, enhance efficiency and protect the bottom line. At the Smart Stage panel, “How Software Tools Help Integrators Run Better, More Profitable Businesses,” held at CEDIA Expo/CIX 2025, industry veterans, Randy Stearns and Chris Smith, shared critical insights on selecting, deploying and driving the adoption of software solutions.
The discussion provided a clear directive for integrators: leveraging industry-specific software is no longer a luxury but a necessity for survival and growth. The panel explored the tangible benefits of these tools, offered a strategic framework for their evaluation and emphasized the leadership required to ensure successful implementation. For integrators looking to sharpen their competitive edge, the key is not just to adopt new software but to do it effectively.
The Case for Industry-Specific Software for Integrators
According to the panelists, generic business tools like Microsoft Word and Excel have their place but they fall short when applied to the complex workflows of an integration firm. The panelists noted that relying on these non-specialized applications can create significant inefficiencies and ultimately hinder profitability. Additionally, research from CE Pro‘s Software Deep Dive showed that integrators using industry-specific software see a profit boost of up to 13% compared to those using generic alternatives.
Specialized platforms are built with the integrator’s day-to-day reality in mind. As Randy Stearns, CEO of D-Tools, explained, “These products… They’re built very specifically for what system integrators do, as opposed to something more generic, like a horizontal project management solution or a horizontal proposal solution”. These tools consolidate disparate processes — from proposal creation and project management to inventory tracking and service orders — into a single, cohesive system.
Chris Smith, principal at TheCoTeam, highlighted the impracticality of managing complex projects without such a system. “Having run a large integration firm, I could never imagine doing it without an end-to-end ERP solution,” he stated. Smith further attested that attempting to force-fit generic software for work orders and product-related tasks leads to frustration and failure. “If you want to force people to use substandard tools in ways they’re not meant to be used, the whole [process] grinds to a halt,” he added.
Smith also underscored that building a custom solution is not a viable option for most. In such cases, the best strategy is to build off on an existing platform or software and customize it to mimic the business process itself. “It’s a really cool strategy…[and] it’s better than a fully customized, off-the-ground and coded solution,” he emphasized.
A Strategic Framework for Software Evaluation
Courtesy / 2025 PWP Studio Corporate Event Photographers
Both panelists agreed that choosing the right software is a critical business decision and integrators should not rush them. Stearns recalled an anecdote from his early days at D-Tools where they sold over $100,000 in software at a trade show to people who had not previously considered it. This experience underscored the importance of a deliberate and thoughtful evaluation process rather than an impulsive purchase.
The Software Selection Process
Stearns remarked that the first step is to define the “why.” He added that before looking at any specific product, a company must identify its strategic objectives and pain points. “There’s got to be some serious pain points and some issues within the organization or some strategic objectives that cannot be met without first making some sort of change,” he explains.
Stearns then revealed that the next step is to think about the efficiency gains that could result from bringing on a new software solution. He explained, “[When] you do the math, you start to get a sense of [the] value, [and] that allows you to create a budget.”
Following this, Stearns advised, companies should assemble a task force that conducts the evaluation. This ensures that perspectives from different departments are considered and helps build early buy-in from the people who will be using the software daily. According to Stearns, this team is responsible for understanding the operational implications of the change and assessing how different platforms meet the company’s predefined needs.
Once the team has a list of potential solutions, the hands-on evaluation can begin. “Most importantly is to lean on the software provider for guidance,” Stearns advised. “Because they’re going to have the best answer.” From his perspective, these providers can offer demonstrations, trial periods and resources to help the evaluation team make an informed decision.
Driving Adoption Through Leadership and Commitment
Deploying new software is only half the battle; the real challenge often lies in achieving full internal adoption. Both panelists were unequivocal: successful implementation requires unwavering commitment from leadership. “You can’t be half in,” Smith asserted. Once a decision is made, the leader’s role is to ensure everyone gets on board to prevent creating a toxic environment where departments resist the change.
The deployment itself should occur methodically. To achieve this, the panelists recommended a modular rollout overseen by a dedicated project manager. This involves defining clear roles and responsibilities within the new system and mapping out the handoffs between team members. By breaking the implementation into manageable phases, companies can address challenges as they arise without overwhelming the team.
According to both panelists, leaders may need to take a firm stance to drive adoption. “Whenever we would deploy a new piece of software or a new feature, we always had to deprecate the old version,” explained Smith. “[Then,] we would actually outline [the] plan to people: Here’s when we’re going to deploy and here’s when we’re going to teach people about [the software].”
As an example, Smith recounted the adoption process of Slack over emailing at TheCoTeam where the CEO announced that all emails sent after a certain date would be ignored. This decisive action sent a clear message that the old way of doing things was no longer an option. While extreme, Smith remarked that the anecdote illustrates the level of resolve required.
Final Thoughts
Ultimately, the goal is to move forward decisively. Prolonging the decision-making process only delays the benefits. “Pick one [solution] and go [with it],” Smith urged. “The faster you pick it and go, the faster you will get started. And the faster you get started, the faster you’ll feel the pain and fix those pain points.”
Indeed, the insights from this panel provide a valuable blueprint for integrators seeking to optimize its operations through software. By embracing industry-specific tools and following a structured approach to selection and deployment, integrators can build a more resilient and profitable business.
To learn more about software tools pertaining to the AV industry, check out the 2025 Software and Business Resources Deep Dive available for download!
