Four to six weeks before
Name the decision owner and store leads. Export products, variants, barcodes, costs, prices, tax categories, customers, loyalty balances, employees, gift liabilities, suppliers, and open purchase orders. Decide what history must remain searchable and what should be archived. Document every device, register, printer, drawer, scanner, display, router, and payment terminal.
Two to three weeks before
Clean duplicates and invalid records. Confirm location mapping, opening stock, employee roles, tax behavior, receipts, discounts, modifiers, services, schedules, and loyalty rules. Verify the network at every register position. Pair payment devices and run approved, declined, timeout, void, and refund scenarios using the deployment's actual processor configuration.
Training week
Train by role using the transactions employees will perform. Cashiers need sales, customers, receipts, age checks, and recovery. Managers need refunds, drawer work, inventory, overrides, and reports. Owners need dashboards, permissions, purchasing, transfers, and escalation. Record unresolved questions and assign an owner to each.
Cutover day
Freeze data at the agreed point, take final exports, import changes, verify counts and totals, and run the acceptance script before opening. Keep the old environment available according to the rollback plan. Staff the launch with someone who can decide, someone who can configure, and someone who can resolve hardware or network issues.
First week after
Reconcile tender totals, deposits, refunds, tax, discounts, tips, inventory movement, loyalty, and online orders daily. Review support issues and employee friction while the context is fresh. Do not mask recurring problems with workarounds; correct the configuration or workflow and update training.
Use the seeded demo to run product workflows, then use a scoped implementation conversation for hardware, processor, import, and production configuration that a public demo cannot prove.
Write down the acceptance criteria
A migration is complete when the business can open, sell, fulfill, refund, close, reconcile, and recover—not when an account exists. Put those verbs into a checklist with expected results and evidence. That turns a vague go-live feeling into a decision.