Turn fragmented RTA and Excel files into structured, usable CRM records.
MFD data often contains duplicate investors, inconsistent names, shared contact details and missing family relationships. We create a controlled staging, cleaning and validation process before CRM import.

A focused set of modules and workflows configured around the way your practice operates.
We review every source you plan to bring across, including personal Excel sheets, CAMS and KFintech reports, back-office exports and old CRM files. The assessment shows which fields exist, how complete they are and which source should be trusted for each value.
A field dictionary defines every CRM field, its format, whether it is mandatory and where its value comes from. Mapping each source column to it removes guesswork during import and gives the team one agreed meaning for terms like investor, client and family.
Names, PAN, mobile numbers and email addresses are standardized into consistent formats before any matching begins. Removing extra spaces, country codes, salutations and case differences makes duplicate detection more reliable and keeps CRM search results clean for everyone.
Possible duplicates are flagged using agreed combinations of PAN, mobile, email and name, then grouped by confidence. Clear matches follow written merge rules, while uncertain ones go to a review list so no record is combined without a reason someone can explain later.
Folios are linked to the right investor, and investors are grouped into families or households using available identifiers and your own knowledge of the client base. This creates the family-level view needed for reviews, servicing and relationship-manager ownership.
Small sample imports are checked against the source files before the full load. Record counts are reconciled, mismatches are logged, and an exception report lists every record that could not be mapped cleanly, so nothing disappears quietly during migration.
Most practices do not notice data problems until they try to use the data. A search for a client returns three records, a family review misses a spouse's folios, or a report counts the same investor twice because one row has a PAN and another does not.
These issues build up over years of RTA downloads, personal sheets and contact details updated in one place but not another. Importing that data into a new CRM does not fix it. It only hides the problems behind a cleaner-looking screen.
A typical project draws from CAMS and KFintech mailback reports, exports from a back-office or portfolio platform, transaction records from BSE StAR MF, NSE NMF II or MF Utilities, and the Excel files the team actually works from each day. Each source is strong in some areas and weak in others.
RTA data is usually the most dependable for folio and holding details, while personal sheets often hold the relationship context: who referred the client, which family they belong to and what was discussed at the last review. The mapping step decides which source wins for each field. Transaction and valuation data can stay in the back office, with only the fields needed for servicing brought across.
All work happens in a staging file, never in the original exports. Untouched copies of every source are stored first, so any value in the CRM can be traced back to where it came from.
Fields are then normalized, duplicates are grouped by confidence, and a named person in the practice reviews the uncertain cases. That review matters because the practice knows its clients in ways a matching rule cannot, such as two brothers with similar names and a shared office number.
Family grouping is one of the most useful outputs of a migration, and one of the easiest to get wrong. Shared addresses, mobile numbers and surnames suggest a relationship but do not prove one.
A practical approach is to let the data propose likely groupings, then have the relationship manager confirm them. Each family should have a clear primary contact, and each member should keep their own investor record with their own PAN and folios, so individual servicing and KYC-related tasks stay accurate.
Where a relationship is uncertain, it is better to leave the investor ungrouped and flag it than to force a guess into the CRM.
A migration moves faster when a few decisions are made in advance. First answers are enough to avoid long pauses mid-project.
Clean data does not stay clean on its own. Once the CRM is live, mandatory fields and duplicate checks on new entries help stop the same problems from returning.
A periodic check against fresh RTA reports keeps new folios, changed contact details and nominee updates current. Aina Tech can set these up as recurring CRM tasks with a named owner.
We start with how work happens today, then build and improve in controlled phases.
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Files should first be assessed, normalized and mapped to the target CRM structure. Direct import usually creates duplicate and reporting problems.
Rules are agreed using available identifiers and business context, with exceptions reviewed before import.
A controlled project should retain untouched source exports and migration references for reconciliation.
It depends on the number of sources, how consistent they are and how quickly the practice can review uncertain matches. Several years of overlapping sheets from multiple team members naturally takes longer. The source assessment at the start gives a realistic estimate for your data.
Files should be shared through agreed secure channels, stored in access-controlled locations and limited to the people working on the project. Staging files should be removed or archived according to your data-handling policy once the migration is signed off. Your own data protection obligations should be confirmed with qualified professionals.
Excel remains useful for one-off analysis and for working with RTA reports, but it should stop being a second client master. Running both in parallel usually brings back the duplicates the migration removed. A clear cut-off date helps the team move day-to-day work into the CRM.
Start with a practical review of your current data, workflows, team roles and growth priorities.