The team began with a list of ten potential suppliers, narrowed to a shortlist of three, and ran a proof of concept with each. Enactor stood out for one reason above the rest: it was the only vendor that could show working Italian fiscal integration, not a slide describing it. “It was the only supplier that was capable to achieve, from a real point of view, something that with our eyes we were seeing something real,” Magnoli says.

The proof of concept sealed it in a way that had little to do with a features list. Cozza remembers putting the till in front of her own business team and cashiers, not just technical staff. “I remember the simplicity that we had using the till, and for me, the choice was made at that time.” She describes the moment Enactor first walked the team through the platform as “love at first sight”: a system built for three brands to run their own logic side by side, rather than one rulebook forced on all three.

Just as important was who would hold the pen afterwards. Where previous projects had left Leroy Merlin dependent on Adeo’s headquarters for every change, Enactor’s configuration and extension tools meant the brand’s own team could shape the product to its needs directly. “It’s important not to be dependent any more on the headquarters, but to be the actor of the project,” says Magnoli.

Handing that much ownership to an internal team was, in Cozza’s words, a genuine culture change. “In Italy, we have a culture where the supplier is the owner of the project, and then there’s a handover to us at the end. With Enactor, we were able to be in the project from time zero.” Leroy Merlin built one core team spanning functional, technical and development streams across all three brands, so a mistake was the team’s to fix together, not a fault to hand back to a vendor.

The rollout was deliberately incremental. Training started at Enactor’s headquarters in April 2024, and each store received one till first, two months ahead of a full switch, so cashiers could get comfortable with the new system before it carried the whole line. Functionality was added in stages rather than all at once: a first till went live in February 2025, a second followed in October 2025 with full cash handling, and two stores are now fully live with all major functionality. Three more stores join from September, alongside the first pilots for Bricocenter and Tecnomat, with the wider estate targeted to complete by the middle of next year.

With the till estate largely under control, the team’s attention is turning outward. “In the next months, we need to include the e-commerce part too,” says Magnoli, with Enactor expected to bring store and online together into one omnichannel experience rather than two systems with separately maintained rules. Cozza puts the recommendation to other retailers simply: “If another retailer should choose a new supplier, I suggest Enactor,” pointing to the same two things that convinced her own team: a partner willing to hand over ownership from day one, and an architecture built to absorb complexity, three brands and three fiscal regimes on one platform, without forcing any of them into a single rigid mould.