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ERP & Enterprise Systems Advisory

Take Back Control of Your ERP and Systems Decisions

Overview

ERP and Enterprise Systems initiatives are high-risk, high-impact, and often vendor-driven.
We provide independent advisory to ensure you stay in control, before, during, and after implementation.


When We Get Involved

    The "Selection Paralysis" (Pre-Implementation)

    • Biased or Rushed Selection: The board feels pressured by a vendor’s "limited-time offer" or a flashy demo that didn't address back-office reality.
    • The Missing Business Case: There is a desire for new tech, but no one has quantified the ROI or defined what "success" looks like beyond "going live."
    • Requirements Overload: The team has a list of 1,000 "must-have" features and no way to prioritize them, leading to a bloated, expensive RFP.

    The "Loss of Control" (During Implementation)

    • Integrator Dominance: The external implementation partner (the vendor) is driving the project. The client feels like they are just "paying the bills" without actually understanding the technical decisions being made.
    • The "Budget Creep" Spiral: Costs are escalating, the timeline is sliding, and the "Change Requests" from the vendor are constant.
    • The Communication Gap: The SteerCo meetings are filled with technical jargon. Executives leave the room feeling more confused than when they entered.
    • Change Resistance: The technical build is moving forward, but the "people" side—training, process alignment, and adoption—is completely ignored.

    The "Trust & Data Crisis" (Post-Implementation/Legacy)

    • Reporting Blindness: The system is live, but the CEO still can't get a real-time margin report without an analyst spending three days in Excel.
    • "Shadow IT" Workarounds: Employees find the ERP so hard to use that they’ve built their own "mini-systems" on the side, creating data silos.
    • Audit & Compliance Weakness: The system lacks proper controls or audit trails, creating a major risk during financial reviews or due diligence for a sale.
    • Acquisition Friction: The company bought a competitor and now has two incompatible "core systems" that prevent a unified view of the business.


What We Do

  • Challenge assumptions and vendor positioning
  • Assess scope, risks, and alignment
  • Provide executive-level clarity
  • Support key decisions (not technical overload)
  • Define practical next steps


Outcomes

  • Clear understanding of your situation
  • Stronger control over vendors
  • Better decisions
  • Reduced risk and surprises