ERP systems go live all the time. Few actually run the business.
I help CEOs, COOs, CFOs, and private equity operating partners diagnose and stabilize ERP environments that are live but not delivering expected business results.
Inventory is not trusted. Planning has moved back to Excel. Leadership has lost confidence in the system.
Your ERP went live. The problems didn't stop.
You spent the budget. You met the go-live date. The implementation partner moved on. Yet the business is still working around the system.
Inventory numbers are questioned. Planning happens in spreadsheets. Data is debated instead of used. The ERP may be technically live, but it is not reliable enough to run the business.
Many ERP initiatives fail this way—not on the go-live date, but in the months and years afterward.
That gap between implementation and operational reliability is where I work.
I work with leadership teams at mid-market manufacturing, consumer products, and distribution companies whose ERP systems are live but not delivering the expected business outcomes.
The symptoms are often clear:
Inventory remains unreliable.
Planning lacks discipline.
Service levels suffer.
Working capital is tied up.
Reporting cannot be trusted.
Employees rely on spreadsheets and workarounds.
The cause is usually less obvious. It may involve data integrity, process design, governance, system configuration, master-data ownership, planning parameters, user adoption, or weak post-go-live operating discipline.
I separate symptoms from causes, establish priorities, and help restore the ERP as a trusted system of record.
I diagnose what's broken and stabilize it.
Operator experience.
Vendor-side visibility. Recovery discipline.
I have worked on both sides of the ERP table.
I have led ERP programs as a CIO and COO, managed supply chains and operations with executive accountability, and worked inside an ERP software company advising clients on adoption, optimization, and value realization.
That combination matters. Most ERP problems are not purely technical. They sit at the intersection of process, data, governance, configuration, accountability, and daily operating behavior.
I understand what the software and implementation partners should have delivered—and what the business must own after go-live.
Operator experience
CIO, COO, and SVP roles with responsibility for enterprise systems, supply chains, operations, and measurable business outcomes.
Vendor-side visibility
Three years at Infor advising clients on ERP adoption, optimization, risk, and value realization.
Recovery discipline
Hands-on stabilization of ERP environments that are live, mid-implementation, or losing momentum.
SELECTED RESULTS
Real results from operating environments.
95%
Customer Chargeback Reduction
Berkshire Blanket
$17M
Annual Operating Savings
Affinion
$2.5 M
Inventory Reduction
Charkit Chemical
50%
Reduction in pick & pack time
Olympus
35%
Improvement in Order Accuracy
Diageo
10+
ERP Implementations & Transformations
Across Multiple Organizations
See how this works in practice.
A troubled ERP program at Olympus, restored and transformed across five divisions.
Three ways to engage.
ERP Diagnostic Assessment
3–4 weeks • Fixed scope
A root-cause diagnosis and prioritized stabilization roadmap for leadership teams that need to understand what is broken, why it is broken, and what should be addressed first.
ERP Stabilization 60–90 days
60–90 days • Hands-on and embedded
Focused execution to restore the ERP as a trusted system of record and improve inventory accuracy, planning confidence, service levels, reporting, and decision quality.
Implementation Rescue
For ERP programs that are mid-implementation and moving in the wrong direction. I identify the root causes, realign the program with operational reality, and restore execution momentum.
Let’s talk about your business
Every engagement begins with understanding what is happening inside the business, what leadership expected from the ERP investment, and where the gap now exists.