Three Core Services. One Focus.

ERP Diagnostic Assessment

Most client engagements begin with the ERP Diagnostic Assessment. Leadership knows the ERP is not delivering the expected business results, but the underlying causes are not yet clear.

Duration: 3–4 weeks • Scope: Fixed • Deliverable: Root-cause diagnosis and a prioritized stabilization roadmap

Common triggers include:

• Inventory cannot be trusted.

• Planning has moved back to Excel.

• Service levels are deteriorating.

• Reporting is questioned during leadership meetings.

• Employees continue to rely on spreadsheets and workarounds.

Organizations often don't know whether the underlying problem lies in data, process design, system configuration, governance, or post-go-live operating discipline.

The assessment separates symptoms from root causes and delivers a prioritized stabilization roadmap based on interviews with the people who use the system every day—not just the people who approved the implementation.

ERP Stabilization

The core engagement.

Duration: 60–90 days • Structure: Hands-on, embedded • Deliverable: A stabilized ERP environment, restored operational discipline, and measurable improvements in inventory accuracy, planning confidence, service levels, reporting, and decision quality.

Most stabilization work follows a Diagnostic Assessment. Occasionally, a client already has enough clarity to move directly into execution.

I work alongside leadership, operations, IT, and implementation partners to restore trust in the ERP and rebuild the operating discipline required to run the business through the system. This is not a report-and-leave engagement. It is a hands-on partnership focused on restoring the ERP as a trusted system of record and enabling the business to achieve the results it was originally expected to deliver.

Representative outcomes have included:

• 50% reduction in pick-and-pack time

• $2.5 million inventory reduction

• 95% reduction in customer chargebacks

• 35% improvement in order accuracy

That may include redesigning planning parameters, improving master data, clarifying ownership, redesigning workflows, improving reporting, aligning departments, addressing implementation gaps, and establishing governance routines that were never fully implemented after go-live.

Best suited for:

Organizations that have completed a Diagnostic Assessment and are ready to execute, or companies with sufficient internal clarity that need an experienced operator to lead the stabilization effort.

ERP Implementation Rescue

For ERP programs that are moving in the wrong direction.

Typical engagement: Executive intervention during an active implementation • Focus: Recovery, realignment, and execution • Deliverable: A practical recovery plan and renewed leadership confidence

When a program is in trouble—timelines are slipping, costs are rising, scope is expanding, and confidence is declining—the usual response is to keep pushing. That rarely fixes the problem.

I step in to diagnose root causes, separate what is recoverable from what needs to be redesigned, realign the program with operational reality, and restore momentum and leadership confidence.

Typical warning signs include:

• Missed milestones

• Budget overruns

• Scope creep

• Declining user confidence

• Growing dependence on consultants

• Weak governance

• Escalating executive concern

Typical deliverables include:

• Program triage and risk assessment

• Governance redesign

• Recovery roadmap

• Vendor and implementation partner alignment

• Go/no-go recommendations

• Executive status reporting

The objective is not to protect the project plan. It is to protect the business outcome.

Best suited for:

Private equity operating partners and executive leadership teams managing ERP programs that are behind schedule, over budget, losing momentum, or no longer aligned with business objectives.

The output is direct and practical: what is broken, why it is broken, what matters most, and what should change in what order.

This engagement is intentionally fixed in scope. It gives leadership a low-risk entry point and a high-value decision document before committing to a larger stabilization effort.

Best suited for: CEOs, COOs, CFOs, and private equity operating partners who need an independent diagnosis before committing additional capital, time, or organizational energy to the ERP environment.