ERP systems go live all the time. Few actually run the business.
I help leaders of middle-market manufacturing, consumer products, and distribution companies diagnose and stabilize ERP environments that are live but not delivering the business results they expected.
Inventory is not trusted. Planning has moved back to Excel. Leadership has lost confidence in the system.
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
Multiple Organizations
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. Reporting is debated instead of trusted. The ERP may technically be live, but it isn't reliably running the business.
That gap between implementation and operational reliability is where I work.
Why do these problems persist after go-live?
Is inventory data trusted across the business?
Are planners working in the ERP or rebuilding plans in spreadsheets?
When an operational problem surfaces, is it identified and resolved through the ERP—or through emails, spreadsheets, customer complaints, and other workarounds?
Are ownership and accountability clearly defined?
Does the ERP help the organization anticipate problems—or merely record what already happened?
If these questions are difficult to answer, the problem is rarely the software alone.
ERP problems typically sit at the intersection of process, data, governance, configuration, accountability and day-to-day operating behavior.
I've worked on both sides of the ERP table—as a CIO and COO responsible for enterprise systems, supply chains and operations, and as an ERP advisor helping companies restore performance and business value.
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 focused assessment that identifies why the ERP is not delivering expected business results, quantifies the operational impact, and provides leadership with a prioritized action plan for what to address first.
ERP Stabilization & Value Recovery
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.
ERP Project Rescue
For ERP programs that are off track during implementation. I identify the root causes, realign the program with operational reality, and restore execution momentum.
Planning a new ERP?
I also advise leadership teams on ERP evaluation and selection and can provide client-side leadership through implementation.
Let’s talk about your business
Every engagement begins with understanding what is happening inside the business, what leadership needs the ERP to accomplish, and where the gaps or risks exist.