01
Blueprint
Design decisions held to the business case, not the SI’s template.
ERP Services · Project Leadership
An ERP program needs a leader who's run one before.
ERP isn't a generalist project. We place program leaders who've delivered on SAP, Oracle, Dynamics, and the rest — who know the blueprint-to-hypercare arc, where these programs slip, and how to hold a system integrator to the plan. One owner, accountable end to end.
Blueprint → hypercarePlatform-agnosticWBE certified
ERP Program · PRG-0461S/4HANA · Global Rollout
On planBlueprintBuildDataTestCutoverHypercare
R·C
Program DirectorAccountable · Blueprint → Hypercare
One ownerNot a new coordinator each phase — one leader accountable for the whole arc.
The premise
A project manager and an ERP program leader are not the same hire.
Both can run a plan. Only one has sat in the cutover decision before — and knows which “green” status on the SI's report is actually amber.
Manages the plan as written
- Takes the SI’s status at face value
- Meets data and cutover for the first time, live
- Learns the ERP failure modes on your program
Has delivered this before
- Reads the burn and the quality, not just the deck
- Owns data and cutover as known, plannable risk
- Has made the go/no-go call under real pressure
The arc they own
Six phases. One accountable name.
The same leader carries the program from the first design workshop to the last day of hypercare — so accountability never resets at a phase boundary.
02
Build
Configuration to scope, with change controlled — not quietly absorbed.
03
Data
Migration run as a workstream from day one, not a cutover-week scramble.
04
Test
Defects triaged on severity; go-live evidence built, not assumed.
05
Cutover
The go/no-go call owned on evidence — with a rollback ready if it’s no.
06
Hypercare
Stabilization driven until the business actually runs on the system.
What sets them apart
The judgment a plan can't encode.
The schedule is the easy part. ERP programs are won on the calls that don't appear on any Gantt chart — and these are the ones our leaders have made before.
System integrator accountability
Holds the SI to the statement of work — reading the contract, the burn, and the quality, instead of taking the weekly green status on trust.
Scope discipline
Protects the baseline against the steady drip of “small” change requests that, uncontrolled, become the budget overrun.
Data readiness
Treats migration as a first-class workstream — profiling, cleansing, and reconciliation owned long before cutover week.
Integration sequencing
Understands the order dependencies between modules, interfaces, and environments — and sequences the program so they don’t collide.
Cutover judgment
Owns the go/no-go decision on evidence, not the calendar — and has run the rollback plan they hope not to use.
Adoption ownership
Refuses to call go-live “done” until the business is using the system — because an ERP nobody adopts delivers none of the case.
Need the full leadership bench — PMO managers, interim CIOs, turnaround leads? See Project Leadership.
Run on the AMIGO platform
Leadership your board can watch, not just trust.
Your leader runs the whole program on AMIGO — schedule, resources, RAID, and reporting in one place. That's the difference between a leader who tells the board progress and one whose progress the board can see, the moment it changes.
Leaders who've delivered ERP before
30+
Years on ERP programs
6+
ERP platforms led
9-fig
Largest program led
WBE
Certified · woman-owned
Discuss your program
Tell us where you are in the arc. We'll bring the leader who's been there.
Starting blueprint, stuck in build, or staring down a cutover date — we'll match an ERP leader to your platform, scale, and the phase you're in, and have them productive in days.