Enterprise Resource Planning (ERP) programmes sit right at the intersection of strategy, finance, operations and technology. When they go well, they create a platform for growth, control and insight – driving Business Advantage through Technology. When they go wrong, they become expensive, distracting, and corrosive to trust.
My role is to help organisations make better ERP decisions and to significantly reduce the risk that naturally comes with large-scale transformation. I work on the client side, independent of software vendors and system integrators, bringing a governance-first, business-led perspective to ERP selection and delivery.
WHAT THIS HELPS:
Reducing risk in transformation programmes.
ERP initiatives typically represent one of the largest change programmes an organisation will undertake—financially, operationally, and culturally. They affect how money is controlled, how work gets done, how data flows, and how decisions are made.
This service helps organisations:
- Avoid costly missteps during ERP selection
- Ensure the programme remains aligned to business objectives
- Put strong governance and assurance in place from day one
- Maintain control over scope, cost, and delivery quality
- Give Boards, CEOs, and CFOs confidence that risks are being actively managed
The focus is not just on “getting a system live”, but on ensuring the ERP programme genuinely supports the business model today and where the organisation wants to be in five to ten years.
Typical challenges
Vendor complexity, unclear scope, governance gaps.
Most ERP problems do not start with technology—they start with decision-making.
Common challenges I see include:
- Overwhelming vendor choice
The ERP market is crowded and noisy. Cloud vs on-prem, Tier 1 vs Tier 2, industry-specific solutions, bolt-ons, platforms and roadmaps—all presented through highly polished sales narratives. - Technology-led rather than business-led decisions
Organisations are often pushed towards solutions before they have properly defined their operating model, process maturity or reporting requirements. - Unclear or unstable scope
ERP programmes fail when “must-haves” and “nice-to-haves” are not clearly distinguished or when scope continues to expand without corresponding governance. - Weak programme governance
Decision rights are unclear, escalation paths are missing and there is insufficient independent challenge to delivery partners. - Limited internal ERP experience
Many leadership teams undertake one ERP programme in a decade. Vendors and integrators run dozens. That asymmetry matters. - Insufficient assurance for Boards and investors
Progress reports focus on activity rather than risk, outcomes and value realisation.
These challenges are entirely normal—but they must be actively managed.
HOW I HELP:
I support organisations across the full ERP lifecycle, with particular strength in early-stage decision-making and independent programme assurance.
ERP Selection
I help clients move from vendor marketing to evidence-based decisions by:
- Clarifying business objectives and future operating models
- Translating those objectives into clear functional and non-functional requirements
- Designing pragmatic shortlists based on fit, not fashion
- Supporting RFPs, demos, and structured evaluation
- Stress-testing vendor claims, implementation assumptions, and total cost of ownership
The aim is a decision that the leadership team can defend with confidence.
Business Case Development
ERP programmes often struggle because the business case is vague or overly optimistic. I help create:
- Clear investment rationales linked to business outcomes
- Realistic cost models (software, implementation, internal effort, change)
- Benefits that are measurable and owned
- Transparent assumptions and risk sensitivity
This provides a solid foundation for Board approval and ongoing accountability.
ERP Governance Structures
Strong governance is the single most important factor in ERP success. I help establish:
- Clear programme ownership and decision rights
- Practical steering committee structures
- Defined escalation and change control processes
- Alignment between finance, IT, and operations
- Integration with wider corporate governance and risk frameworks
Governance should enable delivery—not slow it down.
Programme Assurance
As programmes progress, independent assurance becomes critical. I provide:
- Objective assessments of programme health
- Early warning on delivery, scope, or control risks
- Reviews of vendor performance and contractual alignment
- Board-level reporting focused on risk, outcomes, and decisions
This gives leadership early visibility—before problems become crises.
- ERP selection
- Business case development
- Governance structures
Programme assurance
ERP OUTCOMES
Reduced risk, clearer scope, stronger governance.
Clients typically see:
- Better ERP decisions made earlier
- Fewer surprises during delivery
- Stronger alignment between system capability and business needs
- Increased confidence at Board and executive level
- Programmes that feel controlled, not chaotic
Most importantly, ERP becomes a platform for business advantage—not a distraction from it.
If you’re considering an ERP change, already in flight, or simply want an independent view on risk and governance, this service is designed to help you move forward with clarity and confidence.