Go live as intended.
Between contract and go-live sits the real work: configuration choices, data migration, testing, training — and a vendor who'd rather spend hours on change requests. Implementation is where ERP projects lose their budget and their support, or deliver what was promised.
Sound familiar?
- The vendor talks in sprints, your people in work orders.
- Every configuration question ends in 'possible, but that's extra work'.
- Data migration is a chapter in the plan and a blind spot in practice.
- Nobody on your side has both authority and system knowledge.
What we do during implementation
We translate between your company and the vendor: testing configuration choices against how the work really flows, keeping the migration small and verifiable, and reducing change requests to what they should be — an exception, not a revenue model.
Practically: we sit in the steering group and the key configuration sessions, guard scope and sequence, and act as the contact your people trust to understand what the floor means. Not full-time programme management — the hours where it matters.
The starting stock: the model from the selection
If the selection also ran through us, the implementation doesn't start from zero. The classified process landscape is exactly the material we start with: the AS-IS capture per key user, two improvement directions per process (low-hanging fruit and a more radical, future-facing one), and from that a scoped MVP with cost estimate and project plan.
One model, reused, not built twice. Selection came from elsewhere? Then we build that layer anyway, but compactly: one to two weeks to pin down what the scope is really about.
The delivery bar: done is done
Live is not 'the system is switched on'. Live is: the floor works in it, the old spreadsheets are closed, the first month-end closes correctly. That's the bar we steer on, and the bar the vendor is held to.
On request. Fixed days per month or per phase; proposal on a single A4 within a week.
Frequently asked questions about implementation guidance
Do you replace the vendor's project manager?
No — they remain necessary. We're on your side: same meetings, different loyalty.
Can you step into a running project that's struggling?
Yes. Unsticking a stalled implementation starts with an honest photo of where it stands; we take that in one to two weeks.
How much of our own people's time does this cost?
The implementation itself costs your people time regardless — there's no way around that. Our role makes those hours more effective: fewer repeated discussions, less rework, faster decisions.
Which process is in your way?
Describe it in a few lines. Within one working day you'll hear whether it fits in 48 hours — and if so, the clock starts.
Send in your process