Four ways we represent your business through an ERP implementation or major upgrade.
We review every Statement of Work, change order, and project plan against the realities of your business — flagging what's missing, ambiguous, or risky before you sign.
Structured working sessions with your users and project owners to map how your business actually runs — the workflows your VAR will never see in a demo.
Deep, honest guidance grounded in years of hands-on platform work across the Microsoft Dynamics family, Sage, Navision, and Great Plains.
When the engagement calls for it, we run project management on your behalf — keeping cadence, owning the risk register, and translating between vendor and business.
The same disciplined arc on every project — adapted to your platform, vendor, and timeline.
Working sessions with your users and project owners to map how the business actually runs.
Line-by-line read of every Statement of Work, change order, and project plan against that ground truth.
We sit at the table during vendor meetings, raising gaps, risks, and missing scope on your behalf.
Through go-live and stabilization, we validate that what was promised matches what was delivered.
The specific tasks we take on across the lifecycle of an ERP project.
Vendor manuals describe the software. They don't describe your business running on it. Once the system is live, we build the documentation and training your team will actually use — written around your processes, your terminology, and the day-to-day decisions your users have to make.
The goal is simple: leave your team self-sufficient, with a knowledge base that survives turnover and a training program new hires can step into on day one.
We have meaningful exposure to Oracle and SAP and can provide strong project management advocacy on engagements that head in that direction. We won't claim depth we don't have — the internal mechanics of SAP and Oracle quotes sit outside our hands-on expertise, and we'll tell you that openly.