Business systems & ERP consulting

Your software should reflect the business. Not force the business to work around it.

I help organizations clarify what their core systems need to do, connect the gaps between applications, and implement operating controls the team can sustain.

Discuss your systems See the implementation path

ERP evaluationfit before commitment

Systems mappingworkflows across applications

Requirements + controlsusable and testable design

Integration + automationclose the operating gaps

The common failure

Business systems go wrong when the implementation starts with the platform.

The durable starting point is the operating model: what the business must accomplish, who owns each decision, which controls matter, and what information has to remain trustworthy.

Requirements arrive too late.

Software is selected before workflows, exceptions, reporting, integrations, controls, and ownership are understood well enough to judge fit.

There are several sources of truth.

Sales, operations, inventory, finance, and leadership each maintain a different version because no system owns the whole flow.

Workarounds become permanent.

Spreadsheets and manual steps solve the immediate issue but quietly weaken controls, data quality, and confidence in the platform.

Nobody owns the whole system.

Vendors own applications, departments own tasks, and IT owns access—but the cross-functional operating outcome belongs to no one.

Implementation path

Move from operating need to stable ownership.

I work across the lifecycle so decisions made during discovery remain visible in configuration, testing, rollout, reporting, and the way the system is run afterward.

DiscoverWorkflows · owners · controls · friction

DesignRequirements · data · roles · exceptions

ImplementConfiguration · integration · testing · training

StabilizeReconciliation · support · governance · improvement

Operator-led systems work

I translate between the team doing the work and the technology carrying it.

My experience includes ERP implementation and evaluation across sales, inventory, manufacturing, compliance, and finance—plus the data, infrastructure, vendors, controls, and frontline adoption surrounding those applications.

Cross-functionalRequirements and configurations grounded in finance, operations, sales, inventory, production, and control needs.

Connected dataAPIs and shared data foundations used to reconcile applications and produce usable operating visibility.

Full lifecycleEvaluation, requirements, configuration, controls, testing, documentation, training, and ongoing ownership.

How I help

Make the system accountable to the operation.

Clarify

Readiness & systems audit

Map the current environment, operating pain, ownership, data, controls, vendor dependencies, and implementation risk.

Define

Requirements & process design

Turn real workflows, exceptions, roles, controls, and reporting needs into clear, testable requirements.

Connect

Data mapping & integration

Define systems of record, master data, transaction flows, interfaces, and automation between applications.

Prove

Controls & testing

Build practical acceptance criteria, reconciliation, role design, exception handling, and evidence that the system works.

See

Reporting & reconciliation

Create reliable operating and leadership visibility without rebuilding the answer by hand every reporting cycle.

Own

Vendor transition & governance

Clarify accountability, documentation, support, change control, and the internal capability required after go-live.

Common engagements

Useful before selection, during implementation, or when a live system is not delivering.

ERP readinessImplementation recoveryApplication integrationReporting redesignProcess controlsSystems ownership

Start with the mismatch

Where is the business working around the system?

Describe the stalled project, fragmented workflow, unreliable report, manual handoff, or application decision you need to get under control.