Matt Wood — Independent ERP Programme Leader
I help mid-sized organisations deliver ERP implementations that achieve what the business actually set out to achieve — not just a system that goes live. Much of my most demanding work has been recovering programmes that have stalled or gone off course.
I've spent 20 years working client-side on ERP consulting and implementation. I'm a Chartered Management Accountant: I began my career at Ernst & Young in finance transformation, process and internal control design, and in 2019 I completed an MSc in Information Systems Change & Development at the University of Manchester. That combination is deliberate — I understand both the finance an ERP has to deliver and the organisational change an implementation demands.
My specialism is Sage Intacct — particularly complex implementations involving multi-entity structures, multi-currency operations and multi-country rollouts. I've also led programmes on SAP, Microsoft Dynamics 365, NetSuite, Sage 200, Business Central and Access Dimensions across professional services, manufacturing, wholesale & distribution, energy, defence and education.
Credentials: ACMA, CGMA (Chartered Management Accountant) · MSc Information Systems Change & Development, University of Manchester.
Recent work
At Salute Mission Critical, a global data centre services business, I was brought in to recover a stalled EMEA Sage Intacct implementation. Working at pace in a live commercial environment, I delivered the full platform while maintaining existing transaction flows in parallel throughout — five go-lives in 18 months. I then took full ownership of the Intacct integration of three acquired group companies across the UK and Ireland into the US parent group, managing multi-entity consolidation under active acquisition conditions.
At The Compliance Group, I delivered Sage Intacct across eight acquired group companies, including the migration of GL-level historical detail for the prior three financial years, and designed the group reporting and consolidation architecture as part of a wider finance transformation programme.
Much of my recent work has been with private equity-backed and high-growth groups navigating complex M&A — designing and delivering unified ERP architectures and integrating newly acquired businesses into a single financial ecosystem.
Why I work fractionally
I spent years as a full-time interim — embedded with one client at a time, on a day rate, for the length of a programme. It works, but it has a flaw: ERP programmes don't need the same intensity every week, so clients end up paying full-time for work that naturally ebbs and flows.
The fractional model fixes that. I now lead a small number of programmes at once, giving each the senior attention it needs, when it needs it. Clients get experienced leadership without a full-time bill — and I get to spend my time on the part of the job I'm best at: steering programmes, across more of them.
Modern AI tooling is what makes this possible. It does the heavy lifting on reporting, tracking and documentation, so my time goes to judgement, decisions, and the conversations that keep a programme on course.
What makes my approach different
- Independent. I don't sell software, I don't resell implementations, and I take no commission from any vendor. My advice is shaped by your interests and nothing else
- Client-side. I work for you, not the implementation partner. I hold them to their commitments so you don't have to
- Finance-fluent. As a Chartered Management Accountant, I understand what an ERP is ultimately for — accurate reporting, sound controls, and a finance function that can scale. I speak your CFO's language as fluently as your project team's
- ERP-specific. This isn't general project management applied to an ERP. It's 20 years of enterprise systems programmes — the patterns, the pitfalls, and what good looks like
- Built for boards. I translate programme detail into the clear picture executive sponsors need to make decisions and carry confidence
Based in the South West
I'm based on Dartmoor in Devon, and I focus on the South West because regional businesses deserve enterprise-grade programme leadership — without London rates, or London distance. I'm close enough to be in the room when it matters.
