How I Deliver ERP Programmes
Every engagement runs on three principles:
- Business-first — the programme serves your objectives, not the software's defaults
- Vendor-neutral — independent of every system and every implementation partner
- Client-side — I work for you, and hold everyone else to account
That last one matters most. Implementation partners handle the configuration — but clients need an independent advocate on their side to manage data cleansing, drive vendor accountability, protect UAT windows, and lead internal change management. That is what this methodology delivers.
Within that, I work in five clear stages. You don't have to start at the beginning — around half of my clients bring me in once their ERP is already selected or underway. Some bring me in specifically to recover a programme that has stalled. I join wherever it is and work from there.
My specialism is Sage Intacct, with particular depth in multi-entity, multi-currency and multi-country implementations — though the methodology below applies across all the platforms I work with.
1. Shape
Before anything is built, we get clear on what success means.
I work with your leadership team to define the business case, the scope, the budget and the measures of success. If you haven't yet chosen a system, this is where vendor-neutral selection happens — requirements, a realistic shortlist, demonstrations and contract negotiation. If you have, we pressure-test that the choice and scope still fit the outcome you want.
You get: a defined business case, an agreed scope, and — where needed — the right system and implementation partner on sensible contract terms.
2. Mobilise
A programme that starts well is far more likely to finish well.
I put the foundations in place: a realistic, properly sequenced plan; a governance structure with clear roles and decision rights; the internal project team identified and briefed; and the implementation partner's commitments locked down before work begins.
For programmes joining mid-flight or in recovery, Mobilise means something different: a rapid diagnostic of where things actually stand, a reset of the plan and governance, and a clear-eyed conversation with all parties about what a credible route to completion looks like.
You get: a baselined plan, a working governance structure, and a programme set up to be managed — not just hoped for.
3. Deliver
This is the core of the engagement — and where experienced leadership earns its place.
I manage the programme day to day: holding the implementation partner to scope and timeline, steering design decisions toward your business, and managing risks before they become crises. In practice that means owning data cleansing, driving vendor accountability, protecting UAT windows from scope pressure, and leading the internal change management your team needs to land the new system confidently.
For Sage Intacct programmes, this phase includes close oversight of entity structure, chart of accounts design, multi-currency configuration, intercompany transactions and consolidation — the areas where complexity accumulates and where getting it wrong is expensive to undo.
Your board and sponsors get clear, honest reporting throughout.
You get: a programme that stays on course, problems surfaced early, and leadership that never has to ask "what's actually going on?"
4. Go-Live
Going live is a milestone, not a finish line — and it's the moment readiness gets tested.
I lead cutover planning, confirm the business is genuinely ready, coordinate the transition, and stay close through early-life support so issues are resolved quickly while everyone finds their feet.
You get: a controlled go-live and a supported first few weeks — not a leap and a hope.
5. Realise
A system that's live isn't the same as benefits delivered.
I help you track the outcomes set out in the business case, embed the new ways of working, and hand over cleanly to your team — so the investment keeps paying back after I've stepped away.
You get: benefits tracked against the case, and an organisation that owns its new system with confidence.
How I work
I run programmes on a modern, AI-supported PMO. Reporting, planning, risk logs and stakeholder updates are produced faster and to a higher standard than traditional methods allow — which means more of my time goes to judgement and decisions, and your programme gets senior attention without a full-time cost.
Engagement is fractional and sized to each stage: more intensive through Shape, Deliver and Go-Live, lighter through the steadier phases. You pay for the leadership your programme needs, when it needs it.
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