ABOUT
100% go-live record. 23 ERPs consolidated into one. 7 years in police intelligence before I ever touched an ERP system. This is not a typical project management background. That is the point.
THE RECORD
Every ERP implementation I have been involved with has gone live successfully. The industry failure rate is 55–75%.
That is not luck. It is a method, a refusal to let things drift, and 15 years of walking into complex situations and making them work.
I consolidated 23 ERPs into one for a global company that had grown through acquisition and left every subsidiary running its own system. Finance was pulling their hair out. Field technicians were still on paper and pen. Reports that should have taken minutes took a week. Everyone is on one platform now.
When I left one organisation, they hired three people to replace me. One person could not cover what I had been doing.
I have delivered ERP programmes across oil and gas, maritime, engineering, manufacturing, housing, aviation lighting, wireless infrastructure, and modular construction. Not one sector. Every sector.
I’M LAURA
I have worked across ERP from the ground up. Technical roles, functional roles, programme leadership. That breadth matters. It means I understand how the system works, how the business works, and where the two fall out of alignment.
I am comfortable challenging when something does not stack up. I am comfortable making decisions when others hesitate. And I am comfortable being accountable for outcomes, not just activity.
I do not add theatre. I do not hide behind frameworks. I focus on what moves the programme forward.
WHERE THIS COMES FROM
Before ERP, I spent seven years in police intelligence. Covert surveillance operations. Evidence construction for court. Building timelines and cases that had to hold up under cross-examination.
That training taught me to disprove rather than prove. To look for every reason the obvious answer might be wrong. To read what is actually in front of me, not what someone tells me is there.
I also trained as a teacher. That taught me to set the bar high, break complexity down until it makes sense, and never assume someone understands just because they are nodding.
These are not footnotes in my career. They are the foundation of how I operate. Every client I work with benefits from the fact that I did not start in IT. I started in rooms where clarity under pressure was not optional.
So I built Pivotal around a simple principle: identify the point that matters and act on it.
CREDENTIALS
