DIRECT.
DECISIVE.
DONE.
ERP transformations are business programmes, not IT exercises. They affect people, commercial outcomes, and credibility at board level. They need leadership that is clear, commercially aware, and willing to make the call.
That is what I bring.
ERP PROGRAMME LEADERSHIP
I step into complex ERP environments and provide senior-level direction. That means clear ownership, strong governance, honest conversations, a focus on delivery, and no unnecessary theatre.
I have led multi-million-pound programmes from early design through to go-live across oil and gas, maritime, engineering, manufacturing, and housing. I hold directors to account. I challenge implementation partners when they over-promise. I make sure the programme stays focused on what matters, not what is loudest.
When I left one organisation, they hired three people to cover what I had been doing alone.
This is for you if:
- You need someone who will own the outcome, not just manage the plan
- Your programme needs a senior hand on the tiller
- Governance has become performative rather than functional
- The implementation partner is running the show and nobody on your side is pushing back
ERP RECOVERY & RESET
If momentum has slowed, confidence has dipped, or the programme has lost its shape, I assess quickly, identify what is actually causing friction, and reset direction.
Not with more meetings. With better decisions.
The industry failure rate for ERP implementations is 55–75%. Every single one I have been involved with has gone live and gone well. Several of those were recovery situations.
This is for you if:
- Your programme has stalled and you cannot work out why
- The implementation partner is blaming your team, your team is blaming the partner, and nothing is moving
- You have had a go-live failure or a half-finished implementation gathering dust
- You need someone to come in, assess honestly, and get things moving again
STRATEGIC ADVISORY
Sometimes you do not need a full programme leader or a recovery intervention. You just need clarity before the next move.
I provide experienced, independent perspective for senior stakeholders who are about to make a significant decision about technology, transformation, or programme direction. Whether you are evaluating ERP vendors, deciding whether to continue or kill a programme, or trying to understand why things are not working, I give you an honest, informed view so you can decide with confidence.
I have sat across from boards, challenged CFOs, and told CEOs things they did not want to hear. I do it respectfully. But I do it.
This is for you if:
- You are about to commit significant budget to an ERP programme and want an independent view before you sign
- You suspect your current programme is off track but cannot get a straight answer internally
- You need someone who has been through this before to pressure-test your assumptions
- Your board needs a briefing from someone who can translate technical complexity into commercial reality
HOW WE CAN WORK TOGETHER
DAY RATE:
For defined pieces of work, assessments, or short-term interventions. Ideal if you need a specific problem diagnosed or a programme health check.
MONTHLY PARTNERSHIP:
For ongoing programme leadership or embedded support. A retained arrangement that gives you consistent access and continuity without the overhead of a permanent hire.
DISCOVERY SPRINT:
A focused engagement, typically 2–4 weeks, to assess your current state, identify the real issues, and deliver a clear set of recommendations. Useful before committing to a larger programme of work.
Pricing is discussed in the initial conversation. It depends on scope, complexity, and duration. I do not publish rates because every engagement is different; I am straightforward about costs from the first call.
