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FOR EVERY BUSINESS LEADER WHO’S BEEN SOLD “THE PERFECT SYSTEM”…
What if the real problem that you face today, isn’t the software, it’s the data and process you built it on?
ERP and AI projects fail because no one checked if the data, processes, and decisions behind them were ready to hold the weight. Before you sign another contract, select a new system or start another “transformation,” get the truth about your systems. I help you see what’s working, what’s broken, and what’s quietly costing you profit, long before it turns into another rescue project.
Noel did a splendid job in helping us to define and implement our road-map, which included SAP, our ERP as well as other reporting solutions, using Microsoft and automation tools like Robotics and Process Automation.
He’s not only a role model in the professional space but also someone who leads with empathy, always willing to lend an ear or offer guidance when needed.
He is a true leader who believes in pushing boundaries, knowing that potential is limitless when leveraging the right SAP tools and strategies.
His inclusive leadership fostered a collaborative environment where employees thrived and felt empowered to contribute their best.
His attention to detail and ex-audit background is an unusual, yet refreshingly formidable combination. With his razor sharp commercial acumen, he is a great partner to work with all round!
Noel is a very talented negotiator and has a laser focus on cost and value. He builds strong business focused technology organisations and capabilities and develop them into talented teams.
When ERP Projects Go Wrong, I’m the Person Companies Call to Fix Them
I work with companies that spent time and money on new systems but still can’t trust their numbers. Reports don’t match, dashboards look fine but feel off, and every meeting starts with “the data isn’t ready yet.”
Most of the time, it’s not the software that failed, it’s what went into it.
That’s where I come in.
I help you:
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Assess your systems to see what’s working, what’s not, and what’s quietly costing you money.
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Select the right ERP or AI platform that actually fits your business instead of forcing your team to fit the tool.
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Audit your data to find the gaps, bad inputs, and missing links that keep your numbers from lining up.
If your ERP doesn’t match your financials, or if your AI insights don’t reflect what’s really happening in your business, I help you find the truth — before it turns into another expensive project to fix.
"I safeguard your investment from the predictable mistakes that turn ERP projects into business disasters."
Let’s Talk Before You Start Your Next Project
Before any proposal, there’s always a conversation worth having.
This is where we uncover what’s really going on inside your systems, before it turns expensive.
1. Find What’s Not Working for You
We look at your ERP, data, or AI setup to spot where things have gone off track. No technical talk, just what’s causing the problem.
2. Understand Why It’s Happening
We connect the dots between your numbers, reports, and systems so you can see why the results don’t match what you expect.
3. Plan the Next Step Together
You’ll know what to focus on next, whether that’s a data check, a system review, or a quick fix. You will get a clear plan.
Let’s Start With Your Situation
Every project begins with understanding what’s really happening inside your systems, not assumptions. Tell me a bit about your company and where things aren’t adding up. I’ll review what you share before our call so our discussion goes straight to the point.
What can you expect from working with me.
You get someone who actually stays involved throughout your entire project.
Most consulting firms sell you the senior partner, then you never see them again after the contract is signed.
I stay engaged because honestly, my reputation depends on your success.
Here’s what working with me looks like:
- Direct involvement – I work with your leadership team personally, not junior consultants learning on your dime
- Business focus first – We start with what you need to achieve, then figure out how technology gets you there
- Honest advice – If your current system just needs adjustments instead of replacement, I will tell you that upfront
- Real accessibility – You have my cell phone number when problems come up
Furthermore, you get someone who has watched these projects fail in predictable ways over the years.
I help you avoid common mistakes before they happen rather than fixing them after the damage is done.
What experience do you have with ERP implementation across different industries?
I have been working with ERPs for 24 years now. Started in manufacturing, then moved into finance, retail, defense work, and public sector projects. SAP is really where I spend most of my time these days.
I have guided a lot of implementations over the years using the best SAP documentation tools I can get my hands on. Oracle, IFS, and Microsoft Dynamics come up too, depending on what the client already has.
- Manufacturing companies call me when things go wrong with production planning. You know how it is. Inventory gets stuck in the wrong warehouse for months. Quality issues make it all the way to customers before anyone notices. I help their teams figure out what actually happened and guide them toward ERP decisions that actually work.
- Finance clients want real ROI, not just reports that look impressive in meetings. I work with them to make sure their implementations streamline actual processes. Getting both efficiency and business value requires someone watching the whole thing carefully.
- Retail is interesting because supply chain problems cost them money immediately. They cannot see inventory across locations. Stockouts happen constantly. I help executives understand how to use their ERP data for purchasing decisions that make sense.
The approach changes based on company size. Small businesses need quick wins that pay back fast. Large companies need someone to keep huge projects focused on results that matter.
Same story everywhere though. Companies buy ERP to solve problems and make money. Teams get lost in technical stuff and forget why they started.
How do you help us have a smooth ERP implementation without disrupting our ongoing business operations?
This question comes up in pretty much every first meeting I have. Everyone wants to completely change their systems but somehow keep everything running exactly like before. Honestly, it sounds crazy when you first think about it, but I have figured out how to make it work over the years.
- I always start by talking to the people who actually do the work every day. Not the IT team necessarily, but the folks in operations who know what really happens. We sit down and figure out which stuff absolutely has to keep running and what we can maybe mess with for a while.
- I learned the hard way that phased rollouts work way better than trying to change everything at once. Perhaps we start with just the accounting system in one office. Get that working properly first. Then move on to inventory or whatever comes next.
- Running both systems at the same time during transitions has probably saved my reputation more times than I want to admit. Your old system keeps working while we test the new one. Costs more money but beats having your business shut down for weeks.
- I keep everyone in the loop about what is happening and when. People hate surprises with their daily routines.
- Training starts way before we actually switch over. Multiple sessions work better than cramming everything into one week.
Something always goes a little sideways. Good planning just makes sure it stays small.
What ERP implementation methodologies do you follow to achieve successful outcomes?
Each ERP platform really has different quirks, so the methodology should probably match what works best for that particular system. However, the core principles stay pretty much the same across all platforms.
- For SAP projects, I always follow SAP Activate because it simply works. I have tried other approaches over the years, but honestly, I keep coming back to this one. Perhaps it just fits how SAP actually operates in real business environments.
- When I work on Oracle projects, I typically use Oracle Unified Method or OUM. It has similar phases but Oracle has its own way of doing things.
- Microsoft Dynamics projects usually follow Sure Step methodology, although Microsoft keeps updating their approach. IFS has their own implementation framework too, which works well for their manufacturing focus.
Most of these methodologies have similar phases that business people can actually understand. Discover, Prepare, Explore, Realize, Deploy, and Run. Nevertheless, the Explore phase is where I spend most of my time because we build working prototypes and show people exactly what they will get.
What I really appreciate about modern methodologies is the agile approach built into them. Instead of writing those massive requirements documents that nobody ever reads, we do short sprints every couple of weeks. Therefore, people see real progress and can give feedback before we head in the wrong direction.
These methodologies come with templates and accelerators that save considerable time. Furthermore, I have used these successfully across different ERP platforms and they really speed up delivery.
Nevertheless, I always adjust the approach based on company size and complexity. Small businesses do not need every single step, while large enterprises usually want more documentation and approval gates.
What's the difference between you and other ERP service providers?
Most ERP service providers want to sell you software and then disappear. I focus on making sure your project actually delivers what you paid for. Perhaps that sounds obvious, but you would be surprised how many consultants just follow their standard playbook and hope for the best.
The biggest differences come down to how I actually work with clients:
- Direct involvement: I work directly with your leadership team instead of handing you off to junior consultants. When you hire big firms, you meet the senior partner during sales, then never see them again.
- No sales pressure: I do not have quotas to hit or additional services to sell. Therefore, I can tell you the truth even when it might cost me money. If your current system just needs tweaks instead of complete replacement, I will tell you that upfront.
- Business focus: My approach focuses heavily on outcomes rather than technical features. I have seen too many projects that implemented every bell and whistle but failed to solve the original business problem.
- Industry experience: I bring specific experience from working with companies your size in your industry. Big consulting firms often assign whoever is available, regardless of whether they understand your challenges.
Most service providers also work on dozens of projects simultaneously. I deliberately limit my client load so I can give proper attention to each implementation. Your project gets the focus it deserves instead of being just another number on someone’s utilization report.
Furthermore, I stay involved throughout the entire project because my reputation depends on your success. Most vendors deliver what you ask for and leave. Partners help you figure out what you actually need and stick around to make sure it works.
The decision usually comes down to whether you want a vendor or a partner.
I'm confused which ERP I should take? What is your process of selecting an ERP solution?
Do you also help with license and contract negotiations with the ERP vendor?
Yes, I definitely do this and honestly, it might be one of the most important things I help with. I have watched companies lose incredible amounts of money because they walked into negotiations completely unprepared. Vendors absolutely love when customers show up without understanding how licensing actually works.
Most people assume licensing is straightforward, but it gets messy really fast. SAP has named users, concurrent users, and different types depending on what you access. Oracle counts processor cores with weird multipliers. Microsoft keeps changing their Dynamics pricing structure every couple years it seems.
I help clients figure out what they actually need before we talk to vendors. Sales reps love convincing people they might need extra capacity someday, so they buy way more licenses than necessary.
During negotiations, I focus on:
- Fair pricing based on actual usage
- Long-term maintenance costs
- Reasonable implementation timeline penalties
- Rights to customize and access your data
Vendors respect when someone understands their pricing models. They offer better deals when they realize you know what you are doing.
