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.
Tareq Ashmawy
Digital Advisor, Department of Government Enablement
Noel is — no cliché — a go-getter with an unprecedented focus on cost optimisation and over-delivering objectives; a mix of qualities that would appear hard for partners or vendors to cope with.
However, I can confirm that my experience with Noel has been challenging, exciting and rewarding.
Adam Boukadida
Chief Financial Officer, Riyadh Air
We had an opportunity to transform the Finance function in Etihad by automating our processes and providing more transparency in financial reporting.
Noel did a splendid job in helping us 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.
Andrew Stotter Brooks
Chief Learning Officer, ADNOC Group
His ability to inspire those around him, whether through his strategic insights or his personal integrity, has earned him the respect and admiration of many.
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.
Andrew MacFarlane
Managing Partner, Cumbrae Partners LLP (former Chief Investment Officer, Etihad Airways)
Noel led the technical delivery of the SAP Finance Transformation project at Etihad.
This was a very substantial undertaking and it is huge credit to Noel that the programme has delivered on time (18 months), on budget and with no major issues.
Ruchira Dasanayake
Program Manager, Fortude, United Kingdom
His deep understanding of SAP solutions, coupled with his strategic vision, has been truly impressive.
Noel's ability to communicate clearly and deliver results that not only meet but exceed expectations has made a lasting impact. He is a true leader who believes in pushing boundaries.
Farouq Al Kabarity
Digital Design Manager, Digital DEWA, Dubai
Noel's guidance drove significant advancements in our digital initiatives, especially in SAP, improving efficiency and ensuring we stayed ahead of industry trends.
His inclusive leadership fostered a collaborative environment where employees thrived and felt empowered to contribute their best.
Mike Papamichael
PRISM Consulting Services, Cyprus (former Chief Information Officer, EAG)
Noel has been a core member of my IT leadership team in Etihad since 2017.
His functional expertise, combined with his financial accounting knowledge and detailed business process understanding and attention to detail gained from working in Internal Audit are invaluable tools that Noel uses to drive business change and deliver amazing results.
Anubhav Agarwal
HR Executive Leader, Translink Canada
Laying the foundation stones for several key IT efforts to support business transformation across the corporate functions, he has helped steer very successful efforts and investments at EY.
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.
Takhliq Hanif
Head of Architecture, Volkswagen Financial Services
Noel has excellent stakeholder management skills and is a very strong communicator. He has a growth mindset and continually challenges himself and his organisation to deliver quicker and more cost-effectively.
Noel is a very talented negotiator and has a laser focus on cost and value. He builds strong business-focused technology organisations and develops them into talented teams.
See the case studies · All recommendations on LinkedIn
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. 
Andrew Stotter Brooks · Chief Learning Officer, ADNOC Group His ability to inspire those around him, whether through his strategic insights or his personal integrity, has earned him the respect and admiration of many.
He is a true leader who believes in pushing boundaries, knowing that potential is limitless when leveraging the right SAP tools and strategies. 
Farouq Al Kabarity · Digital Design Manager, Digital DEWA, Dubai Noel’s guidance drove significant advancements in our digital initiatives, especially in SAP improving efficiency and ensuring we stayed ahead of industry trends.
His inclusive leadership fostered a collaborative environment where employees thrived and felt empowered to contribute their best. 
Mike Papamichael · PRISM Consulting Services, Cyprus, EX Chief Information Officer at EAG Noel has been a core member of my IT leadership team in Etihad since 2017. His functional expertise, combined with his financial /accounting knowledge and detailed business process understanding and attention to detail gained from working in Internal Audit are invaluable tools that Noel uses to drive business change and deliver amazing results. 
Anubhav Agarwal · HR Executive Leader, Translink Canada Laying the foundation stones for several key IT efforts to support business transformation across the corporate functions, he has helped steer very successful efforts/investments at EY.
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! 
Takhliq Hanif · Head of Architecture, Volkswagen Financial Services Noel has excellent stakeholder management skills and is a very strong communicator. He has a growth mindset and continually challenge himself and his organisation to deliver quicker and more cost effectively.
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.
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.
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.
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.
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
You also 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.
Frequently Asked Questions
Choosing your ERP specialization feels overwhelming when you see all the options available.
Everyone has opinions about which module offers the best business efficiency, but honestly, most advice feels outdated.
I have worked across several ERP modules over the years, and I have seen how market demand shifts constantly. What was hot five years ago might not be the best choice today.
I will walk you through the realistic pros and cons of each major ERP module and how it will simplify your business operations.
I NEED HELP ON MY ERP AND AI PROJECT
What experience do you have with ERP implementation across different industries?
I have been working with ERPs for 25 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. Still, 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. So 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. I have used these successfully across different ERP platforms and they really speed up delivery.
Still, 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. So 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.
I also 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?
This confusion makes perfect sense because choosing an ERP feels overwhelming when you start looking. I have seen executives get paralyzed by all the vendor presentations and conflicting advice. So I developed a straightforward process that cuts through the marketing noise.
First, I spend time with your team figuring out what problems you really need to solve. Not what vendors tell you that you need, but what actually keeps you awake at night. Maybe inventory numbers are always wrong, or perhaps financial reporting takes weeks instead of days.
Then I examine your industry requirements and company size. Manufacturing companies need different functionality than retail. A 50-person company has totally different needs than a 5000-person enterprise. These factors eliminate probably half the options immediately.
My evaluation process includes:
- Budget reality check including implementation costs
- Technical requirements and integration needs
- User adoption factors and system complexity
- Vendor stability and long-term support
I typically narrow it down to 2-3 realistic options. Then we do proof of concept sessions where vendors demonstrate your actual workflows, not generic demos.
The right choice usually becomes obvious during these sessions.
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.
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.