Requirements arrive too late.
Software is selected before workflows, exceptions, reporting, integrations, controls, and ownership are understood well enough to judge fit.
Business systems & ERP consulting
Your software should reflect the business. Not force the business to work around it.
I help organizations clarify what their core systems need to do, connect the gaps between applications, and implement operating controls the team can sustain.
ERP evaluationfit before commitment
Systems mappingworkflows across applications
Requirements + controlsusable and testable design
Integration + automationclose the operating gaps
The common failure
Business systems go wrong when the implementation starts with the platform.
The durable starting point is the operating model: what the business must accomplish, who owns each decision, which controls matter, and what information has to remain trustworthy.
There are several sources of truth.
Sales, operations, inventory, finance, and leadership each maintain a different version because no system owns the whole flow.
Workarounds become permanent.
Spreadsheets and manual steps solve the immediate issue but quietly weaken controls, data quality, and confidence in the platform.
Nobody owns the whole system.
Vendors own applications, departments own tasks, and IT owns access—but the cross-functional operating outcome belongs to no one.
Implementation path
Move from operating need to stable ownership.
I work across the lifecycle so decisions made during discovery remain visible in configuration, testing, rollout, reporting, and the way the system is run afterward.
DiscoverWorkflows · owners · controls · friction
DesignRequirements · data · roles · exceptions
ImplementConfiguration · integration · testing · training
StabilizeReconciliation · support · governance · improvement
Operator-led systems work
I translate between the team doing the work and the technology carrying it.
My experience includes ERP implementation and evaluation across sales, inventory, manufacturing, compliance, and finance—plus the data, infrastructure, vendors, controls, and frontline adoption surrounding those applications.
Portfolio governance
A platform should earn its place in the business.
I partnered with finance and accounting to reconcile outgoing payments against the actual service portfolio, then built the master register, renewal queue, ownership model, invoice reconciliation, seat reviews, cancellation controls, and vendor review cadence.
Reduced through platform rationalization, workflow consolidation, contract negotiation, license right-sizing, and standardization.
Two expense-management services eliminated after replacing their work with a controlled reimbursement workflow.
Selection, contract review, implementation, licensing, service performance, ownership, transition, and responsible retirement.
How I help
Make the system accountable to the operation.
Readiness & systems audit
Map the current environment, operating pain, ownership, data, controls, vendor dependencies, and implementation risk.
Requirements & process design
Turn real workflows, exceptions, roles, controls, and reporting needs into clear, testable requirements.
Data mapping & integration
Define systems of record, master data, transaction flows, interfaces, and automation between applications.
Controls & testing
Build practical acceptance criteria, reconciliation, role design, exception handling, and evidence that the system works.
Reporting & reconciliation
Create reliable operating and leadership visibility without rebuilding the answer by hand every reporting cycle.
Vendor transition & governance
Clarify accountability, documentation, support, change control, and the internal capability required after go-live.
Common engagements
Useful before selection, during implementation, or when a live system is not delivering.
Questions before we start
Make every platform earn its place in the business.
The right starting point may be an ERP decision, a portfolio audit, an integration gap, or unclear ownership across existing applications.
What does a business systems consultant do?
I help organizations decide how ERP, finance, sales, inventory, production, workforce, reporting, and collaboration systems should fit together. The work can include requirements, system-of-record design, implementation, integration, controls, vendor governance, adoption, and operating ownership.
Can you help rescue an ERP or software implementation?
Yes. I assess the operating requirements, configuration, data, integrations, controls, ownership, vendor commitments, and user workflow to separate implementation problems from process and governance problems. The outcome is a prioritized recovery plan and hands-on execution where needed.
How do you reduce SaaS and technology costs without harming operations?
I reconcile payments to active services, document ownership and business purpose, review seats and contracts, identify duplication, test replacement workflows, and negotiate based on actual operating scope. Cost reduction is paired with continuity, security, data, and support considerations.
Do you provide fractional business systems leadership?
Yes. I can provide ongoing ownership of the application portfolio, roadmap, vendors, integrations, access, data, documentation, and cross-functional priorities for organizations that need experienced systems leadership without a full internal department.
Start with the mismatch
Where is the business working around the system?
Describe the stalled project, fragmented workflow, unreliable report, manual handoff, or application decision you need to get under control.