ERP selection and implementation for companies that have outgrown their systems
A finance and operations leader who has owned the business process and led the program, across Oracle, NetSuite, Microsoft Dynamics, and Sage 100.
What I've learned across four ERPs
The software is rarely what makes an ERP program fail. These are the things that do:
Data quality comes first
If the item master, customer records, and product attributes are wrong going in, nothing built on top gets trusted. I've owned item master data for 5,000+ SKUs, and I treat it as the foundation of the program, not admin work.
Costing is a business decision
How you cost inventory and allocate overhead changes margins, pricing, and lender conversations. It needs finance ownership, not just configuration. I led a transition from average to standard costing and built standard costing for imported goods supporting $20M+ in inventory valuation for bank audits.
Integrations are where value leaks
The core modules usually work. The connections to POS, e-commerce, payroll, banks, and warehouse systems are where data goes missing and reconciliation turns manual.
Adoption is the deliverable
A technically successful go-live that the business works around is a failed program. Training, reporting people actually use, and clear ownership after launch matter as much as the build.
What I do
- Requirements and process design with the people who will use the system
- Vendor and partner selection, and contract negotiation
- Chart of accounts, entity, and location structure
- Costing methodology, item master, and data migration planning
- Integration design and reconciliation controls
- Reporting and dashboards on the new data
- Program governance, partner accountability, and go-live readiness
- Systems and cost integration after an acquisition
Where this experience comes from
Finance lead on an Oracle ERP implementation at a consumer products company, owning the products, general ledger, costing, and pricing workstreams. Managed the developers who built a reporting layer sourcing from Oracle, Microsoft Dynamics, and Sage 100 at the same time. Negotiated, implemented, and ran NetSuite as the operating executive of a 30+ location brand. Led IT finance for 30+ acquisitions at Lineage Logistics, including integrating acquired systems, budgets, and costs.
Common questions
When should we move off entry-level accounting software?
Usually when month-end close stretches past two weeks, inventory lives in spreadsheets, you're adding entities or locations, or reporting depends on one person. Waiting longer tends to make the migration harder, not cheaper.
Which ERP do you recommend?
It depends on how you operate, not on a preference of mine. NetSuite fits many growing multi-location companies, but the right answer comes from your requirements, your integrations, and total cost over five years.
Do you resell software or take vendor commissions?
My recommendation is based on your requirements. If a referral arrangement with any vendor ever applies to your project, I'll tell you before you decide.
Can you take over an implementation that's off track?
Yes. I'll assess scope, data quality, and partner performance, then reset the plan around what the business actually needs at go-live.
Tell me what isn't adding up
Send a few lines on your business, your locations, your systems, and what's breaking. I'll tell you honestly whether I can help.