Challenge
The company lacked a robust, integrated operational platform capable of supporting its rapid global expansion (U.S., Latam, and Europe) and realizing its strategic goal of becoming an asset-light holistic remote work solution provider. The absence of a scaled ERP threatened to undermine efficiency, complicate financial tracking, and impede the management of the full equipment lifecycle from procurement to retention.
Project
Led the 8-month end-to-end ERP project, managing multiple external integrators and cross-functional teams. The scope included strategic system selection (assessing Procurement, OTC, Returns Management, and serialized Inventory modules), contract negotiation (pricing, incentives, and risk mitigation), and full-scale deployment. Key deliverables included defining new segregation of duties, establishing streamlined P2P and OTC processes, and integrating adjacent platforms for e-commerce, payroll, payments, and virtual inventory tracking.
Outcome
Successfully achieved system go-live and transition to a stable Business-as-Usual (BAU) state following a 2-month ramp-up plan. This effort established the foundational operating infrastructure, enabling the organization to scale services globally and efficiently manage resource delivery, logistics, and supply chain capabilities across all entities.
