Client industry: IoT Technology manufacturer
Initiative: Technology Implementation
Challenge
The client was facing critical uncertainty regarding the readiness of its new ERP deployment. The leadership team had concerns about the prior due diligence, the completeness of business requirements, and the overall likelihood of a successful go-live, posing a major risk to core Order Management and production continuity.
Project
Phase 1 (4-Week Assessment): Conducted a rapid, comprehensive review of the existing project plan and documented business requirements. Identified significant deficiencies, particularly within the Order Management and Production systems of the new ERP.
Phase 2 (1-Year Remediation): Led a full-scale project to mitigate identified risks, which included re-engineering Order Management processes, overhauling production systems integrations, and implementing a complete organizational restructure to align with the new platform. This restructure encompassed teams across Inside Sales/Order Management, Manufacturing/Production, Finance Operations, and Engineering.
Outcome
Successfully achieved go-live of the new ERP system. The project delivered a fully integrated and functioning platform, supported by a newly aligned organizational structure. Crucially, a new Performance Management organization was established to provide the Board of Directors (BOD) continuous, transparent visibility into financial and operational performance post-implementation.
