Enterprise software, run like an investment.
Design and stand up the structure a complex program needs
Independent read on live programs — and recovery when one is off track
Senior leadership accountable for running the program
Choosing a platform and an integrator is a bounded exercise. Everything expensive happens after it.
10–16 weeks · advisory deliverables
18–36 months · where the budget, the schedule and the business case are actually decided
A scorecard, an SOW and a business case are inputs. None of them survive first contact with three sites, a data conversion and a fixed go‑live date.
Integrator, internal IT, business owners and third parties each run their lane. Failure lives between the lanes, and no one is staffed to sit there.
A resource recommendation names a role. It does not put a senior operator in the chair on Monday who is answerable for the date.
The first two are entry points. The third is the work.
Stand up the tiered governance, cadence, controls and reporting a complex program needs before mobilization — or repair it mid‑flight. Tiered forums, a design authority with real decision rights, a RACI naming people rather than roles, and one integrated plan across SI, internal IT and third parties.
An independent read on a live program against risk, schedule and objectives — schedule integrity, scope drift, readiness, delivery health and whether the business case still closes. When a program is already in trouble: stabilize, re‑baseline with evidence, then run the recovered plan.
Senior program leadership in the chair, accountable for the date, the scope and the business case. Not advice about the program — the running of it. Integration of new acquisitions onto the platform runs under this same layer, applied to an event that repeats.
Program management is a cadence, not a document set. This is the machine we install and then run.
One integrated schedule across SI, internal IT, third parties and the business. We build it, we baseline it, we defend it.
Integration, data conversion, testing and cutover are where programs die. They sit between vendors, so we staff them directly.
Steering committee materials, executive escalation, sponsor reporting. Decisions get made because someone drove them to a decision.
Cutover planning, rehearsal, command center, hypercare and stabilization — through to the point the business is actually running on it.
We do not sell licenses, and we do not sell implementation labor. Our only product is whether the program lands.
The cadence is the control. Everything else is reporting on a program that has already made its decisions.
Data is the most common cause of a slipped cutover and the least likely to have an owner at the point the work needs to start.
Measure what is actually in the source systems — completeness, duplication, orphaned records, field conformance — before anyone commits to a conversion estimate.
Item, customer, vendor and chart of accounts standards agreed across sites and entities. The long pole, and a business decision rather than a technical one.
Named owners per data domain and a burn‑down tracked weekly. An integrator cannot cleanse data it does not understand the meaning of.
Mapping, mock loads, reconciliation and sign‑off criteria — rehearsed on the same cadence as cutover, not attempted once beside it.
Data prep is the schedule risk that surfaces last and costs most.
The system goes live on a date. The business goes live when people can actually do their jobs in it. Those are not the same event, and only one of them sits on the integrator's plan.
Portfolio companies buy businesses running mid‑market systems. Every one of those is a program — and it happens again.
System landscape, data quality and integration debt assessed before close, so the cost sits in the deal model rather than surfacing after it.
Statutory reporting, consolidation and TSA exit clocks. What must be true on day one is a far shorter list than most teams assume.
Bolt‑on or absorb. Interim integrations and a mapped consolidation layer that buys time without quietly becoming permanent.
Migration onto the target platform — the only end state that stops the estate fragmenting one acquisition at a time.
The second one should cost less than the first. That only holds if the same layer runs both — a repeatable motion that travels deal to deal.
The independent has no depth. The large firm has depth you do not get to use. We are built for the middle of that.
Our read on a program can be trusted because we have nothing downstream of it to sell.
We are not a reseller for any platform. Fit is assessed on fit.
We do not bid the build work we help you scope, so scope is not a pipeline.
We hold the SI to the contract because we have no relationship to protect.
Everyone you meet has run a Tier‑1 program end to end. No one is learning on your engagement.
years running ERP programs — and recent AI initiatives
platforms hands‑on: Oracle, SAP, Microsoft, Infor, IFS
plus Six Sigma and TOGAF — finance‑literate program leadership
selection through hypercare and stabilization
CPA and MBA. Decades of ERP program management experience across manufacturing, distribution and services. Ran a multi‑year Oracle ERP implementation for a PE‑owned industrial manufacturer; currently leads a multi‑wave D365 rollout program office at a private equity portfolio company.
Senior ERP program manager with deep delivery experience across sponsor‑backed businesses. Leads program execution engagements alongside the managing partner rather than beneath one, and owns how the firm staffs, measures and repeats its delivery model across engagements.
PMP, Six Sigma and TOGAF certified. Runs the AI program management office at our anchor engagement — use‑case governance, prioritization and delivery tracking alongside the core ERP program. Prior practice‑building at national firms: IT M&A, CIO advisory, and software selections.
No pyramid to feed, no bench of juniors to place, no one billing you while they come up to speed.
We are best suited to a portfolio company with a program about to mobilize, already in flight, or visibly off track — or an acquisition that has to be folded onto the platform.
Email PortcotechFirm operations and the Midwest manufacturing and distribution practice.
Southwest coverage for sponsor and portfolio company engagements across Texas and the surrounding region.