Four ways to hire us.

01 · The Front Door

Implementation Health Check

A structured 2–3 week independent review for companies who suspect their D365 program is drifting — but need a written, defensible picture before they escalate.

What we look at

Ten disciplines, every one gated by the same question: could this actually run on go-live day?

• Scope & contract vs. delivered work
• Testing plan and UAT design
• Data migration governance
• Cutover plan, ownership, and go / no-go authority
• Integration inventory (banking, tax, EDI, sub-ledgers)
• Security and segregation of duties
• Master data cleanup and readiness
• Reporting and financial close
• Business process changes and adoption
• Program governance and steering-committee cadence

What you get

• Written report with a red / yellow / green scorecard across the ten disciplines
• Prioritized risk register with owners and recommended next actions
• Specific recommendations you can hand to your partner or execute yourself
• Executive readout — a 60-minute working session with your steering committee
• A short, honest opinion on whether ongoing advisory would help

02 · The Long Play

Fractional ERP Owner's Rep

We sit on the client side of the table every week from now through go-live. Your independent voice in the steering committee, at the change-order review, and at the cutover go / no-go.

What we own

• Attendance at named meetings — steering committee, partner status, cutover war room
• Review authority on named artifacts — SOWs, change orders, UAT plans, migration plans, cutover runbooks
• Data migration governance and reconciliation sign-off
• UAT design and independent test-coverage review
• Cutover authority — go / no-go with the CFO and program sponsor
• Monthly executive briefings written in plain English

How it works

A fixed weekly commitment (typically 8 – 20 hours). Named meetings, named artifacts, named deliverables. Not "as-needed" — that pattern fails. Predictable, embedded, on your side.

03 · The Rescue

Implementation Rescue & Leadership Takeover

For programs already in trouble. Missed dates. Failed UAT. Partner disputes. A go / no-go coming up with too many unknowns. We come in, triage the program, and take implementation leadership — driving direction and activities through post go-live support.

Two ways it goes

• Full takeover. We assume implementation leadership from the partner and drive the program end-to-end. All hands-on work runs through us, with the partner in a defined technical or advisory role, or fully off the engagement.
• Direct-and-augment. The partner stays, but we hold the wheel. We direct their consultants and any other contractors, set the plan, own the milestones, and make the go / no-go calls with your executive team.

How it goes

• Days 1 – 5: Rapid triage. On-site or remote. Every open issue captured into a single matrix — category, owner, effort, priority, likely cause, next action.
• Weeks 2 – 4: Written stabilization plan and revised timeline the CFO can sign. What must be true to hit the next milestone. What can move. What must be re-scoped. Leadership model (takeover or direct-and-augment) set in writing.
• Through go-live: We lead execution. Weekly steering-committee cadence, decision logs, risk register, and a real cutover plan with named owners and go / no-go authority.
• Post go-live: We stay through hypercare and stabilization, then hand a running program back to your team with the documentation and playbooks to keep it running.

What you get

• Issue matrix with clear owners and next actions — no "TBD"
• Stabilization plan with revised timeline the CFO can sign
• Executive-level risk communication your board will actually read
• A single implementation leader accountable for the outcome
• Working relationship with the partner (or the honest recommendation that they need to be replaced)
• Documented program handoff at the end of hypercare

04 · Before You Sign

Partner & Software Selection Advisory

The highest-leverage moment in an ERP program is the one before you've signed anything. We run the selection so you get a defensible decision and terms that keep leverage on your side.

What we run

• Requirements distillation — what actually matters vs. what looks good in an RFP
• RFP design and partner shortlisting
• Reference checks — the ones the partner won't volunteer
• Demo design and scoring — scenarios based on your business, not the vendor's canned script
• SOW and MSA review — deliverables, acceptance criteria, change-control, IP, exit rights
• Contract negotiation support — pricing structure, hold-backs, key personnel commitments

Why it matters

Every dollar spent here saves five in the implementation and fifty in a rescue. Most mid-market companies buy ERP once a decade — the partner does it every week. We even the room.