Why ERP projects fail
Rarely because the software could not do it. Usually because of one of these:
- Business design was rushed, so the chart of accounts or master data structure cannot support the reporting anyone actually wanted
- Scope grew silently through unpriced change requests until the timeline lost meaning
- Data was migrated approximately, and nobody trusted the opening balances afterwards
- Training was organised around modules rather than around what each person's day looks like
- The vendor's senior people left after the sale and juniors delivered it
We structure engagements to remove each of those specifically.
Phased, priced and stoppable
Each phase has a deliverable you can inspect and a decision point where you can stop. Discovery is a fixed fee and produces a written scope. Implementation is fixed price per phase. Change requests are scoped and priced before approval rather than absorbed silently.
Migration that reconciles
Masters, opening balances and agreed transactional history are migrated, then reconciled against your existing books before go-live. Where the numbers do not agree, we find out why rather than adjusting to fit. How much history to bring is a scoping decision — deep history adds real effort and often little value.
Training by role, not by module
A weighbridge operator, a site engineer, a store manager and a finance controller need entirely different things. Training is built around each role's actual day, with a reference sheet they will keep.
Go-live support on site
We are physically present through the first full billing cycle, because that is when the questions that matter actually surface.