Service · Delivery
Overview
We run implementations as a joint team: your process owners make the business decisions, our consultants and engineers make the system do what was decided. Every phase has an exit criterion, and nothing moves forward on optimism.
01The problem
Without a signed-off design and visible change control, each workshop adds features and the go-live date quietly slips.
Data is treated as a weekend task before cutover. It is discovered to be inconsistent, incomplete and full of duplicates two weeks before go-live.
Users attend a generic training a week before launch and then face screens and scenarios they have never seen with their own data.
The team that built the system leaves on go-live day, and the first month-end becomes a crisis.
02Our approach
Our method front-loads the decisions that are expensive to reverse: chart of accounts, costing method, warehouse and route design, product structure, approval rules. These are made in design workshops with the people who will live with them, documented, and signed off before build starts.
Build happens in short cycles. Every two weeks we demonstrate working functionality on your own data, so misunderstandings surface while they are cheap to fix. Data migration runs as a parallel workstream from week one, with scripted loads and at least two full mock migrations reconciled against the old system.
Users write the acceptance test scenarios, because they know which edge cases actually happen. Training is delivered per role, on the transactions each person performs, in a test environment that mirrors production. Cutover follows a rehearsed runbook with a formal go/no-go decision, and our team stays for hypercare through the first period close.
03Capabilities
Process workshops, fit-gap analysis and a signed solution design document.
Modules, workflows, approval rules, security roles, document templates and reports.
Upgrade-safe custom modules where configuration genuinely cannot meet the requirement.
Extraction, cleansing, transformation, scripted loads and reconciliation sign-off.
Commerce, CRM, banking, carriers and other systems connected with monitoring and retries.
Role-based training, cutover management and close support through the first month-end.
04Technical considerations
Separate development, staging and production environments, with configuration and code promoted through version control rather than changed directly in production.
Roles designed around jobs, not individuals; segregation of duties between purchasing, receiving and payment; access reviewed before go-live.
Load-testing of critical flows — order import, MRP runs, invoice batches — with realistic data volumes before cutover.
Transaction freeze windows, final extracts, opening balance loads and parallel checks scheduled hour by hour in a runbook.
05Process
Workshops per department, data profiling and fit-gap analysis.
Solution design document covering configuration, extensions, integrations and migration — signed before build.
Iterative configuration and development with fortnightly demos on your data.
Mock migrations, integration testing and user acceptance testing on real scenarios.
Role-based training, rehearsed cutover and a formal go/no-go decision.
Daily support for the first weeks and through the first period close, then handover to ongoing support.
06Outcomes
Sales, stock, production and finance work from the same records instead of reconciling exports.
Invoices, bills and stock valuation post automatically, so finance spends time reviewing rather than assembling.
Orders flow from quote to delivery to invoice without being re-keyed by each department.
Users trained on their own work adopt the system instead of building new spreadsheets around it.
Where it applies
Related services
Insights
A practical ERP implementation guide from people who run them: phases, roles, decisions that are hard to reverse, data migration, testing, training and the first month after go-live.
Who you need on an ERP implementation team: sponsor, project lead, key users, data owner, consultants and developers, with realistic time commitments.
A realistic ERP implementation timeline for small and mid-sized businesses, phase by phase, with the factors that stretch or shorten each stage.
FAQ
For a small or mid-sized business, a first phase usually takes three to nine months. The range depends on scope, number of sites and integrations, data quality and how much time your team can commit. We commit to a range after discovery, with assumptions written down.
An executive sponsor, a project owner who can make decisions, and key users from each department who can spend meaningful time in workshops, testing and training. Projects without internal time allocated almost always slip.
Usually. A first phase covering the core transactional flow — sales, purchasing, inventory, accounting — goes live and stabilises before manufacturing, service or advanced planning is added.
Our implementation practice is built on Odoo, and we build custom ERP systems where standard products fit poorly. For other platforms we provide selection, integration and migration support.
Consultation
Tell us where you are in the process. We will give you a realistic view of scope, timeline and risk.