Process and requirements mapping
Turn current work into a usable map that shows who owns each decision and where exceptions change the process.
ERP migration operations
Fractional Operations Manager for ERP migrations that have to land.
ERP migration plans usually describe the software. They rarely show how daily work keeps moving while the data changes and the vendor waits on decisions from people who still have a business to run.
I step in as a Fractional Operations Manager and hold the work between the implementation plan and the operating day.
23+ years
building and operating technology systems
14 years
building and operating an ERP SaaS platform
about 80 clients
served by the bootstrapped platform
The fit
The software has an implementation plan. The business still needs an operating plan.
The best fit is a team that has selected its ERP or already begun implementation, while the internal work keeps waiting for someone to own the next decision.
Your business owners keep approval authority while I own the coordination and follow-through across the migration.
Process decisions keep waiting for a clear owner.
Source data still needs cleanup rules the business understands.
Vendor tasks and internal work live in different plans.
Cutover has a date but no rehearsal or fallback owner.
Migration operations
I keep the migration moving when the work crosses teams.
The role is hands-on. I keep decisions moving and surface risk early, with enough documentation that the next handoff does not depend on memory.
Data migration and validation
Set cleanup and reconciliation rules before data moves, then prove the result against the source instead of trusting a green import screen.
Vendor and team coordination
Keep the implementation partner and internal team working from the same current plan, with dependencies visible before they become delays.
Cutover rehearsal
Walk through the actual operating day before launch so missed access or timing issues surface while there is still time to find the owner and fix them.
SOPs and team readiness
Document the work in plain language and prepare the people who will own it after the project team leaves.
Post-launch stabilization
After go-live, keep every issue tied to an owner until the new routine settles and interruptions stop multiplying.
The migration operating path
The new routine has to work on a normal Monday.
A signed-off configuration is only one checkpoint. The work still has to survive real data and the first day when the project team is no longer in every conversation.
1
Phase 1
Map the work
I make the current process visible and identify who can decide when the software forces a tradeoff.
2
Phase 2
Prepare the data
I help define cleanup and validation rules, with a clear fallback when reconciliation does not pass.
3
Phase 3
Rehearse the cutover
I walk the team through the real operating day so the vendor happy path does not hide a dependency.
4
Phase 4
Stabilize the routine
I keep every issue tied to an owner until the team can run the new system without depending on the project team for daily decisions.
Experience behind the work
I have carried both the system and the operation behind it.
I spent 14 years building and operating an ERP SaaS platform from scratch. It grew to about 80 clients while I owned the work from architecture through support.
I later designed a modern ERP architecture from the lessons of that platform. My broader data migration work includes chain-of-custody documentation for sensitive records.
14 years inside ERP
I built and operated an ERP SaaS platform from scratch, serving about 80 clients without outside funding.
Modern ERP architecture
I later designed a modern ERP architecture using the lessons from those 14 years.
Regulated records
I managed adoption and foster care records across different state requirements for more than a decade.
Operations from zero
I created operational SOPs and project practices for a distributed team; the processes continued after I left.
Engagement shape
Start with the migration already in front of you.
I can reset a project that has started to drift or join before implementation work accelerates. The scope stays close to delivery and the operating handoff.
1
Migration reset
I map the work already in motion and expose the decisions that are waiting, so the team has one operating plan.
2
Migration execution ownership
I coordinate the cross-team work, keep the readiness checklist current, and surface decisions before they become delays.
3
Stabilization and handoff
I stay through the first operating cycle and close the loose ends before the team carries the routine on its own.
Next step
If the ERP project needs someone holding its operating work, I can step in.
The first conversation starts with the work already in motion. I look first at the handoff most likely to break and the person who can own the next decision.