I led the launch of an ERP solutions practice for mid-market organizations whose operating processes had to be translated into maintainable enterprise software.
Context #
The unit had to connect discovery, commercial feasibility, architecture, implementation and operations. The main risk was selling a promise disconnected from what the team could build and sustain.
My responsibility #
I worked as business-unit director and architect across consultative sales, feasibility, process-to-architecture translation, extensions, data, integrations, analytics, delivery and cloud operations.
Operating judgment #
- Treat pre-sales as an early architecture decision.
- Connect business flows to product capabilities and constraints.
- Design extensions and integrations with operational ownership.
- Preserve continuity between the commercial promise, implementation and support.
Defensible outcome #
A business and delivery capability was built around ERP, connecting discovery, architecture, implementation and operations under one line of responsibility.
Limits #
This item demonstrates scope of responsibility, not a single customer's outcome. Revenue, implementation count, adoption and operating metrics are not published until engagement-level evidence is recovered.