The system of
record.

Selection and implementation of enterprise resource planning systems covering finance, inventory, and operations, together with the process work that decides whether it succeeds. It is for organisations whose finance and operations systems no longer fit how they trade.

For a mid-market business, commonly six to twelve months from selection to go-live, and longer where there are multiple entities, heavy customisation, or complex inventory. Anything promising a handful of weeks is either a very small scope or is deferring work that will surface later. The phases that consistently run long are data migration and user acceptance testing.

Rarely because the software could not do it. The recurring causes are process decisions deferred until configuration was already underway, data migration underestimated and started too late, executive sponsorship that faded after kickoff, and customising the system to preserve a process that should have changed. The technology is the most predictable part of an ERP project.

Data migration, consistently. Extracting, cleansing, mapping, and reconciling data from systems that have been accumulating exceptions for a decade takes far longer than anyone budgets. The second is your own team’s time, because the people who know how the business actually works are the people the implementation needs most, and they already have full jobs.

Change the process wherever the standard system is merely different rather than genuinely worse. Customise only where a process is a real competitive advantage. Every customisation is a permanent cost: it has to be retested at every upgrade, and enough of them is how organisations end up stranded on a version they cannot leave. The discipline to accept the standard way is most of what separates a successful implementation from a painful one.

Plenty of businesses considering an ERP would be better served by a strong accounting package with a specialist system alongside it for their particular operation. ERP earns its complexity when finance, inventory, and operations genuinely need to be one system with one set of data. We will tell you honestly if we think you are about to buy more than you need.

We quote after scoping rather than before. Anyone pricing this work without looking at your environment is guessing, and the guess is rarely in your favour. Scoping itself is quick, and we tell you what it costs before we start it.

A first conversation takes about half an hour and costs nothing. Scoping is usually a week or two of our time depending on the size of the environment, and we agree the delivery dates with you before anything is booked in.

Yes, and it is common. We are happy to work as an extra pair of hands under your internal team, or alongside an incumbent provider on a defined piece of work. We will set out in writing where the responsibilities split, so nothing falls between us.

No. This can be delivered as a standalone piece of work for an organisation we have never worked with before, or folded into a managed agreement if you already have one with us. Plenty of clients use us for one thing and keep everything else where it is.

Our team is based in Auckland and we attend sites across the wider region. Most of this work is delivered remotely, so we support organisations throughout New Zealand, and we will say up front where being on site genuinely matters.

Named people, not a queue. You get a lead who knows your environment and stays with it, which is the difference between explaining your business once and explaining it every time you make contact.

You keep the documentation regardless, and anything registered in your name stays in your name. Whether we stay involved is your call. Some clients take it in house from there, others move it onto an ongoing agreement with us. We would rather you left cleanly than stayed because leaving was difficult.