Beyond the Monolith: My Approach to Strategic ERP Advisory
Transforming ERP Decision-Making Through Enterprise Architecture
In today’s complex business landscape, choosing the right Enterprise Resource Planning (ERP) system can significantly impact operational efficiency and growth. While many consultants can detail ERP features, few possess the strategic vision necessary to align these substantial investments with business goals.
As a Principal Enterprise Architect with over twenty years of experience in healthcare, transportation, and manufacturing, I offer a unique perspective on ERP advisory that goes beyond traditional implementation support.
The Peak Athletics Case Study: Custom Solutions Over One-Size-Fits-All
At Peak Athletics/Bauer, I encountered a common dilemma: selecting the right ERP strategy. Should we adopt a monolithic SAP system, extend third-party support for existing systems, or pursue a decentralized best-of-breed model?
I often tell clients, “The prevailing wisdom is to consolidate everything into a single system. But that oversimplification can cost millions in unnecessary customizations and lost opportunities.”
My approach is different. I don’t simply recommend the most expensive option or the safest corporate choice. Instead, I conduct thorough evaluations of each strategy, weighing the organization’s unique needs against the pros and cons of each approach.
The Enterprise Architect Advantage
My methodology at Peak Athletics reflects my broader enterprise architecture experience:
Business-First Requirements Gathering: I collaborate with senior leadership to identify business needs through workshops and one-on-one sessions. This ensures the solution addresses immediate operational demands and long-term strategic goals.
Executive Communication Mastery: I provide regular updates to senior management, outlining benefits, risks, and outcomes for each ERP approach in clear language that bridges the gap between IT and business leadership.
Financial Clarity Through Sophisticated Modeling: I create cost estimation frameworks that factor in risks, complexity, and potential savings, delivering accurate total cost of ownership projections for realistic budget planning.
Capability Modeling as Decision Framework: I lead capability modeling exercises to evaluate ERP needs against organizational requirements, enabling direct comparisons between different approaches.
Delivering Tangible Results
The results speak for themselves. My application rationalization initiative at Peak Athletics eliminated redundancies and saved $400,000 annually—before the primary ERP strategy was even implemented.
“Many organizations don’t realize they’re paying for the same functionality multiple times across different systems,” I often say. “A comprehensive enterprise architecture approach to ERP doesn’t just select the right platform—it optimizes the entire technology ecosystem.”
The Board Member Perspective: Why My Strategic ERP Advisory Matters
For boards and executive committees, my approach offers a significant advantage in technology governance. I have guided technology investment decisions exceeding $100 million across various sectors and secured over $12 million in transformation funding through compelling presentations to C-suite executives. I know how to translate complex technical decisions into business outcomes that resonate in the boardroom.
My experience leading technology integration for 41 mergers and acquisitions, delivering 30% cost synergies, further highlights my ability to navigate complex organizational structures—a critical skill when evaluating ERP platforms that impact all operations.
Beyond Implementation: My Strategic Partnership Model
Unlike traditional consulting approaches that focus solely on implementation, my model fosters a continuous strategic partnership.
“An ERP selection isn’t a one-time decision—it’s the start of a technology strategy that will evolve with your business,” I emphasize to clients. “Successful organizations view ERP as a constantly evolving ecosystem, not a static platform.”
This mindset has shaped my work across industries, from advancing enterprise architecture practices at Sentara Healthcare to directing a 300-person IT department at Cenveo, where I facilitated the technical integration of 41 mergers and acquisitions.
The Future of Strategic ERP Advisory
As organizations face pressure to digitally transform while managing costs, the role of strategic ERP advisory becomes even more critical. My approach—balancing deep technical knowledge with executive-level strategic vision—represents the evolving model of technology leadership that boards increasingly seek.
For organizations navigating the complexities of ERP decision-making, the lesson is clear: technical implementation expertise alone isn’t enough. Success requires a strategic partnership with leaders who understand both the technology landscape and boardroom priorities.
My work at Peak Athletics/Bauer exemplifies this next-generation approach to strategic ERP advisory—one that views technology not as an end in itself, but as a strategic asset that drives organizational success.
