Services
Three situations where I am genuinely needed.
I do not have a service portfolio that answers every question. I have three situations in which I am better than most.
Transformation & Transition
36 + 33 project months
A system change must not stop the organisation while it is happening. That is the real difficulty — not the target architecture, but the road to it while the business keeps running.
I decide greenfield against brownfield with you on the basis of what your organisation can actually absorb, not what would be technically more elegant. I cut the transition so it stays reversible at every point. And I hold operability across the cut, because a rollback nobody has rehearsed is not a rollback.
SAP ERP’s end of maintenance is putting this question to a great many companies at once — with a date attached.
Turnaround & De-escalation
Three programmes, 90 days each to stabilisation
You do not spot a failing programme in the status report. You spot it when nobody states the numbers any more, when the steering committee only escalates, and when what is left between client and vendor is not trust but contract text.
Stabilising then means, in this order: establish the truth first — including the uncomfortable truth, including the one that makes me look bad. Then governance that forces decisions instead of deferring them. Then delivery. And finally a handover into operations that holds once I am gone.
I am brought into these situations as an outsider, because an outsider can say what nobody inside is still allowed to say.
Technology as a board decision
Advisory at board level
Investment appraisal, sourcing strategy, build-vs-buy-vs-partner, technology risk in M&A scenarios, enterprise architecture and IT roadmap.
These are the questions whose answer does not lie in IT. It lies in how much change the business can and will absorb — and no architecture diagram answers that. A conversation with the people who have to carry the change does.
How I work
Three principles I do not bend.
Truth before optimism
A status report that is green because green was expected costs double later. I tell you where you stand — even when it is the deadline that gives, not the scope.
Decisions, not status
Committees that only report decide nothing. Every paper I write ends in a question you can answer yes or no — and with the price of both answers.
A handover that holds
A programme is not done when it goes live. It is done when the line can run it without me. Anything else is a dependency I sold you.
Where I come from
266 months, honestly split.
in industrials
Own instrument · S/4HANA transition
We understand the transformation down to the code.
Moving to S/4HANA is not an IT question but a board-level decision with technical risk. To make that risk measurable, we built our own instrument: caern grades the custom-ABAP estate for migration readiness, Clean-Core posture, effort and risk.