The practice
ERP & GRP consulting
Getting an institution from the system it has to the system it needs — including the parts of that journey that have nothing to do with software.
Treasury
$40,1 M
17
$8,4 M
6
- Paid · 71%
- Pending · 29%
| Number | Beneficiary | Date | Status | Amount |
|---|---|---|---|---|
| OP-000148 | Alfa Supplier | 12/03 | Paid | 548.050,00 |
| OP-000149 | Beta Supplies | 18/03 | Pending | 126.400,00 |
| OP-000150 | Gamma Services | 20/03 | Pending | 2.825,00 |
Software is the last third of the problem
An ERP programme rarely fails at installation. It fails at a chart of accounts nobody agreed on, at twenty years of data that will not migrate cleanly, at an approval workflow that maps to no actual delegation of authority, or at financing that never materialised. Our practice is built around those parts.
What we do
ERP / GRP implementation
End to end: functional and technical diagnostic, chart of accounts and classifier design, organisational and budget structure, configuration, data migration, parallel run, go-live and hypercare. Delivered in phases with something usable at the end of each one.
Funding readiness and project preparation
For public institutions: structuring investment projects, building the technical and financial documentation required to request resources from national programmes and multilateral development banks, and then standing up the systems that make the eventual execution reportable and auditable. Financing is easier to obtain when the institution can already demonstrate it can account for it.
Legacy modernization and migration
Assessment of an incumbent system, an honest migration path, and the data work to get there without stopping operations. We have replaced systems we wrote ourselves — we know what the last twenty years of workarounds look like from the inside.
Process and organisational design
Administrative procedure redesign, internal control, segregation of duties, delegation of authority and approval workflows — defined before they are configured, not discovered during user acceptance testing.
Integration
Connecting the platform to national treasury, procurement and tax systems, to banks, and to the corporate applications that are staying. API-first, documented, and built to survive the other side's next release.
Training and managed operations
Role-based enablement for the people who will actually use the system, and — if you would rather not staff it — ongoing operation, monitoring and support of the platform itself.
How an engagement runs
No twelve-month discovery phase that produces a binder. Short cycles, each ending in something you can use.
- 01
Diagnostic
Two to four weeks. We map what you run, what it costs you, where the manual workarounds are and what the oversight bodies require of you.
- 02
Roadmap
A sequenced plan with scope, effort and dependencies made explicit — including what we recommend you do not do yet.
- 03
Phased delivery
Modules go live in an order that makes operational sense, each with its data migrated, its users trained and its reporting proven.
- 04
Operation
Hypercare, then steady-state support — or full managed operation of the platform if that is the better fit for your team.
Works & contracts
34
$72,8 M
$41,3 M
57 %
- On schedule · 79%
- Delayed · 21%
Who we work with
Public institutions
National, departmental and municipal entities, decentralised agencies and public enterprises operating under budget law and external oversight.
Private enterprise
Companies that have outgrown disconnected accounting, payroll and inventory systems and need a single financial and operational record.
Health networks
Hospitals and health systems, where procurement, assets, payroll and budget carry a level of scrutiny most sectors never see.
Start with the diagnostic.
Before any commitment to a platform or a scope, we will tell you what we think you are actually dealing with.