Implementation leadership · Alexander Koltsov
I work as an ERP implementation consultant for companies that need someone to connect business requirements, delivery partners and the people who will use the system. I help plan the work, manage decisions and carry the implementation through testing, training and launch.
Discuss your project ↗How I can help
We agree the priorities and deliverables around your business, current systems and team.
Bring me in when the business needs a clear owner for requirements and delivery decisions. This may be before signing with a partner, during a complex rollout, or when different departments are pulling the project in different directions. I establish responsibilities and identify decisions that need management attention.
I build the implementation plan around the processes that must work at launch. We identify dependencies between configuration, integrations, data and user preparation, then agree on delivery phases. You receive a roadmap with named owners, review points and the assumptions behind timing and cost.
I turn business goals into requirements that can be demonstrated and accepted. For example, “reliable inventory” becomes a defined receiving process, stock controls and reconciliation checks. We separate launch requirements from later improvements and record how changes to scope will be evaluated.
I map how a transaction moves between teams, from its first business event to its financial result. We resolve approval rules, exceptions and ownership before configuration starts. The resulting process design gives analysts, developers and business users a common basis for implementation.
I establish who approves scope, resolves competing priorities and accepts completed work. A shared decision log and risk register make unresolved questions visible. Progress reviews focus on working processes and outstanding dependencies, with clear escalation when decisions threaten the delivery plan.
I coordinate your internal specialists and ERP implementation partner around agreed deliverables. I review proposals, clarify gaps and make business decisions available when the team needs them. Your implementation company retains its agreed technical responsibilities; I help the business assess and accept the result.
I define migration ownership, cleansing rules and the checks needed to reconcile the new system with source records. For integrations, I specify the transaction flow, identifiers, update timing and handling of failures. Trial migrations and complete process tests provide evidence before launch.
I organise user acceptance around realistic transactions and exceptions, using representative data and the permissions users will have. We record expected results, defects and acceptance decisions. A successful demonstration by the delivery team does not replace the ability of users to complete their own work.
I involve process owners and users in design reviews, testing and training. We explain what is changing, prepare working instructions and agree where questions go after launch. This makes knowledge transfer part of delivery rather than a presentation at the end of the project.
I coordinate cutover preparation, final data checks, business approval and the first period of live operation. We agree how to manage unresolved issues, who supports each process and what would trigger a rollback. Stabilization reviews focus on the transactions that keep the business running.
I track risks against the work they may affect: missing data owners, unavailable users, uncertain integrations or late scope changes. Each material risk needs an owner and a response. Management can then make decisions about timing and scope using evidence from the project.
My ERP implementation services can cover the complete business delivery role or a defined workstream such as requirements, integration planning or launch readiness. We agree the deliverables, decision authority and working rhythm in the proposal. You receive regular progress reviews and an explicit handover into operations.
Relevant experience
These projects show the processes and responsibilities behind the service. Open a case to review the full scope and result.
ERP
An African industrial group with four legal entities and twenty warehouses required an extensive ERP transformation spanning manufacturing, procurement, treasury, financial management, integrations, and organisation-wide adoption.
Read the case study ↗ERP
A growing business group needed a unified ERP environment for five legal entities and eight warehouses, with consistent operational control across the organisation.
Read the case study ↗Before we start
Yes. I first review the agreed scope, current solution, open decisions and evidence of testing. We then define where my involvement will help and how it fits the existing team.
Usually I work alongside the partner, representing the business and coordinating delivery. Any change in responsibilities is agreed explicitly rather than assumed.
Timing depends on process scope, integrations, data readiness, locations and team availability. I estimate the sequence after discovery and make the assumptions visible, rather than promising a fixed duration without reviewing the work.
Define the next step
Describe your situation, the systems you use and the result you need. I will help define a useful starting point.
All consulting services ↗