Get the right person for ERP & Systems Implementation.

Real engagement work

A system overhaul functions as an operational transformation rather than a purely technical deployment. When organizations transition to new ERP software, the risks lie in fragmented business processes, inconsistent data, and a failure to map legacy workflows to the new environment. An interim executive provides the necessary oversight to manage these business-side requirements without disrupting daily functions. You need a leader who assumes ownership of data cleanup, validates opening balances, and confirms that financial and operational reporting designs align with current needs. The objective is to prevent the common scenario where a functional software launch leaves staff unable to execute core tasks effectively because business rules were never properly translated into system configurations. This requires granular attention to daily output, testing data integrity during the conversion phase, and verifying that the final configuration reflects the actual way your business generates revenue and manages inventory.

Fit beyond job title

Successful system projects require executives who understand the mechanics of change management across finance and operations. A CFO or COO candidate must demonstrate specific past experience in managing the bridge between technical implementation partners and internal functional teams. We prioritize candidates who can assess whether the existing project plan covers critical milestones like user acceptance testing and staff training. Beyond a mere job title, the right consultant understands how to manage internal stakeholder expectations while maintaining focus on data integrity. This involves questioning the implementation partner on potential gaps in current workflow design and ensuring that the business retains clear decision authority throughout every phase of the project duration. We look for individuals who have previously survived the post-launch friction of new system environments, as they recognize the common pitfalls such as unreconciled sub-ledgers or mismatched order fulfillment sequences.

Practical first 90 days

During the first ninety days, an interim executive focuses on establishing stability and visibility within the system project. The initial thirty days typically involve a rigorous assessment of data quality, testing protocols, and project readiness, alongside identifying potential bottlenecks in existing financial and operational reporting. In the following thirty days, the focus shifts to resolving critical defects and validating that key team members are prepared for the transition, including the execution of dry runs. By the end of the ninety-day window, the goal is to finalize the operating design, document temporary workarounds if necessary, and ensure that the business has a clear, repeatable process for the period-end close and daily order fulfillment. They create a cadence of weekly meetings focused on actual progress against milestones, rejecting vague status updates in favor of specific evidence regarding data migration success and system availability.

How we evaluate this particular specialty

Evaluating a candidate for system overhaul requires looking beyond high-level leadership to specific evidence of prior technical program success. We interview every consultant to probe their experience with past implementations, specifically looking for how they managed scope creep, data migration complexities, and training cycles. We review how they have handled the balance between vendor deliverables and internal team capacity in previous roles. When interviewing candidates, ask them to describe the most challenging system failure they helped correct. You should seek candidates who provide concrete examples of how they translated business requirements into actionable system workflows, as this reflects their ability to minimize operational friction during a difficult and technically demanding system transition period. Our evaluation process scrutinizes their ability to handle conflict with implementation partners who prioritize speed over accuracy. We seek evidence that the consultant has previously maintained clear communication regarding project status, ensuring that you receive honest assessments of risk and performance throughout the engagement.

Red flags

Be cautious when a consultant focuses exclusively on the software features while ignoring the operational realities of the business. A significant red flag is an executive who lacks a clear plan for testing data accuracy or who dismisses the importance of a formal training schedule for employees. Avoid those who attempt to replace the technical implementation partner, as their primary value is business alignment rather than software engineering. Other warning signs include an absence of clear acceptance criteria, a refusal to address unresolved defects early in the cycle, or a lack of documentation regarding temporary processes. These oversights suggest that the project will likely struggle to achieve the intended operational performance. Watch for consultants who talk about abstract frameworks rather than concrete workflows, as this indicates a lack of hands-on experience in the trenches of a go-live event.

Interim plus permanent search for this case

We offer a flexible approach that allows for both interim support and permanent search, managed as separate engagements to suit the timing of your systems overhaul. The interim scope addresses immediate risks, such as managing a cutover that is already failing or ensuring reporting readiness before a major launch. Once the system stabilizes, we can assist in identifying a permanent CFO or COO with the specific operational experience to lead the business post-implementation. This dual structure ensures you have immediate, expert leadership to steer through the current crisis without compromising the long-term goal of finding a permanent executive who aligns with your final operating model and future business requirements. Using an interim professional allows you to keep the project moving while you evaluate the long-term leadership needs that only become clear once the system is fully operational.

Program, Project & PMO

• Interim PMO Director
• Interim Program Director
• Interim Project Director
• ERP Program Director
• ERP Implementation Lead
• CRM / Salesforce Implementation Lead
• Interim Change Management Lead
• Interim Delivery Director
• Interim Project Controls Director
• Interim Head of PMO
• Interim Transformation Office Lead
• PMO consultant
• Interim Programme Director (UK)
• Program management consultant
• Interim ERP Project Manager
• NetSuite / SAP / Dynamics / Oracle implementation lead
• Change management consultant
• Interim Organizational Change Lead

Technology, Digital, Data & Security

• Interim CIO
• Fractional CIO
• Interim CTO
• Fractional CTO
• Interim CISO
• Fractional CISO
• Interim Chief Data Officer
• Interim Chief Digital Officer
• Interim Head of AI
• Interim VP Engineering
• Interim IT Director
• Interim IT Manager
• Interim Head of Infrastructure & Cloud
• Interim Enterprise Architect
• Interim Head of Data & Analytics
• Interim Chief Product Officer
• Interim IT executive
• IT strategy consultant
• Interim Head of Engineering
• Interim Head of Security
• Interim Head of Data
• Interim Data Director
• Fractional Chief AI Officer
• AI strategy lead
• Interim Director of AI
• AI transformation lead
• Interim Engineering Director
• Interim Head of IT
• IT Operations Manager
• Fractional Chief Data Officer
• Fractional Chief Digital Officer

Finance & Accounting

• Interim CFO
• Fractional CFO
• Interim VP Finance
• Interim Finance Director
• Interim Chief Accounting Officer
• Interim Controller
• Fractional Controller
• Interim Plant / Division Controller
• Interim Assistant Controller
• Interim Accounting Manager
• Interim VP of FP&A
• Fractional FP&A Lead
• Interim Treasurer
• Interim Head of Tax
• Interim Director of Internal Audit
• Interim SEC Reporting Director
• Interim Technical Accounting Lead
• SOX Program Lead
• Interim Head of Investor Relations
• Interim Credit & Collections Director
• Interim Project Accounting Manager
• Contract CFO
• CFO consultant
• Fractional Finance Director
• Interim Principal Accounting Officer
• Interim Corporate Controller
• Contract Controller
• Contract Accounting Manager
• Accounting Supervisor
• Interim Director of FP&A
• Interim Head of FP&A
• FP&A consultant
• Interim Head of Treasury
• Interim Treasury Director
• Cash management consultant
• Interim VP Tax
• Interim Tax Director
• Tax consultant
• Interim Chief Audit Executive
• Interim Head of Internal Audit
• Internal audit consultant
• Interim Director of External Reporting
• Interim Financial Reporting Manager
• SEC reporting consultant
• Technical accounting consultant
• ASC 606 consultant
• ASC 842 consultant
• Interim Director of Technical Accounting
• Interim SOX Manager
• SOX compliance consultant
• Internal controls lead
• CFO
• Outsourced CFO
• Exit-Readiness CFO

Operations & Manufacturing

• Interim COO
• Fractional COO
• Interim VP Operations
• Interim Operations Director
• Interim Plant Manager
• Interim Site Leader
• Interim Director of Manufacturing
• Interim VP Quality
• Interim Quality Manager
• Interim Head of EHS
• Interim Continuous Improvement Director
• Interim Director of Engineering (Manufacturing)
• Interim Head of Customer Operations
• Interim Director of Field Operations
• Interim Director of Maintenance & Reliability
• Operations executive
• Integrator (EOS)
• Fractional Operations Executive
• Interim Head of Operations
• Interim Site Director
• Interim Plant Director
• Interim Factory Manager
• Interim Quality Director
• Interim Head of Quality
• QA Manager
• Quality Assurance Manager
• Interim EHS Director
• Interim Safety Director
• Interim HSE Manager
• Interim Lean Director
• Interim Operational Excellence Lead
• Lean Six Sigma consultant
• COO
• Integrator