Menu
A small business carve-out had a transitional service agreement (TSA) to decouple itself from the parent companies systems within 6 months of separation. A project manager had been hired to help get the system delivered but 4 months in, the deadline was looming and the Sage 500 ERP project was heading for failure.
Deliverables were not clear or documented and critical phases were not going to be delivered on time. Critically, the timeline for the migration was unmovable, the end date for the TSA was final. There was no coherent migration plan of action, financial reconciliation processes were incomplete and Financial Year End Auditors were adding complexity to the process. The target operating model was poorly defined and new business processes (Operational and Financial) were still in development. Training documentation was incomplete. Meanwhile, the pressure was mounting from the PE house to deliver the system as the TSA ended in 8 weeks time.
We developed a new and detailed milestone plan, bringing the management team, key suppliers and partners together to ‘own’ parts of the plan. We managed the vendor very tightly indeed, negotiating additional support (cost-free). We delivered the plan ahead of time to avoid the summer holidays where resources would be unavailable.
Working as ‘part of the investee’ team in a sleeves up approach to get the organisation moving in the right direction.
WE’RE EXPERTS
IN OUR FIELD
We are experts in what we do. Committed professionals who are at the leading edge of our specialised field.
A small business carve-out had a transitional service agreement (TSA) to decouple itself from the parent companies systems within 6 months of separation. A project manager had been hired to help get the system delivered but 4 months in, the deadline was looming and the Sage 500 ERP project was heading for failure.
Deliverables were not clear or documented and critical phases were not going to be delivered on time. Critically, the timeline for the migration was unmovable, the end date for the TSA was final. There was no coherent migration plan of action, financial reconciliation processes were incomplete and Financial Year End Auditors were adding complexity to the process. The target operating model was poorly defined and new business processes (Operational and Financial) were still in development. Training documentation was incomplete. Meanwhile, the pressure was mounting from the PE house to deliver the system as the TSA ended in 8 weeks time.
We developed a new and detailed milestone plan, bringing the management team, key suppliers and partners together to ‘own’ parts of the plan. We managed the vendor very tightly indeed, negotiating additional support (cost-free). We delivered the plan ahead of time to avoid the summer holidays where resources would be unavailable.
Working as ‘part of the investee’ team in a sleeves up approach to get the organisation moving in the right direction.
DO YOU NEED TO
DIGITALLY OPTIMISE
YOUR BUSINESS?
We are experts in what we do. Committed professionals who are at the leading edge of our specialised field.
ELECTRONICS MANUFACTURER
Panamoure Consulting was approached by a PE fund to perform a pre-acquisition IT Due Diligence review on an upcoming lower mid-cap target who designed and manufactured electronic component boards for the defence, aviation, automotive and energy sectors.
HEALTHCHECK SAVES FIRM FROM POTENTIAL £10M OVERSPEND
PE investors in a global manufacturing and logistics firm were concerned that the Microsoft Dynamics 365 ERP implementation underway was over budget and underperforming so asked Panamoure to undertake a health check of the implementation.
HEALTH CHECK RECOVERS FAILING ERP PROJECT
A small business carve-out had a transitional service agreement (TSA) to decouple itself from the parent company systems within 6 months of separation. A project manager had been hired to help get the system delivered but 4 months in, the deadline was looming and the Sage 500 ERP project was heading for failure.
© 2021 Panamoure Group LLP
