SELECTED EXPERIENCE

Complex programs.Clearer executive control.

Representative examples show how detailed delivery evidence can be translated into better decisions, stronger controls, and operational readiness. Client identities and confidential information remain protected.

01GLOBAL CONSUMER PRODUCTS

Making plant readiness visible before cutover

S/4HANAManufacturingMigration assurance

Executive situation

A complex S/4 transformation had extensive migration activity, but object-level status did not explain whether plants could operate on day one.

Leadership intervention

Established an object-by-plant readiness view, connected material dependencies across production and supply, strengthened reconciliation, and turned mock-cycle evidence into named decisions and owners.

Business evidence created

Leadership gained a defensible path from technical load results to operational sign-off, with blockers visible across material, BOM, routing, sourcing, costing, quality, batch, and inventory.

02AEROSPACE & INDUSTRIAL

Restoring control to complex production data loads

Industrial operationsData qualityProgram recovery

Executive situation

Post-go-live and production-load activity spanned inventory, inspection, planning, service, procurement, and condition data, with execution risk hidden inside detailed exceptions.

Leadership intervention

Applied structured analysis to duplicates, overlaps, statuses, quantities, and object dependencies; clarified business ownership and converted the findings into a controlled execution sequence.

Business evidence created

The team could distinguish loadable records from operational risk, focus remediation on root causes, and move critical production objects through a clearer readiness gate.

03REGULATED ENTERPRISE

Moving governance from platform scope to enterprise decisions

Data governanceSAP MDGOperating model

Executive situation

Master-data discussions centered on technology while harmonization, domain ownership, duplicate handling, and cross-business accountability remained unresolved.

Leadership intervention

Reframed the work around enterprise decisions for customer, supplier, material, business partner, and finance data; connected governance design to S/4 process and operating-model consequences.

Business evidence created

Stakeholders gained a business-led decision structure that separated enterprise standards from legitimate local variation and positioned MDG as an enabling control layer.

HOW IMPACT IS EVIDENCED

No invented ROI.
No vanity metrics.

Where verified financial or operational measures are available, they belong in the value case. Where they are not, we use decision and readiness evidence that can be inspected and defended.

01

Decision closure

The unresolved choice, accountable executive, due date, consequence, and evidence required to close it.

02

Operational readiness

Whether the process can execute at site, plant, business-unit, and day-one level—not merely whether technology works.

03

Control integrity

Reconciliation, quality, ownership, approvals, and sign-off that can withstand executive and audit scrutiny.

04

Recovery trajectory

Whether root causes are being removed and whether the next cycle is credibly better than the last.

EXPERIENCE RANGE

Broad enough for the enterprise.
Deep enough for execution.

INDUSTRIES

Manufacturing · Consumer products · Life sciences · Aerospace · Automotive · Energy · Regulated enterprise

TRANSFORMATION

Strategy · Mobilization · Architecture · Governance · Design · Migration · Testing · Cutover · Stabilization · Recovery

ENTERPRISE DATA

Material · Customer · Supplier / Business Partner · Finance · Manufacturing structures · Quality · Inventory · Transactional conversion

PLATFORMS & AI ENABLEMENT

SAP S/4HANA · SAP MDG · SAP Business Data Cloud · Datasphere integration and semantic modeling · BTP · Data pipelines and transformation · Governed analytics · AI/ML-ready data products

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DISCUSS YOUR PROGRAM

If status and operating reality disagree, that is the place to begin.

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