Most common entry point
Implementation health check
An assessment of project status in two to three weeks: scope, schedule, risks, quality of the analysis, migration readiness. It ends with a written report and a conversation with your board.
Independent advisory. No licences sold.
Your Polish subsidiary is implementing an ERP. Nobody at head office can read the documents.
I represent the owner's interest in ERP and CRM implementations in Poland, the way a construction supervisor represents the investor on site. I review the scope, the pre-implementation analysis, the data migration plan and the acceptance criteria, and I report back to you in English. I sell no licences and no implementation hours, so I have no reason to look the other way.
- 20 yearsdesigning enterprise system architectures
- Both sidesclient of large programmes and ERP delivery partner
- Local knowledgePolish tax and accounting rules your HQ has never met
Eight signs that an implementation is drifting out of control
If three or more sound familiar, the project is unlikely to deliver what the proposal promised.
- The pre-implementation analysis exists only in Polish, and it was signed off by people who will never operate the system.
- Scope is described so generally that every detailed question ends with a change request.
- The steering committee sees a green status while the local team says something else.
- Data migration is scheduled "for the end", with no owner and no correctness criteria.
- Nobody at head office can say what exactly closes a project stage, because the contract has no acceptance criteria.
- Acceptance testing is run by the vendor and your people merely "confirm" it.
- Polish statutory requirements such as e-invoicing or tax reporting surface late, as an unplanned cost.
- Questions about architecture and interfaces to group systems end with "the system supports that".
None of these signs means the vendor is acting in bad faith. They mean that on your side of the table nobody speaks the vendor's language, in both senses, and has the time to read the documents as carefully as they were written.
What oversight actually is
A structural problem
In a typical ERP implementation the vendor is both contractor and advisor. The vendor proposes the scope, prices it, assesses the quality of its own work and decides whether a stage can be accepted. For a head office abroad this gap widens: the only people who can explain what is happening are the local team and the local vendor, that is, precisely the parties who should be verified.
My role
I step in for two to four days a month as the owner's engineer on your side. I read what the vendor produced, in Polish, and translate it into business consequences, in English: what was promised, what is actually being built, what is missing and what risk you take on by accepting a stage. The decisions stay yours. You get the basis to make them knowingly.
1
Diagnosis
Two to three weeks: document review, interviews with the local team and the vendor, assessment of the real status.
2
Report and recommendations
Risks ranked by consequence, gaps in scope and contract, a remedial plan with priorities.
3
Oversight or handover
Either I run quality control through to go-live, or I hand your team a working set of criteria and tools.
Services
Every engagement has a defined deliverable and a price agreed in advance.
System and vendor selection
Requirements, RFI/RFP, evaluation criteria, scenario-based demos instead of sales presentations, bid assessment and support in negotiating scope.
Implementation contract review
Scope, deliverables, acceptance criteria, service levels, change procedure. Reviewed on substance, alongside your own counsel.
Ongoing quality oversight
Participation in steering committees, review of vendor deliverables, stage acceptance, control of scope and budget changes. Reporting in English.
Data migration and acceptance
Migration strategy, reconciliation, acceptance test scenarios, go-live criteria. The most common source of delays and the most frequently neglected part of an implementation.
Project recovery
An implementation in crisis: diagnosis, remedial plan, reset of the vendor relationship, scope and schedule brought back into order.
Why me
Since 2008 I have designed enterprise system architectures: from replacing the billing platform at Orange Polska, through the BSS transformation at Cyfrowy Polsat Group, to the ERP and CRM solutions I work on today. I started at Accenture, so I know how large programme proposals are built and where they leave room for later scope changes.
- Both sides of the table. Twenty years on the client side of large transformation programmes, plus hands-on ERP delivery on the vendor side. I know how a vendor plans, prices and protects its margin.
- Data migration and data quality. An accounting sub-ledger covering all billing transactions, reconciled against source systems, and parallel invoicing during a large-scale customer migration at T-Mobile.
- Finance from the inside. Polish accounting and tax expertise, IFRS, e-invoicing compliance. I understand the accounting process, not only the system that runs it, and what your group reporting needs from a local ledger.
- End-to-end architecture. High and low level design, integration, data flows in multi-vendor environments. I can assess the vendor's design, not merely the schedule.
Programmes delivered for: Orange Polska · T-Mobile Polska · Grupa Cyfrowy Polsat · Accenture
Independence and limits
I sell no licences
I take no commission from any software vendor and earn nothing from the implementation hours of a project I supervise.
I am not a systems integrator
On projects I supervise I neither configure nor develop the system. Control and execution have to stay separate for oversight to mean anything.
I advise, you decide
You get an assessment, the risks and a recommendation with its reasoning. The decision and the responsibility for it stay with your board, which knows the context I cannot see from outside.
Let us talk
Thirty minutes is enough to judge whether oversight makes sense in your project and whether I am the right person for it. If I am not, I will say so straight away.