Most ERP programs face cost overruns, delays, or systems that never fully deliver. Waypost provides client-side advisory and delivery support across the full program lifecycle — from selection and implementation through to optimisation and recovery — so your program produces real operational outcomes, not just a go-live date.
Your team knows the business. ERP programs, however, are complex and easy to lose control of — particularly when the implementation partner’s priorities do not align with yours. The right advisory support makes the difference between a program that delivers and one that doesn’t.
Your current system isn’t keeping pace. Or you’re growing into territory where a new ERP makes sense. You need a clear-eyed view of your options, not a sales process dressed up as advice.
The program is underway, or about to start. Without experienced client-side oversight managing scope, holding the implementation partner to account, and making the decisions only the client can make, programs drift and the business carries the cost.
Go-live happened but the business hasn’t settled. Or you’ve had an ERP for years and it’s drifted. Either way, the system isn’t giving you the visibility, efficiency, or control you invested in.
Eight services across three stages. You might need one. You might need several. The engagement is shaped around what your program actually requires.
A structured assessment of your current system’s fit against the business’s actual needs. The output is a clear baseline — what’s working, what isn’t, and what your realistic options are — so decisions are made from evidence, not vendor pressure.
Selecting an ERP without independent advice usually means buying what the partner sells, not what the business needs. We run the process independently — requirements first, vendor second — so the decision is defensible, aligned, and right for the long term.
Your implementation partner is working to their scope, their methodology, and their timeline. The business needs someone working to yours — managing scope on your behalf, maintaining program integrity, and making the decisions that only the client can make.
Data migration gets underestimated on every project and causes problems on most of them. Poor data going in means poor data coming out. We design the migration strategy from the start, which means arriving at go-live with clean, validated data.
An ERP rarely sits alone. Most businesses have adjacent systems — job management, warehouse, payroll, customer platforms — that need to exchange data with the ERP reliably and without manual effort.
If your program has stalled, gone significantly over budget, or lost the confidence of the business, the path forward starts with an independent, evidence-based assessment of where things actually stand. We identify root causes clearly, establish what it will take to recover, and put in place a governance structure the business can hold to.
Most ERPs drift over time — modules go unused, workarounds become standard practice, and reporting requires more manual effort than it should. We close the gap between what the system can do and what the business is actually getting from it.
The first weeks after go-live determine whether the system actually takes hold. Issues left unresolved become permanent workarounds. Users who lose confidence early revert to spreadsheets. We provide structured stabilisation to make sure neither happens.
Whatever stage we’re engaged at, these capabilities are always present — because they’re the ones that most often determine whether a program delivers or doesn’t.
Translating what the business actually needs into clear, testable requirements that drive design and configuration decisions, not the other way around.
ERP programs touch every part of the business. We build engagement, manage expectations, and develop adoption strategies that give people what they need to make the change work.
Structured test frameworks across SIT, UAT, and regression cycles, ensuring defects are found before go-live and that the system performs reliably under real operating conditions.
Steering committee reporting, RAID management, and executive-ready status reporting that gives leadership a clear, accurate view of where the program stands throughout delivery.
Managing the relationship with the implementation partner, holding delivery to scope and schedule, and resolving issues before they become program risks.
Role-based training design and delivery that builds genuine system competence, not just awareness, so the business can operate independently after go-live.
When you invest in a new ERP, the company that sells you the software and implements it is your implementation partner. They are typically a specialist reseller, expert in the product they sell and how to deploy it. That expertise is valuable and necessary.
Waypost sits on the client side throughout. We manage the relationship with your implementation partner on your behalf, hold the program to your requirements, and make sure the decisions that matter to your business are made in your interests, not someone else’s.
An implementation partner’s primary accountability is to their delivery scope and their software. When scope is disputed, timelines slip, or the system is being configured to suit their methodology rather than your business, the client’s interests and the partner’s delivery priorities do not always point in the same direction.
The two roles are complementary. A good implementation partner and a strong client-side advisor working together produces better outcomes than either working alone.
Our advisors have run ERP programs, not just advised on them. The difference shows in how we plan, what we anticipate, and how useful we are when things get difficult.
We don’t sell software and we have no affiliation with any implementation partner. Every recommendation is based on what fits your business.
Full program leadership or a specific capability for one phase. We agree the model upfront and adjust it as the program evolves.
Our advisors have worked across a broad range of ERP platforms and industry sectors. We’re not tied to any system or implementation partner, which means we start with what your business needs, not what we happen to know.
Complex operations, remote sites, and demanding supply chains
Production planning, BOMs, and operational efficiency
Project-based operations and subcontractor management
Inventory management and multi-channel fulfilment
Technical products, complex pricing, and service delivery
Project accounting, time and billing, and resource management
Whether you’re evaluating systems, mid-program, or looking to get more from a system already in place, a conversation is a good place to start.