ERP Program Recovery

Business context

Sunham Home Fashions was mid-way through a business-critical ERP migration when I was brought in. The program was out of scope, over budget, and at risk—and confidence among executives, Finance, and Operations had eroded.

Challenge

Troubled programs rarely fail for one reason. Here, scope had drifted without decision rights to contain it, ownership was ambiguous, planning no longer reflected reality, and executive communication had become status theater rather than decision support.

My role

I was selected as the enterprise transformation leader to diagnose, reset, and deliver the migration.

Decisions and reset

Rebuilt governance: clear decision rights, accountability, and a program plan grounded in verifiable status.
Re-established executive communication as a decision instrument—candid, evidence-based, forward-looking.
Aligned Finance, Operations, executives, and technical teams around a single delivery sequence and organizational-readiness plan.

Measurable outcomes

Stakeholder confidence restored; delivery risk visibly reduced.
Implementation delivered in approximately 10 months.
Disciplined delivery practices left in place after go-live.

Lessons applied today

Program recovery is governance work before it is technology work: replace uncertainty with decision rights, honest planning, and executive communication that supports decisions. This is a core offer in my advisory practice.

This summary omits confidential commercial details, including budget figures and vendor identities.