Executive Leadership & Strategy
o Own the end‑to‑end ERP lifecycle, including transformation strategy, implementation delivery, and transition to steady‑state operations.
o Define and maintain a multi‑year ERP roadmap that integrates process harmonization, data standardization, technology modernization, and post‑go‑live optimization.
o Establish a clear ERP operating model that defines accountability for run, enhance, and innovate activities following implementation.
o Anticipate future technology, business, and industry trends to ensure ERP capabilities continue to enable enterprise performance.
Transformation, Stabilization & Operational Readiness
o Lead the full ERP lifecycle from design through deployment, stabilization, and transition to steady‑state operations.
o Ensure the organization is prepared to support, maintain, and evolve the ERP platform through clearly defined ownership, support structures, and operating processes.
o Own hypercare and stabilization phases, ensuring performance, adoption, and business confidence are established before transitioning to normal operations.
o Drive enterprise process harmonization and ensure standardized processes are embedded into daily operations and performance management.
Business Relationship Management
o Establish trust and credibility with executive and functional leaders by demonstrating deep understanding of their operational priorities and challenges.
o Operate as the enterprise integrator—aligning business strategy, process ownership, and ERP execution to deliver measurable performance improvements.
o Partner with business leaders to transition from a “project mindset” to operational ownership of ERP‑enabled processes.
o Ensure transparent, consistent communication of ERP performance, risks, and outcomes during both transformation and steady‑state operations.
Vendor & Partner Governance
o Serve as the single accountable executive owner for ERP vendors across implementation and post‑implementation support, ensuring delivery quality, operational stability, and value realization.
o Transition vendor engagement models from implementation‑focused delivery to sustainable support and optimization frameworks.
o Hold partners accountable for business outcomes, not just technical milestones.
Technology & Operations Oversight
o Ensure ERP platforms and surrounding systems operate reliably and securely during migration and in steady‑state operations.
o Establish ERP service management, monitoring, escalation, and performance metrics to support reliable day‑to‑day operations post‑go‑live.
o Own ERP operational risk management, including cybersecurity, compliance, licensing, and resilience.
o Ensure legacy systems are responsibly decommissioned or integrated following ERP deployment.
Talent Development & Team Leadership
o Build and lead a senior ERP leadership organization spanning ERP systems, enterprise applications, data/integration, and business transformation.
o Develop internal capabilities to support, operate, and continuously improve the ERP platform—reducing long‑term reliance on external partners.
o Create a culture that treats ERP as a long‑term enterprise capability, not a one‑time implementation.
