I've run the portfolios you're running.

I started my career in finance. It still shapes how I look at a project: what it costs, what it earns, and where the money goes.

From there I moved into program leadership, running enterprise programs at Canada's largest banks. Big, regulated, many moving parts — the kind of work where you learn that delivery is a system, not a heroic effort.

Then I spent several years leading ERP and EPM programs across 50+ implementations. And I kept seeing the same problems repeat. The strongest PMs took on more until they burned out and left. Past a certain size, nobody could see which projects were red until the client escalated. New PMs took weeks to get productive. And margin leaked through overruns and change orders that never got billed.

None of that is a people problem. It's a delivery engine problem, and it's fixable. I started this firm to fix it — for the ERP firms running these portfolios, and for the companies on the other side of the table who need someone looking out for them.

We don't configure ERPs. We lead the delivery around them. That's all we do.