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02 · Workday And ERP Program Leadership

Every Phase.
One Connected Program.

We lead the full implementation lifecycle or take ownership of a critical phase, connecting executives, process owners, technical teams, and implementation partners.

Our Capabilities

Workday And ERP Program Leadership

Explore the leadership, delivery scope, and practical outputs we bring to the work.

Platform Evaluation & Vendor Selection

We start with organizational needs and choose a credible delivery path.

How We Help

  • We define selection criteria, scope, process needs, constraints, and evaluation governance with stakeholders.
  • We coordinate RFI/RFP activities, demonstrations, fit-gap reviews, reference discussions, and partner comparisons.
  • We bring capability, cost, implementation approach, capacity, and delivery risk into the recommendation.

Key Deliverables

  • Evaluation Framework
  • Vendor Scorecard
  • Platform Recommendation
  • Implementation Partner Selection Plan
Phase Zero & Implementation Readiness

We prepare the organization before the implementation clock starts.

How We Help

  • We confirm objectives, scope, deployment approach, funding, executive sponsorship, and internal resource commitments.
  • We assess process, policy, data, integration, security, reporting, and change readiness.
  • We surface decisions and remediation work that must be completed before design and build begin.

Key Deliverables

  • Readiness Assessment
  • Phase Zero Plan
  • Scope Baseline
  • Resource Model
  • Mobilization Criteria
Vendor Onboarding & Program Mobilization

We turn partner commitments into a working delivery organization.

How We Help

  • We align statements of work, deliverables, assumptions, responsibilities, and acceptance criteria with procurement and sponsors.
  • We onboard the system integrator and specialist vendors; establish team structures, ways of working, and escalation paths.
  • We create the integrated schedule, dependency log, reporting cadence, and controls for scope, spend, risks, and decisions.

Key Deliverables

  • Program Charter
  • Integrated Plan
  • Responsibility Matrix
  • Implementation Partner Governance
Requirements & Solution Design

We keep design decisions tied to the future operating model.

How We Help

  • We lead discovery and requirements alignment across HCM, payroll, benefits, absence, Finance, procurement, and related functions.
  • We coordinate functional and technical design, process decisions, policy alignment, controls, and fit-gap resolution.
  • We maintain traceability from approved requirements to design decisions, delivery scope, and test scenarios.

Key Deliverables

  • Requirements Baseline
  • Design Decision Log
  • Process Ownership
  • Scope Traceability
Build & Technical Program Delivery

We orchestrate the work across functional and technical teams.

How We Help

  • We coordinate configuration, integrations, reporting, security, and dependent application workstreams.
  • We manage cross-team dependencies, release milestones, resource constraints, deliverable acceptance, and issue escalation.
  • We keep implementation partners and internal teams aligned on quality, scope, and readiness for testing.

Key Deliverables

  • Integrated Build Plan
  • Workstream Governance
  • Release Checkpoints
  • Delivery Risk Controls
Data Conversion & Migration

We make data readiness part of the program plan from the start.

How We Help

  • We coordinate source inventory, ownership, cleansing, mapping, conversion cycles, and reconciliation with data specialists.
  • We align migration activities with integrations, reporting, security, testing, and cutover dependencies.
  • We establish exception management, acceptance evidence, final-load sequencing, and accountable sign-off.

Key Deliverables

  • Data Conversion Plan
  • Readiness Dashboard
  • Reconciliation Checkpoints
  • Migration Acceptance Criteria
Test Strategy & Execution

We validate the complete operating flow before approving deployment.

How We Help

  • We coordinate unit, system integration, end-to-end, regression, and user acceptance testing across the program.
  • We align scenarios, test data, environments, resource coverage, and entry/exit criteria with functional and technical leads.
  • We manage defects, retesting, payroll and finance validation, integration dependencies, and evidence for readiness decisions.

Key Deliverables

  • Integrated Test Strategy
  • Execution Plan
  • Defect Governance
  • Test Exit Recommendations
Organizational Change & Adoption

We prepare people to execute the new processes and own the new operation.

How We Help

  • We coordinate change impact assessment, stakeholder engagement, communications, training, and local readiness.
  • We align role access, operating procedures, support responsibilities, and manager expectations with deployment milestones.
  • We connect adoption evidence and feedback to executive readiness decisions and post-launch improvements.

Key Deliverables

  • Change And Adoption Plan
  • Stakeholder Cadence
  • Readiness Measures
  • Operational Ownership
Cutover Planning & Go-Live Readiness

We build a controlled transition across systems, teams, and operations.

How We Help

  • We define cutover strategy, transaction freezes, final conversions, integration sequencing, and deployment dependencies.
  • We create the detailed runbook, accountable task owners, rehearsals, command structure, and contingency plans.
  • We coordinate go/no-go criteria and evidence across functional, technical, workforce, finance, and support teams.

Key Deliverables

  • Cutover Strategy
  • Executable Runbook
  • Rehearsal Results
  • Readiness Dashboard
  • Go/No-Go Recommendation
Go-Live Execution & Hypercare

We lead the transition and stabilize the new environment.

How We Help

  • We direct the cutover command center, task execution, issue triage, executive communications, and escalation.
  • We coordinate validation of critical transactions, payroll and finance operations, access, integrations, and downstream systems.
  • We establish hypercare coverage, incident priorities, service ownership, and criteria for transition to steady-state support.

Key Deliverables

  • Deployment Command Cadence
  • Stabilization Dashboard
  • Issue Management
  • Support Handoff
Post-Go-Live Strategy & Optimization

We move from launch to sustained performance and the next wave of value.

How We Help

  • We define the optimization backlog, release strategy, enhancement priorities, and application ownership model.
  • We review operating performance, adoption, reporting needs, integration reliability, and benefits against the original objectives.
  • We plan subsequent phases, global rollouts, process improvements, legacy retirement, and transition to permanent teams.

Key Deliverables

  • Post-Go-Live Roadmap
  • Governance Model
  • Benefits Review
  • Prioritized Improvement Portfolio

Selected Experience

The Experience Behind The Offering.

The Walt Disney Company

Global Workforce Transformation

330K+Workers
1,300+Integrations

We led 150+ client and vendor resources through the SAP-to-Workday cutover across 45 countries and 400+ systems.

Bentley Systems

Finance And Order-To-Cash Transformation

189Countries
4,000+Cutover Activities

We coordinated Workday Financials and Salesforce order-to-cash transformation across business readiness, data, integrations, and global cutover.

Selected Insights

Perspectives For The Work Ahead.

Readiness Is A Decision Supported By Evidence.

A scheduled go-live is a planning assumption. Readiness is an executive decision. On a complex cutover, we want that decision to be grounded in the evidence needed to protect operations.

Five Areas To Validate Before Transition

  1. Data: conversion results, reconciliation, exception ownership, and the timing of final loads.
  2. Integrations: critical operating flows, downstream dependencies, and recovery paths.
  3. People and processes: operating procedures, role access, training, and ownership.
  4. Cutover execution: sequenced activities, dependencies, accountable resources, and clear go/no-go checkpoints.
  5. Stabilization: support coverage, issue prioritization, communications, and operational handoff.

Programs at Disney and Bentley illustrate why orchestration matters: hundreds of systems and thousands of transition activities require shared visibility and explicit decisions. A green status label is useful only when the underlying evidence supports it.

Keep Business Ownership In The ERP Program.

An implementation partner can configure a platform. The organization must still own its processes, data, controls, and operating decisions. We make those responsibilities visible throughout delivery.

  1. Assign process owners. Give Finance, HR, and Operations clear responsibility for design choices and acceptance.
  2. Connect the workstreams. Track how data, integrations, testing, training, and cutover depend on one another.
  3. Plan the handoff. Agree who will support the service, resolve issues, and own the backlog after launch.

A connected program prepares the organization to operate the platform and continue improving it after go-live.

Give The ERP Transformation An Accountable Owner.

An implementation partner can design and deliver a platform. The organization must own the operating decisions, readiness, and results that make the transformation useful.

Connect Delivery To The Future Operation

  1. Describe the future operation. Define how Finance, HR, Operations, and technology will work together after the change.
  2. Make operating decisions visible. Resolve process ownership, controls, policy, data, and organizational questions alongside technical delivery.
  3. Treat adoption as operating readiness. Validate whether people can execute the new process rather than counting training attendance alone.
  4. Carry accountability into stabilization. Agree on support ownership, operating measures, issue escalation, and the path to normal operations.

The executive sponsor needs a client-side leader who can challenge assumptions, align functions, and coordinate implementation partners around the organizational objective. That is the role we bring to transformation programs.

What Needs To Change And By When?

Tell us the outcome, the timing, and where delivery needs leadership.

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