External architecture & supervision
ERP Architecture
in complex environments
where decisions cost millions
I help companies stabilise and develop ERP and related systems where their complexity and interconnections start to hinder growth. Leadership gains a clear decision-making framework and control over risks and vendors.
Effective architecture and integration, clear system responsibilities, financially and operationally sustainable transformation.
When does collaboration make sense
IS investments are growing, but results are not coming. I help identify bottlenecks and direct resources properly. I often try to stabilise and optimise what has already been invested in, rather than pursuing new complex solutions.
I frequently step into situations where management and IT see the problem differently. I help name the real cause based on data, not impressions or vendor pressure.
Case studies
Client names are not disclosed due to confidentiality
An investment that could wait
A distribution company planned a costly ERP optimisation due to growing B2C orders. I quantified the actual workload for the current order volume and found that even with significant growth, the existing system could handle the processing. We monitor the load to catch the need for optimisation early and invest only when truly necessary.
Savings of ~CZK 1MOne company's problem, not the whole system's
A large group of over eighty companies considered a complete ERP replacement. Data and process analysis revealed that the issues were caused by a single company. We proposed a targeted optimisation — at a fraction of the cost of a new system and without burdening employees with a large-scale implementation.
ERP as the foundation of regulated processes
Together with business owners, we design support processes for pharmaceutical specifics and regulations. We are gradually eliminating paper documents and duplicate data entry across systems. We made ERP the foundation of all downstream processes. Less rewriting, less manual work.
Elimination of duplicate workFacing a similar situation?
Let's talkWhat I do specifically
After familiarising myself with the current situation, I look for solutions with emphasis on financial, personnel and business sustainability. I define the steps needed to reach the target state and oversee their safe and controlled execution.
The role is architectural and strategic — it is not about ERP configuration or administration. In this engagement I am neither an implementor nor a reseller of any specific technology. The goal is to create a framework where implementation makes sense and is managed safely.
Target state definition
- Overall architecture design
- Defining responsibilities between systems
- Integration framework specification
Supervision & risk management
- Defining a safe transformation approach
- Team and vendor supervision
- Advisory for CEO / CFO / CIO
What I bring to leadership
Industry experience
From mid-size companies to large groups with dozens of interconnected entities.
Healthcare
Facility groups with multiple operations, NIS, LIS integration, workflow.
Pharmaceuticals
Internal tools, compliance, external integrations, EDI.
Logistics and distribution
B2B → B2C transformation, combining both relationship types in one environment
Manufacturing
10+ years with mid-size companies on ERP implementation and integration.
Want to know how I could help in your situation?
Let's talkCooperation model
Advisory / part-time engagement (1–2 days per week), or project-based approach.
I typically enter environments where an IT team and vendors already exist. My role is to structure decision-making and reduce risks, not to replace their responsibility.
About me
I started my career as an ERP consultant in manufacturing and logistics. Over time I expanded my scope to include reporting, accounting, custom development and integration of other systems (WMS, e-shop, NIS, LIS).
I am a co-founder of a consulting firm. The company implements two ERP systems (manufactures none) and delivers custom development and integrations.
Thanks to my experience from the environment of the largest Czech ERP vendor, I understand the business and implementation strategies of IT companies and what typically happens during projects.
Today I focus on the architectural and decision-making level — I help leadership and IT departments clarify the target state and a safe transformation approach.
Contact
If you are dealing with an ERP investment or tension between IT, management and vendors, we can briefly walk through your situation.
