Risk, Change & Stabilization
Build confidence from project inception through go-live and stabilization.
I help institutions build proactive risk management and change readiness into new ERP programs from the beginning, and provide an honest, evidence-based assessment of progress when work is underway. My approach connects early planning, change impact inventories, readiness assessments and decision gateways with practical support through implementation and stabilization.
My support combines project management discipline, independent implementation-partner oversight, governance and practical change management. I help leaders understand what is complete, what remains at risk and what decisions are needed, while supporting remediation and sustainable operations where required.
When00000 to bring me in
You are starting a new ERP program and want proactive risk management, change impact inventories and readiness criteria established from inception.
You are selecting or mobilizing an implementation partner and need independent vendor management, clear responsibilities and evidence-based progress reporting.
You are approaching design, testing, cutover or go-live gateways and need an honest assessment of readiness, open risks and required decisions.
Your implementation is underway and leadership needs an independent view of current progress, delivery risks and corrective actions.
You are preparing teams for new ways of working, or addressing adoption, finance operations and recurring exceptions after go-live.
Relevant project experience
My experience across university and academic medical center ERP programs includes full-lifecycle implementations, independent project health reviews and post-go-live stabilization. That work connects program governance and risk management with change readiness, finance operations and the transition to ongoing support. The projects below are selected examples of this broader experience.
Academic medical system | Independent ERP health review
I evaluated an at-risk ERP program and developed a detailed roadmap with executive recommendations. The work included governance redesign to strengthen risk management and support organizational change.
Public research university | Post-go-live finance stabilization
I led a finance assessment and stabilization effort following an Oracle Cloud implementation. Interviews and transaction analysis identified root causes and quantified a backlog across Payables, Procurement, Grants and Projects, and General Ledger. The work addressed backlog resolution, proactive monitoring and process improvements to reduce recurrence.
These examples describe prior work. Client identities are withheld to protect confidentiality.
How I manage risk, change and readiness
1. Establish a proactive foundation. Define governance, decision rights and a risk management cadence at project inception. Identify risks, dependencies and mitigation owners early, and maintain a change impact inventory covering people, processes, roles and systems.
2. Assess progress independently. Review plans, completed deliverables, testing evidence and stakeholder feedback. Provide an honest assessment of current progress, distinguish confirmed completion from assumptions, and hold implementation partners accountable to agreed responsibilities and commitments.
3. Use readiness assessments and gateways. Use phase gates with clear entry and exit criteria for design, testing, cutover and go-live. Review business, technical and organizational readiness against completed deliverables, test results and change impacts. Make unresolved risks visible, record leadership approval and assign owners to any conditions before advancing.
4. Build practical capability. Translate change impacts and documented business process maps into a role-based, multimodal training strategy. Combine live workshops, virtual sessions, recordings, guided system aids and realistic practice aligned with operating procedures. Use train-the-trainer support and competency checks to help teams apply what they learn.
5. Establish a usable knowledge base. Organize process maps, SOPs, job aids, known issues and support guidance in a searchable knowledge base. Assign content owners and review dates so guidance stays aligned with approved processes and system changes.
6. Stand up post-production support. Help define support roles, triage and escalation paths, implementation-partner responsibilities, hypercare exit criteria and an enhancement backlog. Build a repeatable operating cycle for Oracle Fusion Cloud ERP’s four quarterly updates each year: review release impacts, prioritize regression testing, confirm business readiness, refresh knowledge and training materials, and check critical processes after each update. Plan separately for connected products with different release schedules.
What an engagement can include
A proactive risk register, mitigation plan and governance cadence.
A change impact inventory and stakeholder readiness assessment.
Phase-gateway criteria, readiness reviews and decision recommendations.
Independent implementation-partner oversight and candid progress assessments.
A prioritized recovery roadmap, exception tracker and control recommendations where needed.
A multimodal training plan, maintained knowledge base and post-production support model with quarterly release-readiness routines.
Measures are selected for the problem and baseline. In sponsored research finance, they may include aged receivables, unbilled revenue, reconciliation completion, awards awaiting closeout and open exceptions. Targets are agreed after discovery.
Start with what needs attention
Tell me about the program you are planning, the next decision gateway or the delivery and change challenges that need attention.