When Execution Breaks Down, the Consequences Reach Beyond IT.
A delayed ERP go live or a stalled transformation affects close cycles, customer commitments, budgets and the credibility of the people sponsoring the work. Airan works on two kinds of problem.
ERP Turnaround & Stabilization
For ERP implementations, migrations, rollouts and upgrades that have lost schedule confidence, and for systems that went live but have not settled.
- Go live has moved more than once
- Finance or operations are not ready for cutover
- Partner and internal teams disagree on what is complete
- Production issues are crowding out normal work
- An independent view of where the program stands
- A recovery plan with owners, dates and decisions
- Governance that holds teams and partners to agreed commitments
Enterprise Transformation Recovery
For enterprise technology initiatives where delivery has broken down across teams, projects and vendors, and nobody has the whole picture.
- Milestones that no longer hold
- Dependencies between workstreams with no owner
- Several vendors, each reporting green
- Decisions carried from one steering meeting to the next
- One integrated view of plan, risks and dependencies
- Clear accountability across teams and vendors
- Delivery leadership through agreed milestones
Outcomes depend on the evidence available, the decisions leadership makes and the commitment of client teams and vendors. Airan does not guarantee recovery.
Looking for help with invoicing and getting paid? Proposal-to-Cash is a separate Airan service for B2B service firms.
See Proposal-to-CashThe Warning Signs Are Usually Visible Before the Program Reaches a Crisis.
Each one has a reasonable explanation on its own. Together they tell leadership where to look. Open any sign to see what usually sits behind it and the decision it affects.
Repeated milestone changes
Dates move one at a time, each with a reasonable explanation.
When the baseline is replanned more than once, the cause is usually upstream: scope that was never settled, dependencies without owners or capacity that was overestimated. Each slip looks small. Together they change what the program can deliver and when.
Decision affectedWhether to rebaseline, reduce scope or change the release approach.
Escalating costs with unclear forecasts
Spend grows, but nobody can explain the remaining cost with confidence.
Change requests, extended vendor teams and rework add cost faster than the forecast is updated. Without a link between cost, scope and progress, the next funding request is hard to judge.
Decision affectedWhether to release more funding, and on what conditions.
Conflicting delivery status
Reports say green while the people doing the work describe something else.
Teams measure progress differently. Partner reports, internal dashboards and steering papers can each be accurate on their own terms and still disagree about readiness.
Decision affectedWhich view of status leadership relies on when making commitments to the business.
Unresolved vendor dependencies
Work waits between partners while each says the next step belongs to someone else.
Contracts and statements of work rarely describe every handoff. When integration, data or environment dependencies fall between vendors, delays build up without a clear owner.
Decision affectedHow vendor accountability is enforced, and who closes the gap.
Weak governance or delayed decisions
The same open decisions appear at steering meeting after steering meeting.
When decision rights, escalation paths or attendance are unclear, choices on scope, design and release drift. The team keeps working, often on assumptions that later change.
Decision affectedWho decides, by when, and what happens when a decision is late.
Uncertain testing, cutover or operational readiness
A go live date is close and confidence in readiness is low.
Test completion, defect trends, data migration rehearsals and business readiness tell a clearer story than the plan date. Gaps found late are expensive to close.
Decision affectedWhether to proceed, delay or change the go live approach.
Understand the Risk. Establish the Plan. Lead the Recovery.
Most recoveries move through four phases. Clients engage Airan at whichever phase fits where the program is today.
- 01
Assess delivery conditions
Review the evidence and talk to the people involved to establish where the program actually stands.
Start here ifleadership needs an independent baseline before committing to a course of action.
- 02
Establish recovery priorities
Agree the corrective actions, owners, decision points and revised milestones that matter most.
Start here ifthe problems are known and the program needs a credible plan.
- 03
Execute corrective actions
Lead and coordinate internal teams and vendors against the recovery plan, within the authority agreed.
Start here ifa plan exists but execution needs leadership and follow through.
- 04
Manage through milestones and stabilization
Govern progress, readiness and the period after go live until the program returns to steady operation.
Start here ifthe program is close to go live, or struggling after it.
An assessment is available, not required. If you already know you need recovery leadership or delivery management, Airan can start there.
Eight Areas That Decide Whether a Program Can Meet Its Commitments.
Whether in an assessment or during recovery, Airan looks at the same eight delivery health areas. Select one to see what it covers.
Business alignment and scope
Whether objectives, success measures and approved scope still match what the business needs, and how scope change is controlled.
- Objectives and benefits leadership still expects
- Scope baseline against what is being built
- How change requests are assessed and approved
Typical evidence: charter or business case, scope baseline, change request register.
Schedule and milestone credibility
How realistic the baseline, critical path and forecasts are, and what has driven past changes.
- Original baseline against the current plan
- Critical path logic and remaining float
- The evidence behind forecast dates
Typical evidence: original schedule baseline, integrated schedule, status reports.
Financial and resource controls
Budget against actuals and forecast, and whether staffing and skills match the plan.
- Cost to complete and how it is estimated
- Staffing gaps in critical roles
- The link between spend, scope and progress
Typical evidence: budget and cost forecast, resource or staffing plan.
Governance and decision making
How decisions are made, escalated and followed through, and whether steering bodies get the information they need.
- Decision rights and escalation paths
- Age of open decisions
- Quality of steering papers and reporting
Typical evidence: decision and escalation log, steering committee papers.
Risks, issues and dependencies
Whether material risks have owners and mitigation that works, and whether dependencies across workstreams are tracked.
- Risks that repeat across reporting cycles
- Issues without owners or dates
- Cross workstream dependencies
Typical evidence: RAID register, dependency register.
Vendor accountability
Whether vendor obligations, acceptance criteria and handoffs are clear, tracked and enforced.
- Deliverables against the statement of work
- Acceptance criteria and sign off
- Handoffs between vendors and internal teams
Typical evidence: vendor SOW, deliverables and acceptance register.
Integration, data and testing readiness
Progress of integration build, data migration and testing, measured against plan and exit criteria.
- Test coverage, results and defect trends
- Data migration rehearsals and reconciliation
- Integration status across systems
Typical evidence: test strategy, defect aging report, data migration readiness report.
Deployment and operational readiness
Cutover planning, business readiness, support handover and hypercare, where relevant.
- Cutover plan, rehearsals and go or no go criteria
- Business readiness and training
- Support model and hypercare
Typical evidence: cutover plan, operational transition or hypercare plan.
When Advice Isn't Enough, Delivery Leadership Matters.
Findings only help if someone turns them into decisions, owners and dates, then follows through. Airan can lead that work alongside your sponsor, your team and your implementation partners.
ERP Recovery Leadership
Lead the recovery of an ERP program with your sponsor, team and implementation partner.
Technology Program Recovery Management
Run a recovery plan across projects, workstreams and vendors through agreed milestones.
Implementation Governance
Set up steering, decision rights, escalation and reporting that leadership can rely on.
Vendor Delivery Coordination
Hold partners to agreed deliverables, handoffs and acceptance, within the authority you grant.
Cutover and Stabilization Oversight
Govern go live readiness, cutover execution and the weeks after go live.
How it is scoped. These capabilities are delivered within ERP Turnaround & Stabilization and Enterprise Transformation Recovery. Each engagement is scoped around Airan's responsibilities, decision authority, staffing, milestones and duration, and confirmed in a written agreement.
Project Management Built for Programs Under Pressure.
Troubled programs rarely fail because of the software. They fail on forecasts, decisions and handoffs. Airan is built around fixing those, with no stake in your current plan, vendor or product.
- Independent
- Evidence first
- One integrated plan
- Decisions with owners
- Through go live
Large ERP and IT programs routinely finish late and over budget. The overrun is usually visible in the plan long before it shows up in a report.
We rebuild the forecast from the critical path and the evidence behind it, so leadership sees the real date while there is still time to act.
Most failures are management failures, not technology failures. Unsettled scope, slow decisions and weak governance do more damage than any defect.
We set clear decision rights, an escalation path and a steering rhythm that closes open decisions instead of carrying them forward.
Status reports often stay green until just before go live. Teams report effort and intent. The gaps sit in testing, data and readiness.
We report against evidence: test results, defect trends, data reconciliation and cutover rehearsals. Not opinion.
Delays build up in the handoffs between vendors and internal teams. Contracts rarely describe every dependency, so work waits with no owner.
We run one integrated plan and one RAID log across every vendor, with a named owner and a date for each dependency.
The business feels the pain after go live, not before it. Close, billing and supply chain disruption usually surface in the first weeks of production.
We govern readiness with clear go or no go criteria, then stay through stabilization until operations are steady.
Better Financial Workflows From Proposal to Payment.
For owners, CFOs, controllers and revenue operations leaders in professional services firms. Proposal-to-Cash connects the steps between approved work and money in the bank, so fewer of them depend on someone remembering.
- Proposal approval to invoice
- Automated payment follow up
- Exception and dispute visibility
- Payment collection workflows
- Accounting synchronization
- Configured on AiranSuite
- Proposal
- Approval
- Invoice
- Follow up
- Payment
- Accounting
AiranSuite is the software that runs these configured workflows. It supports Proposal-to-Cash only. It is not used for ERP recovery or program management.
Explore Proposal-to-CashQuestions Leaders Ask
What is the difference between ERP Turnaround and Enterprise Transformation Recovery?
ERP Turnaround & Stabilization focuses on one ERP implementation, migration, rollout or upgrade, including the period after go live. Enterprise Transformation Recovery covers broader initiatives where delivery has broken down across several projects, teams or vendors. The methods overlap. The scope and stakeholders differ.
Do we need to buy an assessment before Airan can help with recovery?
No. The Implementation Risk & Recovery Assessment is useful when leadership needs an independent baseline first. If you already know you need recovery leadership or delivery management, Airan can be engaged for that directly.
Can Airan work alongside our current implementation partner?
Yes. Most recoveries keep the existing systems integrator. Airan works with the partner and your internal team to agree the plan, clarify accountability and track delivery against it. The aim is to establish facts and move forward, not to assign blame.
Does Airan do the technical implementation work?
No. Your teams and technical vendors remain responsible for configuration, development, integration and data work unless additional specialist resources are expressly contracted. Airan provides assessment, governance and delivery leadership.
Which ERP platforms does Airan work with?
The founder's background includes Oracle E-Business Suite and Oracle Fusion Cloud ERP environments, and Airan can support other enterprise applications where it has suitable leadership and specialist capability. Airan is not an Oracle partner and does not claim vendor certification.
How is Proposal-to-Cash related to Airan's IT advisory work?
It is a separate service for a different buyer. Proposal-to-Cash helps B2B service firms automate invoicing, payment follow up and accounting updates, using AiranSuite. The consulting services help organizations assess and recover enterprise technology programs. One does not require the other.
Need a Clearer Path Forward?
Whether your ERP implementation needs stabilization, your transformation program requires stronger delivery leadership, or your financial workflows need improvement, start with a focused conversation about the problem.