S/4HANA Migration.
Cutover. Hypercare. Done.

Global SAP programme leadership — from R/3 to S/4HANA by whichever route fits your landscape: brownfield, greenfield, bluefield, RISE-based moves, hybrid transitional landscapes. Multi-country rollout waves, cutover management, hypercare. One accountable owner from analysis to release.

The SAP world is its own universe — its own terminology, its own risks, its own rhythm. It deserves leadership that knows it from the inside: what a brownfield migration does to custom code, what a release wave really demands, how the night between the last R/3 transaction and the first S/4HANA morning must be planned to the minute.

5,000Users migrated in one wave
~20Countries led per programme
30Project managers coordinated
3,000Team members in largest programme

What I Deliver

S/4HANA Migration — Every Route, Chosen for You

Greenfield, brownfield, bluefield, RISE-based moves, hybrid transitional landscapes — the strategy is chosen from the full range SAP offers, based on your landscape, custom-code reality, timeline and budget. I have led RISE-based migrations at global scale, steered hybrid R/3/S/4 landscapes through multi-wave transitions, and merged S/4HANA landscapes across legal entities. The route follows your situation — never the other way round.

Cutover & Go-Live Management

The discipline your SAP programme stands or falls with. Freeze planning, mock cutovers, data load sequencing, integration testing windows, fallback strategies, command-centre orchestration on the night, and hypercare until the business runs stable. Planned to the minute — for every country, in every wave. Global cutovers generate thousands of messages across time zones — I have used AI systems to organise and control the information flow through the programme and the cutover itself, ensuring that nothing important is lost in the noise. Long before it was fashionable; effectively, because it had to be.

Global Rollout Waves

Multi-country rollout programmes with regional wave logic: country-specific legal and reporting requirements, localisation, data quality readiness, and country-by-country hypercare with a single global programme backbone.

Day-to-Day C-Level Reporting

Daily executive reporting during critical phases — progress, risks, decisions needed — in language the steering committee can act on. When you sponsor an SAP programme, you will never wonder where it stands.

Illustration: chaotic data streams resolving into one calm dashboard

Proof in the Field

SAP programmes delivered — not presented.

Global S/4HANA Migration — Fortune 500 Energy Group

Led the cutover management team for a global R/3 → S/4HANA migration under SAP RISE: ~20 countries and ~5,000 of the 15,000+ users in scope, 30 project managers coordinated within a 3,000-member programme. Daily C-level reporting. All Go-Lives and hypercare phases delivered on schedule.

Legal-Entity Merger on an S/4HANA Landscape

Analysed an S/4HANA landscape of 250+ applications, modified the affected IT and business processes including group reporting and consolidation, tested every element, and executed the change to a legally fixed, non-extendable deadline.

Carve-Out Audit: Parallel SAP Programmes in the 3-Digit Millions

Audited the parallel SAP programmes running during a global carve-out — uncovering scope conflicts, interface risks and budget collisions between them, and steering the corrective course across all parties before the separation date. Third-party-neutral: the authority to challenge internal and external programme leads alike.

SAP in the Centre of a 76-Country Business Transformation

Redesigned global complaint management across 76 countries and ~5,000 people: a cloud-based Salesforce and BI solution with deep SAP integration, delivered via agile at scale — eight sub-projects across four countries, ~$27M budget. SAP competence applied outside the SAP box: integration, not isolation.

From Building ERPs to Leading Them

Before directing ERP programmes, I developed them: head of R&D for ERP systems, architect of middleware and interfaces, and later owner of a portfolio of ~200 software projects across international subsidiaries. That is why consultants cannot bluff me with "technical necessity" — I built the things they are migrating.

Why SAP Programmes Fail — And What I Do About It

Too Many Unaccounted Hands

SAP programmes drown in interfaces: functional consultants, technical consultants, partners, suppliers, internal departments — and a steering committee that sees a green status until six weeks before the date. I lead with one accountable structure across all of them: every workstream, every partner, one owner who is present when the problems actually appear.

The Night Matters More Than the Plan

Migration decks are written months ahead; Go-Lives are lived at 2 a.m. under pressure with a business waiting on Monday. Mock cutovers, rehearsed command structures, rehearsed rollback paths — I plan the night like the operation it is.

Systems Change — People Too

An S/4HANA Go-Live is a business event, not an IT event. End-user training, role mappings, works-council alignment, hypercare staffing — the morning after must work for the business, or the cutover was theatre. I have managed both sides of that night, repeatedly, at scale.

Your S/4HANA Date Is Approaching?

Whether you need programme leadership for the whole journey or rescue for a struggling cutover — first conversation is free, and honest.

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