We are often called in at the point of crisis. We could just as usefully be called in three months earlier. If something in your programme is starting to worry you — not yet a fire, just a feeling — that is a reasonable moment to have a conversation.
“A product-costing engine that could not reach production speed. The business was preparing to write off the investment.”
A Tier-1 agribusiness was about to scrap its global product-costing engine — the prototype ran so slowly it could not go to production. We re-architected the calculation flow with targeted ABAP and data-model changes, lifting performance roughly 100×. The redesign went live as the global solution and became the template for all subsequent country rollouts.
Facing something similar?“A financial delegations rebuild that had stalled mid-programme. Taken over and steered to go-live.”
A Public-Private-Partnership rebuild of financial delegations had stalled under the previous architect and was on a steering committee watch list. We took over mid-flight, stabilised the design, and rebuilt trust with the programme sponsors before steering it to a clean go-live. We were retained into the support phase. The delegations model is still running in production years later.
“Two competitive evaluations against established SAP suppliers. Both won with a reusable global workflow framework.”
A Swiss bank and a global engineering group were each in procurement for SAP delivery services. We competed with a sharper architecture proposal and a reusable global SRM approval-workflow framework, configurable per country rather than rebuilt per engagement. Both clients selected us. The framework was reused on three further programmes without redevelopment.
“Finance and controlling master data across 100+ SAP clients. No central source of truth. IDOC errors on every sync attempt.”
A global oil major ran finance and controlling master data across more than a hundred SAP clients with no authoritative source, and every synchronisation attempt drowned in IDOC errors. We built a distribution layer using IDOC classification and filter logic that routed only the right records to the right systems, plus an automated monitoring grid covering all of them. What used to take a team of administrators the entire week became a daily exception list of a handful of items. The model was rolled out as the global standard for FI/CO master data movement.
“FX rates drifting between 20 country ERPs and the central SRM hub. PO valuations breaking every month-end.”
Twenty country ERPs were drifting away from the central SRM hub on FX rates, breaking purchase order valuations every month-end. We designed a reverse-alignment process that pulled rates from each ERP, reconciled them centrally, and pushed back a single corrected set on a controlled cadence. Month-end PO disputes dropped to near zero across all 20 countries. The mechanism was made a standing global control in the SRM operating model.
“Five payment providers across multiple booking channels, each integrated separately. No consolidated cash view.”
A Swiss travel group was juggling Ingenico, Computop, PayPal, Twint and SEPA across multiple booking channels, with every integration written as a standalone piece of work. We consolidated the payment layer behind a clean API contract and connected hundreds of endpoints through a Python-to-SAP bridge, so new providers could be plugged in within days rather than months. The CFO received a single reconciled view of cash-in across all rails. The same architecture was extended into a blockchain advisory track to the CXO suite.
“Two SAP security proof-of-concepts the R&D team had been working on for a year without a working result.”
An SAP security vendor needed proof-of-concepts to protect IDOC and RFC payload content in transit, and to keep BI/BO extracts safe during scheduled runs — both had been in the internal R&D backlog for over a year without a working result. We delivered working POCs against real SAP systems within weeks, including the data-protection hook into the BI scheduling layer. Both became productised features in the vendor’s product line.
“A middleware platform in procurement to expose a handful of SAP endpoints to a SaaS product.”
A Swiss SME needed to expose several SAP endpoints to a SaaS product and was on the verge of purchasing a middleware platform to do it. We built token-based REST APIs directly out of SAP using SM59 destinations and native endpoints — no extra platform, no additional licence, no intermediate hop. The integration went live in weeks and remained straightforward to monitor from inside SAP. The middleware purchase was cancelled.
“SAP documents routed through an intermediate archive service before reaching Azure. Cost and latency on every hop.”
SAP-generated documents were being routed through an intermediate archive service before landing in the client’s Azure environment, adding cost and latency on every transaction. We built a direct SAP-to-Azure BLOB transfer over API so documents went straight from creation to the target storage container. Storage cost dropped, latency dropped, and the intermediate service was decommissioned. Audit signed off on a simpler, more transparent chain of custody.
“The QR-bill standard arrived. The existing SAP invoice form could not produce a compliant payment slip.”
Switzerland’s QR-Rechnung standard came into force and the client’s existing SAP invoice form was not ready. We delivered a QR-Rechnung output form integrated into the standard billing run, with correct encoding, reference structure, and bank-validated layout. The first compliant run hit production on the regulatory deadline. The form became the template reused across all the client’s subsidiaries.
“SAP user provisioning across the landscape: ticket-driven, days per joiner-mover-leaver cycle.”
User provisioning across the SAP landscape was manual — copy-paste, helpdesk-driven, taking days per joiner-mover-leaver event. We built a Central User Administration automation layer that took HR system events and propagated them across all relevant SAP systems with the correct roles and authorisations — years before SAP packaged an equivalent capability as standard product. The JML cycle dropped from days to minutes. The control framework passed internal audit on first review.
“A two-year backlog of complex FI, MM and workflow defects that the internal team could not close.”
An internal team had accumulated two years of complex techno-functional defects spanning FI, MM and custom workflow. We worked through the entire backlog as a single architect-developer, fixing root causes rather than applying workarounds, and cleared it in months. Several underlying patterns were rewritten so the same class of defect could not recur. Escalation to the SAP Centre of Excellence on those topics stopped.
“S/4HANA migration: the same three issues appear in almost every programme, regardless of sector or approach.”
Across more than ten S/4HANA programmes — greenfield implementations and brownfield system conversions alike, spanning manufacturing, pharma, financial services, and the public sector — the same points of risk appear before almost every cutover. Custom ABAP that behaves differently against the S/4HANA data model than it did in ECC, often without surfacing an error until a user triggers the right path in UAT. Integration endpoints that were correctly configured at the original go-live and have since drifted without anyone noticing. Functional scope that looks complete in design documentation but reveals gaps when real users open it in the new environment. None of these are unusual. All of them are identifiable earlier in the programme cycle with the right review approach — and easier to address before the cutover window than during it.
Facing something similar?We are often called in when something is already in difficulty. We are just as useful three months earlier. If you recognise any of these patterns in your current programme, a direct conversation is a straightforward next step.
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