In ERP and digital transformation programs, I clarify the decision process with sponsors and secure delivery with project teams in the field. I work with a focus on visibility and measurable value.
Project and portfolio discipline on canias ERP transformation programs — go-live, stabilization, and measurable delivery with clear visibility.
Not reporting for its own sake; decision cadence, risk early warning, and sponsor checkpoints in a control-tower approach.
Data readiness and process health first — the right foundation before AI investment.
Selected paths to get started.
ERP, PMO, go-live checklist, steering committee agenda and governance practices.
ERP project governance, PMO and decision mechanisms, AI-enabled project discipline.
Speaking topics for events, speaker profile and invitation details.
Profile, PMP / PMI Turkey / IAS and ERP–PMO experience.
Highlights
12+ years in ERP and software-driven transformation on the ground. At IAS Turkey I serve as PMO Manager & ERP Consulting Manager: I set up project and portfolio discipline on canias ERP transformation programs, align teams to the same goal, and run the operating cadence that secures delivery.
My focus is governance and ownership before technology: speeding the right decisions with the right visibility, catching risks early, and getting projects to finished—not just planned.
Related pages
Detailed pages and approach:
The Turkish Reality
Projects multiply; control stays scattered. When decisions slip, the calendar stretches, cost rises, and teams burn out. The heart of transformation isn't technology—it's governance, ownership, and the discipline of finishing.
Many organisations in Turkey look digital; but work still flows through Excel, email, and personal follow-up. ERP is often reduced to a "record system"; decisions and operations don't feed from it. Real transformation starts when end-to-end integration, data quality, and a decision cadence are in place.
Here I share field experience and a governance-focused approach; my focus is decision cadence and delivery discipline.
Field Realities
What actually derails large-scale projects — and what I do instead.
Common Failure Patterns
My Approach
Anonymous Field Notes
Short notes, without naming institutions, on which friction point was addressed and what became clearer.
Friction point
In an ERP program with weak sponsor-level visibility, critical decisions accumulated week by week.
A fixed decision agenda and clear escalation line improved decision visibility and reduced waiting time noticeably.
Friction point
As go-live approached, ownership was fragmented across teams and risks were pushed into the final weeks.
A single readiness flow clarified accountability and surfaced critical gaps earlier before cutover.
Friction point
The PMO was producing reports, but struggled to convert them into action.
The reporting layer was simplified around decision points, and meetings shifted from status sharing to action tracking.
Where to Start
Guides: concise, educational content on ERP and PMO.
What ERP is, causes of drift, go-live checklist and first 90 days.
Read guide →PMO definition, sponsor cadence, risk early warning and governance practices.
Read guide →Speaker
I present at conferences and corporate events on transformation management, PMO, and ERP leadership.
Speaking topics and invitation details for corporate and academic events are on the speaker page.
Start here
April 15, 2026
PMI's 2025 Project Success Research argues the classic triangle — on time, on budget, in scope — no longer adds up to success. The global Net Project Success Score sits at 36 out of 100. The field already knew this. Value shows up before the output does, in the space that trust, ownership and openness make room for.
Read more
April 10, 2026
Hypercare is the stretch right after go-live where the system is held up under real business load—not a label on a slide about “support weeks,” but concentrated stabilization and visibility. Go-live is not the finish line; data, process, ownership, and the decision line are tested afterwards. When things fray here, it is often less a technical collapse than sponsor and management visibility quietly falling away.
Read more
March 17, 2026
As everything accelerates, why don’t clarity, trust, and judgement rise at the same pace?
Read more
Featured content
Selected guides and notes.
What ERP is, causes of drift, go-live checklist and first 90 days.
PMO definition, sponsor cadence, risk early warning and governance practices.
Pre go-live checklist: data, integration, UAT, rollback, hypercare.