Software Implementations

I’ve led implementations across OMS/WMS, contact management, call center platforms, financial systems, and HR software - and the goal was never just “go live.” It was don’t disrupt customers or teams.

The difference was treating every rollout as an operations-led change initiative, not a technology project. Operations owned the requirements - not the vendors. Phased rollouts was a must instead of big-bang cutovers. Parallel runs of old and new to validate orders, inventory, customer data, payroll, and financials were a requirement. Role-based training focused on what actually changed, not every feature was part of implementation.

Whether it was fulfillment, customer service, finance, or HR, the same rule applied - protect daily execution first.

The systems came online while maintaining service levels, accuracy, and trust - both internally and externally.

The lesson is that technology doesn’t break organizations but poor change management does.

When operations leads system implementations and keeps the frontline in focus, technology becomes an enabler - not a liability.