Most ERP transformations don't stall because of the technology. They stall because the wrong people are in the wrong seats at the wrong time.

I built this practice around one belief: you can't place the right person into a complex environment if you don't understand the environment first.

So before I source a single candidate, I get on a call with the hiring leader. Not to take a job order. To diagnose what's actually breaking. Whether it's a post-acquisition integration with fragmented governance, a program that's lost momentum six months after go-live, or a team that keeps hiring technically strong people who can't survive the politics, the hire looks completely different once you understand the real problem.

That's what I call environment-first recruiting. And it's why the searches I take on tend to be the ones other recruiters couldn't close.

I work with ERP Directors, PMO Directors, Transformation Leaders, and VP IT at mid-size to enterprise companies running active transformation programs. The roles I place are the ones that actually move programs forward, ERP Program Leaders, Transformation Managers, Governance Builders, PMO Leaders, and the operators who thrive in ambiguity.

Industries I know well: construction, manufacturing, mining, infrastructure, building products, and any environment navigating post-acquisition complexity.

If you have a role that's been open too long, or you keep seeing the wrong candidates, let's talk.

tom@th-solutions.ca


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