Within weeks of acquiring a global manufacturing business, a top-five private equity firm uncovered a serious issue: an in-progress ERP implementation was over budget, behind schedule, and lacked clear leadership. Rather than letting the project continue to drift, the firm moved quickly. By conducting a rapid assessment, bringing in experienced ERP leadership, and resetting expectations around ownership, budget, and delivery, the team stabilized the program and achieved a full ERP go-live in just five months—meeting the targets of the reset timeline and budget.
About the Company
In January 2025, a major top-five private equity firm acquired a global manufacturing platform generating approximately $125 million in annual revenue. The business operated across multiple regions and had already been working for more than a year on an ERP implementation intended to modernize manufacturing and core operations.
During due diligence, the ERP project was positioned as a strategic initiative already in progress. However, once the transaction closed and the ownership team gained full visibility into the program, it became clear that the implementation was in trouble and required immediate intervention.
Why the ERP Required Immediate Action
Post-close, the private equity team made the ERP program an early priority. The goal was not just to understand what had gone wrong, but to determine whether the project could be saved — and if so, how to do it without adding further risk to the business.
A rapid assessment revealed several fundamental issues:
- The project had lost focus, expanding beyond its original business goals
- Costs were escalating with no clear limits or accountability
- Timelines were unreliable, with no firm go-live date in sight
- Teams were misaligned, including business leaders, technical staff, and the software vendor
- Ownership was unclear, with no single leader responsible for outcomes
“There wasn’t a technology leader, there wasn’t a strong business sponsor, and there wasn’t a partner effectively managing the program.”
For a newly acquired manufacturing business, the ERP system was too critical to abandon—but continuing on the same path was not an option. The ownership team needed experienced leadership, clear structure, and a realistic plan to move forward quickly.
Why Clear iQ Was Brought In
A member of the executive team had previously worked with Clear iQ and recommended them based on direct experience. Clear iQ was brought in not as an advisory firm, but as hands-on project leadership responsible for stabilizing and leading the ERP implementation.
Clear iQ was selected because they offered:
- Experienced ERP leadership that could step in immediately
- Strong operational perspective, bridging business needs and technical execution
- Clear project ownership, with accountability established from day one
- Practical budget and timeline management, critical in a post-acquisition environment
- Vendor oversight and control, ensuring the software provider stayed aligned with business priorities
“We needed leadership, governance, and project management—and that’s where Clear iQ fit.”
Although Clear iQ did not have prior experience with the specific ERP platform (Infor M3), their ability to manage vendors, enforce standards, and keep the project focused on outcomes proved more valuable than platform-specific expertise alone.
Choosing Clear iQ over Large Consulting Firms
The private equity firm intentionally chose Clear iQ over large consulting firms. The priority was speed, experience, and direct involvement—not long ramp-up periods or layered teams.
Clear iQ’s senior leadership worked directly on the project, with no outsourcing. This allowed for faster decisions, clearer communication, and tighter control during a critical phase of ownership.
“Speed mattered. Clear iQ’s senior team was hands-on from day one, which allowed us to move quickly and avoid the delays that come with large, layered consulting teams.”
Stabilizing the Program: From Chaos to Control
Clear iQ entered a complex environment and immediately focused on simplifying what had become overly complicated. They clarified roles, reset expectations, and established a clear plan that both business and technical teams could align around.
With strong leadership in place, the ERP effort shifted from a fragmented initiative into a structured, manageable program. Clear iQ worked closely with ownership and management to manage trade-offs, address risks early, and maintain momentum.
Just as importantly, they restored confidence—both in the project itself and in the team’s ability to deliver it.
The Outcome: ERP Live in Five Months, On the Revised Schedule and Budget
The ERP system successfully went live in September 2025. Using a revised budget and a reset execution plan, the project was completed on time and within budget while still meeting its original objectives.
“Doing an ERP on time, on budget, and to scope are the three most important measures—and Clear iQ led the team through all three.”
For the private equity owner, the outcome delivered more than a functioning ERP system. It reduced operational risk, stabilized a critical initiative early in ownership, and ensured the platform could support future growth.
Conclusion
This engagement highlights the difference between advising from the sidelines and leading from the front. By stepping in with clear ownership, practical leadership, and disciplined execution, Clear iQ transformed a struggling ERP project into a successful foundation for the business.
“I would highly recommend Clear iQ. They were exactly what we needed for this type of project.”
For the private equity firm, the turnaround not only protected the ERP investment—it established a repeatable approach for managing complex technology risks across future acquisitions.
