The Standing Timber Accrual No Finance Module Assumes
Why biological growth breaks the standard back-office ledger — and what to build instead.
For the executive leading a transformation
You're not replacing a system. You're building the business you want to become.
I make sure you actually get there.
— Sandra
Independent oversight for $50M–$500M manufacturing & forestry businesses. I know everything your solution partner knows. The difference is who I answer to — your business, the CEO, the CIO — and what I'm aiming at.
Everyone in the room is aiming at something
Only one chair is aimed at where you're trying to get to.
A transformation is the rare moment you get to pull ahead — not just swap systems, but build the business you're trying to become. Whether you actually get there comes down to what the people running it are aiming at. And almost no one in the room is aiming at your ambition:
Your team
Keeping the business running through the change.
Your partner
Going live — on scope, on budget, on time.
Me — the third chair
The business you're actually trying to become.
Those first two are necessary. Neither one is your ambition. That's the seat I take.
What you come out with — every time
Three things that decide whether it was worth it.
01
You get what you paid for.
The full value of the business case — realized in the system, not quietly watered down in a workshop to fit the standard template.
02
You keep your edge.
The processes that make you money are built in and sharpened — never standardized away to make the software's life easier.
03
You move with your eyes open.
Every trade-off, cost and compromise on the table while it's still cheap to change — not discovered a year after go-live.
About
Independent, by choice
I spent twenty years watching good companies hand their hard-won edge to a vendor — because no one in the room was paid to fight for it. Eventually, I stopped watching.
I've been in the blueprint workshops. I know the exact meeting where it goes quietly wrong — the polite one, where a process that took years to get right gets a single line in a spec, and everyone nods. I've watched it from the vendor's side of the table and from the client's. That's why I can see it coming.
I'm fluent in two languages that rarely sit in one person: the boardroom and the build. I can reassure your steering committee and cross-examine your vendor's architect in the same afternoon — and neither one gets to bluff me.
I'm independent on purpose. No software to sell you, no implementation to win, no side to be on but yours. Which means I'll tell you the uncomfortable thing early, while it's still cheap to fix — instead of the comfortable thing that keeps the dashboard green.
If that's the kind of person you want in the room, we should talk.
— Sandra
Insights
Field notes from inside the room.
The patterns I keep seeing on transformation projects — written plainly, for the executive who has to make the call.
Your ERP Project Has Two Sets of Metrics. Only One of Them Is Yours.
How standard ERP templates quietly flatten the processes that make you money — and how an independent architect keeps your edge intact.
Read the essay →How to Read a Statement of Work Like the Vendor Hopes You Won't
The three places your scope quietly narrows before you have even signed.