Behind the Desk: Business Systems Transformation

Welcome to “Behind the Desk”, a JSS series that highlights our consultants’ experience and on-ground expertise, helping businesses and professionals navigate the recruitment market for their sector.

Today, we’re featuring Oliver Jackson-Evans, who began his recruitment career in 2018 and oversees the ERP/HRIS advisory function for JSS Transform. Discover how Oliver helps his clients navigate business system transformation, leveraging his knowledge to offer his clients and candidates a truly advisory approach.

Meet Oliver: Leading Business Systems Transformation at JSS Transform

 As a Business Director for JSS Transform, I focus on growing our ERP/HRIS practice. I guide companies through Finance and HR system changes, including greenfield implementations, upgrades, carveouts, M&As, and turnarounds.

 Before recruitment, I played professional rugby for seven years, learning invaluable skills like relationship building, stakeholder management and resilience. I started my recruitment career at a start-up consultancy specialising in digital transformations, where I built their ERP practice from the ground up and became partner in 2022.

What type of businesses and roles do you usually support?

I primarily support medium to small-businesses in the commerce and industry sector, where the consultants we work with drive significant impact and change. These businesses are often facing substantial transformations, such as PE-driven M&As and carveouts, global expansion, or leadership changes.

My expertise lies in building specialised transformation teams to overhaul their ERP and HRIS systems. I work with both contract and permanent roles to do this, as contractors bring the specific expertise needed to launch projects, while permanent staff often ensure the continuity and stability of the system after the initial phase.

Navigating ERP & HRIS Transformation

How has the transformation industry evolved over the last year?

 Over the past year, the industry has largely remained steady despite market fluctuations. Whether businesses are growing, undergoing M&As, or restructuring, the need for transformations often persists. For instance, rapidly expanding companies often need new systems to handle their increased workloads and private equity firms frequently look to improve IT and back-office systems when acquiring or divesting companies. This can involve process improvements, reconciliations, or implementing new ERP systems.

Even during more challenging economic times, strong drivers for transformation exist. Private equity firms may acquire companies with depressed stock values to rebuild and enhance operations, which still requires significant ERP changes.

Are there any emerging trends you think businesses and candidates should be aware of?

We’re observing a shift towards more cost-effective ERP solutions, with lower-tier systems gaining popularity as options like SAP and Oracle maintain their high price points. Different systems are also starting to carve out specific niches: Microsoft Dynamics 365 is gaining traction in the not-for-profit sector, partly due to discounted promotions, while NetSuite is dominating among SaaS and eCommerce companies. I advise businesses and candidates to stay attuned to these trends, as they will increasingly demand specialised skills and expertise tailored to each sector.

Talent Strategies in Business Transformation

How do you tailor your approach to find the best match for everyone?

 To help find the best outcome for all parties, I leverage my experience to advise on achieving the best outcomes. For technical roles, specific system experience is often essential, while leadership and PMO positions benefit more from industry expertise. By asking targeted questions, I help businesses prioritise their expectations and uncover the best qualities for each role to build a well-rounded team and provide our clients with a consultative approach tailored to their programme needs.

When I vet candidates, I prioritise quality over quantity. My extensive network means I can thoroughly vet candidates, providing reliable references and first-hand knowledge about their suitability. I offer honest feedback to clients, including for their internal applicants if I know them, and manage expectations by setting realistic priorities. I guide clients toward finding the most suitable candidates within budget and time frame.

Also, for team structures, we often recommend deploying pre-assembled teams with proven success through consultancy and statement of work (SOW) engagements. By using a managed service model, we’re able to offer clearly defined deliverables and expectations – providing a cost-effective alternative to the high fees charged by larger firms. We also offer independent Quality Assurance and advisory services through experts, to help with the success of transformation initiatives.

How do you stay updated on market trends?

 I regularly attend ERP events, which offer valuable insights and the latest developments in the field. Beyond formal events, my natural curiosity drives me to engage in meaningful conversations with experts and industry insiders daily. I enjoy these exchanges with my network to help keep my candidates and clients informed about the latest trends and shifts in the industry.

Looking Ahead: The Future of ERP Transformation

What is the outlook for ERP transformation over the next 6-months?

My outlook for the rest of the year is cautiously optimistic. Many in the industry hope that post-election stability will boost market confidence and investment, potentially leading to economic growth. This might prompt companies to continue with essential ERP programmes, such as upgrades, integrations, reimplementation, or process optimisation.

We might also see more investments in “nice to have” programmes, including advanced ERP capabilities for better forecasting, accommodating growth, or transitioning from on-premises to cloud-based solutions. While these transitions involve intial costs and risks, the long-term benefits, such as cost-savings from reduced personnel and eliminated physical data infrastructure, can be significant.

Not to mention, innovation is increasingly focusing on AI systems and automation, reducing the need for manual management for repetitive tasks prone to human error. Despite the promise of these technologies the expense and complexity of ERP transformations may make companies cautious. The key is balancing immediate operational needs with strategic, long-term planning.

What advice would you offer businesses and transformation professionals over the next year?

For ERP programmes, investing in a high-quality team is essential. Cutting costs by hiring cheaper consultants can lead to issues, with some companies having faced setbacks and needing to restart their implementations. Given the ERP program’s defined variables and timelines, outside IR35 contracts are often more suitable than fixed-term or permanent positions. These contracts are often more attractive to top candidates, especially for technical roles, as they offer greater flexibility and potentially more lucrative terms.

 Companies should also carefully evaluate their contracting approach to attract and retain the best talent for their ERP programs. Establishing realistic budgets and clearly defining transformation goals are essential to ensure that requirements are achievable and aligned with market expectations. Also, balancing flexibility with the push for more in-office work can help widen the talent pool and attract high-calibre professionals.

 For deeper insights into business systems transformation and to explore how we can support your team or career growth, connect with Oliver Jackson-Evans on LinkedIn or reach out via email at Oliver.Evans@jss-transform.com.