Infor customers
Organisations implementing, upgrading or recovering M3 / CloudSuite and needing stronger client-side programme leadership, governance, delivery assurance or executive control.
Infor M3 | CloudSuite M3 | Project & Programme Leadership
Senior Infor delivery leadership — from someone who knows both sides.
I support Infor customers and implementation partners with senior Project Manager, Project Director and programme leadership across M3 and CloudSuite delivery.
My background combines more than nine years with Infor / Lawson leading complex M3 programmes, upgrades, roll-outs and mobility initiatives, with later sponsor-side leadership of an Infor M3 SaaS transformation.
That means I understand the delivery pressures on both the implementation partner and the customer — and how quickly a programme can lose control when commercial commitments, technical reality and business readiness stop lining up.
9+ years with Infor / Lawson | PMP certified | Vendor-side + customer-side leadership | Middle East, UK & Europe | Dubai, UAE
Senior Infor leadership where the programme needs it most
I can support:
Infor implementation partners
Partners that need experienced Project Manager / Project Director capacity for a specific customer, programme phase, difficult delivery situation or temporary resource gap.
Multi-party programmes
Assignments involving Infor, customer teams, third-party specialists, integration partners and geographically distributed delivery organisations.
Programmes that have become difficult
Where scope, modifications, integrations, environments, testing, cutover or stakeholder alignment are creating delivery risk.
The engagement can be fractional, interim, project-specific or embedded for a defined phase.
Vendor-side delivery experience — and sponsor-side accountability
I spent more than nine years with Infor / Lawson leading complex M3 implementations, upgrades, roll-outs, mobility programmes and standalone delivery initiatives across the Middle East, UK and Europe.
That work covered the full lifecycle: early solution shaping, Statement of Work development, mobilisation, governance, delivery assurance, testing, go-live and transition.
Later, as Head of Group IT at Mattex Group, I sat on the customer side and led the transition from Microsoft Dynamics to cloud-based Infor M3 SaaS across the UAE, Saudi Arabia and the US.
Those two perspectives are useful together.
I understand:
- what an Infor or partner delivery team needs from the customer
- what a customer sponsor should expect from the implementation partner
- where scope and commercial commitments can create delivery tension
- how modifications, integrations and environment constraints affect the real plan
- why testing and business readiness often become the critical path
- how programme reporting can drift away from what is actually happening
- what needs to be escalated, and what simply needs stronger day-to-day control
My role is to help create one credible delivery position across those competing pressures.
Full-lifecycle Infor project and programme leadership
Mobilisation
Turn the signed scope and Statement of Work into a practical programme structure with governance, workstreams, accountabilities, reporting and immediate priorities.
Project / Programme Director leadership
Take senior ownership of delivery across business, functional, technical, data, integration and change workstreams.
Customer-side governance
Provide independent client-side control of programme status, risks, vendor commitments, decisions, change and readiness.
Partner-side project leadership
Augment an implementation partner with experienced M3 / CloudSuite delivery leadership for a customer programme or critical phase.
Programme recovery
Step into a programme that has lost momentum or confidence, establish the real position and create a credible path back to control.
Delivery assurance
Review an existing programme independently to test whether planning, governance, reporting, dependencies, testing and go-live readiness are credible.
Scope and change control
Manage complex change without allowing modifications, integrations or emerging requirements to quietly destroy the baseline.
Environment and release coordination
Create discipline around environments, upgrades, transports, dependencies and technical sequencing where these are affecting delivery.
Integration-heavy delivery
Coordinate work where M3 depends on third-party applications, mobility, document capture, data interfaces or bespoke modifications.
Testing and defect governance
Ensure testing progress, business acceptance, integration readiness and defect closure are tied to real go-live criteria.
Cutover and go-live
Lead the final transition into production with clear ownership, readiness criteria, decision gates, fallback thinking and executive visibility.
Operational readiness and transition
Make sure support models, ownership, service processes, users and operational teams are ready to operate the solution after project closure.
Typical situations
You need an experienced Infor Project Director quickly
A programme is starting or already underway, but the right senior delivery resource is not available internally.
The customer needs stronger control of the implementation partner
Reporting exists, but the sponsor needs an independent view of whether scope, plan, dependencies and commitments are realistic.
The programme has become modification-heavy
Customisations, interfaces and technical dependencies are growing and need stronger cross-workstream control.
Testing is not converging
Defects remain open, business acceptance is unclear or environment and data issues are preventing credible go-live planning.
A major upgrade or rollout needs senior leadership
The programme must coordinate multiple sites, countries, workstreams or release dependencies without losing control of the core objective.
Delivery confidence has fallen
Stakeholders have different views of status, dates keep moving or the plan no longer reflects the work actually required.
An Infor partner needs temporary senior capacity
A customer programme needs Project Manager / Project Director coverage for a defined period without making a permanent hire.
Proven delivery across complex M3 environments
The examples below are from my earlier career with Infor / Lawson or later customer-side roles. They are not presented as SIRICTECH client engagements.
Zahid Group — Saudi Arabia
While at Infor, I directed a $25M+ Infor M3 transformation over four years for a major CAT dealer and wider group operation.
The programme involved more than 50 consultants and over 100 customer FTEs, complex modifications, interfaces, interim upgrades and a multi-country delivery model. I helped shape the Statement of Work, supported the bid win and led delivery with an Egypt-based implementation partner.
PON CAT — Netherlands
I led a $20M+ M3 programme for a major European CAT dealer, working with more than 30 consultants and 80 customer FTEs.
The programme included solution freeze, testing, structured environment management, change control and ReadSoft Automated Data Capture supporting rental-business go-live in Norway and the Netherlands.
Aggreko — Global
I led a 15-month Lawson Enterprise Mobility for Service programme for an established Movex / M3 environment.
The rollout scaled to more than 1,500 users across a geographically distributed operation, alongside modifications, upgrades, integrations and training.
Sibelco — UK & Belgium
I led an 18-month greenfield M3 implementation for a complex manufacturing and distribution environment.
During delivery, scope expanded to include an upgrade to M3 10.1, requiring coordinated delivery across a multi-country team.
Polyflor — UK & Germany
I led a 15-month Infor ERP upgrade and consolidation, bringing seven discrete company environments into one database while managing complex modifications and third-party integrations.
PHS — United Kingdom
I led a $3M+ greenfield M3 programme for a fast-moving manufacturing and distribution operation, followed by further roll-outs.
Meadow Cheese — United Kingdom
I led a six-month greenfield M3 food and beverage implementation.
Briggs Equipment — United Kingdom
I led a two-month Lawson Enterprise Mobility for Service pilot within an established M3 environment.
Mattex Group — UAE, Saudi Arabia and US
Later, on the customer side as Head of Group IT, I led the transition from Microsoft Dynamics to cloud-based Infor M3 SaaS, alongside Infor BI and wider technology rationalisation.
Delivery leadership
Full-lifecycle ownership of M3 / CloudSuite programmes, including governance, RAID, scope control, environment management, testing, executive reporting, go-live and transition.
Commercial awareness
Experience authoring Statements of Work, managing contract expectations, controlling scope, challenging commitments and keeping stakeholders focused on value rather than activity.
Global-team leadership
Experience leading blended customer, Infor, partner and contractor teams across the Middle East, Europe, India, the Philippines and wider international environments.
Practical technical credibility
I am not positioning myself as the solution architect or hands-on developer.
What I do bring is enough technical depth from an earlier application-development background and years of enterprise delivery to understand integrations, modifications, data, environments and technical dependencies well enough to challenge plans and lead effectively.
Executive stakeholder management
I am comfortable moving from detailed delivery discussions into sponsor-level reporting, escalation and decision-making without losing the thread between the two.
If confidence is falling, the first task is to re-establish the truth
Infor programmes can become difficult for very ordinary reasons:
- too many modifications
- late interfaces
- unclear ownership
- weak environment control
- changing scope
- testing that starts too late
- unresolved data issues
- vendor and customer teams working to different assumptions
- a go-live date that remains fixed while the underlying plan changes
The recovery approach is the same principle I apply to complex delivery generally:
Establish the real position
What is genuinely complete? What is blocked? Which dates still have evidence behind them?
Reconfirm the delivery objective
Are scope, business outcome and go-live criteria still understood the same way by sponsor, customer and partner?
Expose the controlling dependencies
Identify the workstreams and decisions actually determining progress.
Reset governance and ownership
Make sure risks, decisions, actions and changes have clear owners and usable escalation routes.
Build a credible recovery plan
Do not protect an obsolete plan simply because it was previously approved.
Drive the recovery through execution
Stay close to delivery until the programme has earned confidence again.
Senior capacity without permanent overhead
An implementation partner may not need another permanent Project Director.
It may need someone experienced for one strategic customer, a difficult phase, a programme recovery, a mobilisation or a temporary capacity gap.
I can work as an extension of the partner delivery organisation while remaining focused on the quality of the customer outcome.
Typical support includes:
- Project Manager / Project Director augmentation
- Programme mobilisation
- Governance and PMO
- Customer-facing executive reporting
- Scope and change control
- Multi-party coordination
- Testing and cutover governance
- Programme recovery
- Delivery assurance
- Complex integration / modification oversight
The objective is simple: add senior delivery capability where it is needed, for as long as it is needed.
Independent client-side control
Customers often have strong business teams and a capable implementation partner, but still benefit from someone senior on their side whose only priority is the customer's programme outcome.
I can provide:
- sponsor-side programme leadership
- independent challenge of plans and status
- vendor performance governance
- scope and commercial control
- decision and escalation structure
- readiness and go-live assurance
- integration of business, technical and operational workstreams
- executive reporting
- transition into support
This is particularly valuable when the programme is business-critical but the organisation does not have an experienced ERP Programme Director available internally.
Flexible support for a defined delivery need
Fractional Infor Project Director
Recurring senior leadership for an active programme without adding permanent headcount.
Interim Project / Programme Director
Temporary leadership during recruitment, transition, leave or a demanding programme phase.
Partner augmentation
Embedded delivery leadership for an Infor implementation partner on a specific customer engagement.
Customer-side Programme Director
Independent leadership representing the customer's interests across the implementation.
Programme recovery
A focused intervention for a programme that has lost control, confidence or a credible plan.
Delivery assurance
Independent review and challenge while the current delivery team remains in place.
Mobilisation / go-live support
Senior leadership focused on a critical project phase rather than the entire programme lifecycle.
Infor experience with executive perspective
My Infor background is not limited to one implementation or one industry.
I spent more than nine years with Infor / Lawson delivering across equipment service, maintenance and rental, manufacturing and distribution, food and beverage, retail and wider asset-intensive environments.
I later became the customer executive responsible for an Infor M3 SaaS transformation, and then moved into broader CTO and technology leadership.
That gives me a practical combination of:
- vendor-side delivery experience
- sponsor-side ERP transformation experience
- executive technology leadership
- commercial and governance awareness
- programme recovery capability
- enough technical depth to challenge complex delivery
- the ability to operate comfortably with sponsors, business teams, functional consultants, technical teams and partners
Credentials:
- Project Management Professional (PMP)
- Infor Project Management Certified
- Infor Project Management Methodology
- Lawson Hero Award for outstanding contribution
- MA, Geographical Information Systems, University of Leeds
- BSc (Hons), Geography, University of Huddersfield
- Dubai-based with UAE Golden Visa
Need senior leadership on an Infor M3 / CloudSuite programme?
If you are an Infor customer or implementation partner and need an experienced Project Manager, Project Director, programme recovery lead or independent delivery view, get in touch directly.
Email: enquiries@sirictech.com
Corporate mobile: +971 52 479 4310