Matthew Seaton
Operational Transformation & ERP Program Leadership
I work with organisations where operations, systems and teams have fallen out of alignment — most often during ERP implementations, rapid growth or operational restructures.
20+ years operational leadership
ERP • Supply Chain • Systems Integration
Embedded. Commercial. Measurable.
They happen when systems, processes and teams slowly drift out of alignment.
ERP implementations stall.
Supply chains become reactive.
Reporting stops reflecting what is actually happening inside the business.
At that point, adding more technology rarely solves the issue.
What organisations typically need first is operational clarity restored — and systems realigned with how the business actually runs.
That is usually where I become involved.
Most transformation problems aren’t technology problems
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Observable Signals
Inventory levels fluctuate without clear demand drivers
Operational and financial reporting do not reconcile
Planning decisions rely on inconsistent or delayed data
Inventory adjustments increase without clear operational explanation
Investigation & Correction
Map demand planning → procurement → inventory → finance reporting flow
Audit replenishment rules, safety stock parameters and purchasing triggers
Identify reporting breaks between operational systems and finance
Rebuild inventory reporting structure and establish data ownership
Relevant Case Studies
APTco – Multi-Entity ERP Integration -
Observable Signals
Inventory growth outpaces sales demand
SLOB exposure increases across product categories
Cash becomes tied up in slow-moving inventory
Operational Investigation & Correction
Analyse SKU velocity, inventory ageing and SLOB concentration across product groups
Review procurement ordering logic, planning parameters and replenishment thresholds
Realign demand forecasting inputs with purchasing governance and inventory controls
Relevant Case Studies
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Observable Signals
Decision-making slows between finance, operations and commercial teams
Responsibilities overlap or remain unclear across departments
Operational issues escalate without clear ownership
Teams rely on informal workarounds to maintain progress
Operational Investigation & Correction
Map decision ownership across finance, operations and supply chain to identify governance gaps
Clarify accountability, reporting pathways and operational decision authority
Establish structured cross-functional governance and escalation pathways
Introduce recurring operational review cadence to stabilise coordination
Relevant Case Studies
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Observable Signals
ERP, WMS and reporting systems produce conflicting operational data
Teams rely on spreadsheets to reconcile operational information
Reporting outputs vary between departments
Leadership lacks reliable operational visibility
Operational Investigation & Correction
Audit ERP configuration, reporting structures and data ownership across systems
Trace operational data flow across ERP, WMS and reporting layers
Align system workflows with operational process design and reporting structure
Establish consistent reporting governance and single source of operational truth
Relevant Case Studies
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Observable Signals
Operational workflows stall or duplicate effort
Teams rely on manual workarounds to maintain output
Process dependencies between teams break down
Operational Investigation & Correction
Map end-to-end operational workflow across planning, production and fulfilment
Identify structural process breaks, duplicated activity and sequencing issues
Redesign workflow ownership and execution sequencing across operational teams
Relevant Case Studies
Deakin University – Multi-Site Operational Alignment
What I do
I work inside organisations during periods of operational instability or large system change.
My focus is restoring alignment between enterprise systems, operating processes and day-to-day execution.
Rather than operating as an external advisory consultancy, I work alongside leadership teams to stabilise execution and guide complex transformation programs through to operational outcomes.
Typical mandates include:
• ERP implementation or recovery
• Supply chain and operational restructuring
• Systems integration across finance, logistics and operations
• Restoring governance, reporting and operational visibility
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Change Strategy Development: Craft tailored change management strategies to align with business goals.
Stakeholder Analysis: Identify and engage key stakeholders to ensure buy-in and support.
Communication Planning: Develop clear, consistent communication plans to keep all parties informed.
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Vision and Mission Alignment: Align organisational vision and mission with strategic change initiatives.
Roadmap Development: Create detailed roadmaps for the successful implementation of change.
Performance Metrics: Establish KPIs to measure the success and impact of change initiatives.
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Risk Assessments: Identify potential risks associated with change and develop mitigation plans.
Crisis Management: Prepare for and manage crises effectively to minimise disruption.
Continuous Monitoring: Monitor change initiatives and adjust strategies as needed to ensure success.
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Technology Integration: Facilitate the seamless adoption of new technologies and systems.
Process Optimisation: Streamline business processes for improved efficiency and effectiveness.
Training and Development: Provide comprehensive training programs to upskill employees on new tools.
How I approach transformation
Stabilise
Re-establish operational visibility and control.
Identify where systems, processes and decision structures have drifted out of alignment.
Align
Correct structural gaps between enterprise systems, operating models and day-to-day execution.
Ensure technology supports how the business actually operates.
Scale
Embed the transformation so improvements sustain beyond the program itself.
Ensure systems, reporting and operational structures support long-term performance.
Selected transformation work
ERP Transformation
Led enterprise system alignment across finance, operations and supply chain during large ERP implementations.
Supply Chain Optimisation
Restructured logistics, warehousing and inventory systems to restore operational visibility and performance.
Business Separation
Directed operational separation and systems alignment during complex organisational restructures.
Operational Expansion
Supported organisations expanding into new markets by aligning CRM, ERP and operational systems with growth strategies.
