Our consultants are functional and technical specialists with real domain scars — budgeting, human capital, finance, payroll, procurement, supply chain and system administration — and every engagement runs with AIDA ECOS™ alongside them. Pick a platform.
ECC support ends in 2027, and the decisions that follow — hyperscaler, RISE, or your own floor — are licensing decisions as much as technical ones. We work both sides of that, so the architecture you choose is one you can actually afford to run.
System conversion for an existing ECC estate, new implementation where the starting point is legacy or non‑SAP, or landscape transformation where systems must be consolidated or split. Hosted on Azure, AWS, Google Cloud, RISE or on‑premises.
System health, transports, upgrades and patching, performance tuning and landscape management — increasingly executed and verified by {AIDA} with our Basis team directing rather than typing.
Intelligent buying and business network deployment, supplier enablement, and ongoing administration — including recovery of programmes that have stalled mid‑flight.
Business Technology Platform development, side‑by‑side extension and integration work that keeps the digital core clean.
Employee central and talent configuration, integration to payroll and finance, and the data hygiene work that decides whether reporting is trusted.
Financial process design and configuration, budgeting and planning, and analytics on SAP Analytics Cloud — reporting built on a data model that will survive the next reorganisation.
Fit‑to‑standard workshops against SAP Best Practices, a backlog that carries the gaps, and quality gates at each phase boundary. Where the estate moves to RISE with SAP we adopt that operating model and the shared responsibility split that comes with it, rather than pretending the boundary does not exist.
Workday rewards tenants that are configured deliberately and maintained carefully. We do both, and we stay after the deployment ends.
Core HCM, organisation and security design, business process framework, absence and time, and the integration points into finance and payroll.
Release readiness through the update cycles, security and role administration, integration monitoring, and reporting that does not break twice a year.
Programme management, data conversion, testing discipline and cutover governance — whether we lead the deployment or reinforce a team already in flight.
Architect and configure in prototype cycles with the customer in the room, then test in earnest before deploy. After go‑live the cadence does not stop: each Workday release gets a readiness pass against your configuration, your integrations and your reports.
We have been implementing, optimising and running Oracle estates for decades, which means we know where the pain actually lives: slow response, unplanned outages, and integrations nobody owns.
Apps DBA and administration, patching and cloning, performance and capacity work, and the monitoring that catches a degradation before a user reports it.
Custom development, interface and extension work, and the discipline to keep customisation from becoming the reason you cannot upgrade.
Support across Financials, SCM, HCM, CX and EPM Cloud, plus OCI integration — proactive monitoring, intelligent alerting and roadmap‑driven modernisation.
OUM governs E‑Business Suite work — iterative build inside a phased envelope, with go/no‑go at each transition. Fusion programmes run the Cloud ERP rollout model (OUM/CIDER), where configuration, integration, development, extension and reporting are tracked as distinct workstreams so none of them becomes the surprise at the end.
Adopting AI is mostly a data problem wearing a model's clothing. We fix the foundation first — and then the model work is worth doing.
Data Foundations Services move an organisation up this ladder deliberately: advisory, platform, then solution work.
Every model is versioned with the data and features that produced it, evaluated against a held‑out standard before it is allowed near production, monitored for drift afterwards, and retrained on a schedule somebody owns. Governance and access control are designed into the pipeline, not audited onto it later.
Someone has to hold the pager. When it is us, the platform doing the watching is the one we built.
Steady‑state operation of SAP, Oracle and Workday estates with defined response commitments and a continuous improvement backlog that actually gets worked.
Security architecture, identity and access, hardening, and readiness for the audits your customers will put you through.
Technology assessments, ITIL alignment and ROI modelling — the work that tells you whether the programme you are about to fund is the right one.
Incident, request, problem, change and release practices that a real service desk can sustain — with the control evidence those practices generate mapped to SOC 2 and ISO 27001 requirements, so the audit is a by‑product of operating well rather than a separate project.
We run the platform vendors' own current frameworks rather than inventing a house method and hoping it maps. Each one below also appears at the foot of the service it governs, so you see it in context.
| Framework | Where we run it | What it governs | Why we use it |
|---|---|---|---|
| SAP Activate | S/4HANA implementations and conversions | Phase gates, fit‑to‑standard workshops, backlog, quality gates, cutover | It is SAP's own method, so the deliverables line up with SAP's support model and partner reviews. |
| RISE with SAP operating model | Estates moving to the RISE subscription | Shared responsibility split between SAP, the hyperscaler and you | The boundary has to be explicit before go‑live — not discovered during an incident. |
| Oracle Unified Method (OUM) | E‑Business Suite programmes | Iterative build inside a phased envelope with transition gates | Oracle's method, and the one Oracle support expects to see evidence from. |
| Oracle Cloud ERP rollout model (CIDER) | Fusion Financials, SCM, HCM, CX, EPM | Configure, integrate, develop, extend and report as tracked workstreams | Keeps extension and reporting work visible instead of arriving as a surprise at UAT. |
| Workday deployment lifecycle | Workday HCM deployments and tenant work | Prototype cycles, testing, deploy, and release readiness twice a year | Workday's release cadence is not optional — the method has to absorb it. |
| MLOps | AI and data foundations engagements | Versioning, evaluation, deployment, drift monitoring and retraining | It is what separates a model that survives production from a demo. |
| ITIL | Managed services and steady‑state operations | Incident, request, problem, change, release, continual improvement | A service organisation can actually sustain it after we leave. |
| Agile, waterfall or a declared hybrid | Every engagement | How the work itself is sequenced and governed | A cybersecurity deployment and a regulated ERP cutover do not want the same shape. The engagement picks, not our preference — and we write down which. |
| Commissioning Levels 1–5 and IST | Data center delivery | Factory, site acceptance, pre‑functional, functional and integrated systems test | It is the only way a resiliency claim becomes a demonstration. See the facility practice → |
Whichever framework governs the work, it is written into the charter with its gates and its evidence requirements before mobilisation — so nobody is negotiating what ‘done’ means in the week of go‑live.
Seven steps. The first three are about understanding you, and we do not skip them to look fast.
Understand the mission, the business objectives and the constraints that are real versus the ones that are habit.
Evaluate the current estate — technical, functional, contractual — and name the risks while they are still cheap to address.
Bring options with trade‑offs attached, including the option to do less than you asked for.
Agree scope, sequence, ownership and the definition of done, in writing, before anyone mobilises.
Deliver against the agreed method, with {AIDA} carrying the repetitive and the verifiable.
Prove it against design intent, with evidence attached and periodic performance reviews rather than a single gate.
Commit all known factors to a distinct completion date, transition to run, and stay through hypercare.
An ERP programme with a date that cannot move. A facility that has to energise on schedule. An estate that needs to run itself more accurately than it does today. Start there — we will tell you honestly what it takes.