Most IFS environments are working. Few are working well.
The implementation went live. The invoices closed. The system runs. And then the operations team quietly starts building spreadsheets around it, workflows begin to drift, reports get stale, and the version becomes too old to safely upgrade.
This is the unglamorous middle of the IFS lifecycle — the years between go-live and the next major program — where most of the return is either captured or lost. It is also where the market is worst served: the SI who implemented has moved on, and Big-4 advisory is priced for transformations, not maintenance of value.
Grounded in operational reality
Advisory that begins where the operation actually happens — production, planning, inventory, service, maintenance.
Four areas where IFS quietly loses value — and where we recover it
Reporting the board can act on
Executive dashboards, planning views, financial and operational reports that stop breaking, stop drifting from the source data, and stop requiring a spreadsheet apology at every steering committee.
Workflow and BPA that removes silent tax
Approvals, notifications, exception handling, service-object logic — modernized so the operation stops paying a five-figure monthly tax in avoidable clicks, delays, and manual handoffs.
The end of the perpetual go-live
Recurring incidents, unresolved cutover issues, unowned customizations, and support debt — closed out with senior hands rather than escalated forever through a ticketing queue.
Upgrades without the calendar year of dread
A defensible view of what will actually break in your next IFS Cloud jump — customizations, integrations, reports, workflows — before the vendor timeline forces the decision.
Four ways in, priced for decisions — not proposals
Every engagement is fixed-scope, fixed-price, and closes with a written deliverable. Nothing open-ended. No T&M drift. Executives should be able to approve without a procurement cycle.
Executive Assessment
CA$4,000 fixed
A structured two-week review of the current IFS environment — support pattern, reporting posture, workflow gaps, custom-logic risk, upgrade exposure. Delivered as a written brief with prioritized recommendations.
Reporting Acceleration
From CA$3,000 fixed
A focused sprint that resolves the reporting backlog blocking finance, operations, and planning — with the underlying SQL, data-access, and delivery architecture rebuilt so it stops breaking six months from now.
Workflow Automation Sprint
From CA$6,000 fixed
One defined workflow domain — approvals, service objects, exception handling, cross-module notifications — automated end-to-end and handed back with documentation the internal team can maintain.
Fractional Solutions Architect
CA$5,000 / month
A senior techno-functional architect embedded on a fractional basis — for organizations whose internal IFS bench is one person deep and whose next major decision cannot wait for a full-time hire.
Executives at small and medium manufacturers
Typically 150–700 employees, with a small internal IFS team and no appetite for a Big-4 procurement cycle.
- Chief Information Officers
- Chief Operating Officers
- VPs of Operations & Supply Chain
- ERP & Applications Directors
- Plant & Maintenance Leadership
IFS Health Check
A two-minute diagnostic across reporting, workflows, inventory, planning, and upgrade readiness. Get a score from 0 to 30 and a personalized readout you can share with your team.
A two-week Executive Assessment
Fixed-scope, written brief, prioritized findings. Delivered to the executive sponsor, not the ERP team.
Different manufacturing models. Different IFS failure modes.
The problems an engineer-to-order shop has with IFS are not the problems a distribution business has. The advisory is shaped accordingly.
Complex product, project-linked execution
Project structure, engineering change, document control, and progress visibility across long-cycle ETO builds.
Order-driven planning, high variation
Planning visibility, lead-time pressure, reporting across custom production, and the exception load that comes with variability.
Installed base, service execution
Work orders, installed-base visibility, field service integration, and the workflow rigor a service P&L requires.
Stock position, replenishment, throughput
Inventory accuracy, replenishment friction, warehouse reporting, and the exception workflow that keeps service levels defensible.
A senior practice, deliberately small.
Fifteen years inside IFS environments across North America — manufacturing, maintenance, service. Technical enough to fix what the SI left behind. Functional enough to be trusted with the executive brief.
The firm is intentionally small. Every engagement is led by a principal — not a bench, not a delivery pyramid, not a sales team disguised as advisors. The scope is what a senior operator can defend, and nothing else.