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They configure. We engineer.
The kind of ERP and operational-transformation programmes that the Big Four sell, delivered by the engineers who built the systems being transformed. We work with you on the same engagement shapes — discovery, blueprint, build, integration, training, cut-over and managed services — but the configuration boundary that breaks Big-Four engagements is, for us, the engineering boundary we already control.
Programme shapes you recognise
Discovery → blueprint → build → integration → training → cut-over → hyper-care. The Big Four sell exactly these. So do we.
Engineers, not configurators
When a programme meets an unusual operational reality, we engineer the platform we ship. Big-Four firms file a ticket and wait.
Predictability you can defend at the board
Discovery within 48 hours. Assess deliverable in four weeks. Design in twelve. Pilot in one quarter. Public commitments. Held to.
One accountability, decades long
Most of our customers have worked with us for more than ten years. The team that delivers the programme is the team that runs the system afterwards.
Service lines
Eight named practices. Each with deliverables, team profile, engagement window and a written deliverable that names the trade-offs.
ERP transformation programmes
Full-cycle implementation of Axional ERP — including replacement of an incumbent legacy ERP. Programme management, business analysis, configuration, integration, data migration, training, cut-over, hyper-care. Engagement window: 9–24 months.
ERP advisory and vendor selection
Independent assessment, RFP support, TCO modelling, decision frameworks. We are honest when Axional is not the right fit — a hundred-country multinational on SAP S/4HANA should usually stay there, and we will say so. The honesty is the brand. 6–12 weeks fixed-price.
Operational process re-engineering
Finance, procurement, supply chain, healthcare procurement and billing. Target operating models with explicit process maps, RACI matrices and KPI definitions — before, during or after a system change. 8–16 weeks per workstream.
Healthcare advisory
The flagship vertical. Hospital procurement, regulated billing, multi-entity reporting, integration with national health systems and private payers. Advisory through to managed services. 8–16 weeks (advisory) to 12–24 months (transformation).
Programme management
Multi-year, multi-vendor, multi-workstream ERP programmes — frequently as the customer-side accountable PMO alongside other implementation partners. Charter, governance, workstream plans, risk register, status cadence. 12–36 months typical.
Change management and adoption
User enablement, training curricula, train-the-trainer, executive coaching, super-user networks, adoption KPIs, readiness reviews. The work that turns a successful go-live into a successful business outcome. 6–18 months, scaled to programme size.
Application managed services
Long-horizon operation of customer applications — including fiscal-update releases (SII, TicketBAI, Verifactu, modelo 347/349), enhancement backlog, incident response and continuous-improvement roadmaps. The annuity of the services portfolio. Multi-year ongoing.
The Big-Four contrast, in one paragraph
Accenture, Deloitte, PwC, KPMG and EY sell ERP transformation programmes for hundreds of millions of euros a year. Their programme management is excellent. Their change practices are mature. Their analysts are senior. The structural difference is what they ship at the end of a phase: configurations of a vendor's software they did not write. When the configuration meets an operational reality the vendor did not anticipate, the Big Four can only file a ticket and wait.
We deliver the same programme shapes. We use the same phase cadence. We bring the same disciplines of programme management, process design, change management and managed services. The difference is in what happens at the configuration boundary: for us it is an engineering boundary we already control — within the same engagement, by the same team.
This is not a comparison on size. It is a comparison on what the customer can ask for and receive without leaving the room.
Engagement profiles, side-by-side
| A typical Big-Four ERP programme | A deister software programme | |
|---|---|---|
| Programme shape | Discovery → blueprint → build → integration → training → cut-over → hyper-care | ✓ Same. Discovery → blueprint → build → integration → training → cut-over → hyper-care. |
| Programme management | Mature, senior, well-staffed | ✓ Senior, owner-managed, accountable to one customer at a time |
| Software ownership | Vendor's. Configured by the implementation partner. | ✓ Ours. We engineer what we ship. |
| When config meets unexpected reality | Vendor ticket; outcome depends on the vendor's roadmap | ✓ We extend the engine, in scope, in the same engagement |
| Long-horizon accountability | The programme team rotates after go-live | ✓ The team that delivered the programme runs it afterwards |
| Honesty about fit | Variable; the firm's incentive is to land the programme | ✓ Codified. We say no when the answer is no. |
How we work
Every engagement begins with a written deliverable that names the trade-offs. Customers who buy a Big-Four programme often discover halfway through that nobody wrote the trade-offs down. We do, in week one, in plain language, signed by the principal on our side.
Our engagement model is four phases: Assess (1–4 weeks, fixed-price, written), Design (4–12 weeks, fixed-price, target architecture and risk register), Deliver (variable, by phase, pilot before programme), and Operate (ongoing, retainer or managed-service). The transitions between phases are gated by the customer, not by us.
The team that shows up
Senior. Distributed. Accountable. Delivered from Spain, Peru, Colombia and Asia.
Programme directors
Twenty-plus years in ERP. Run the programme, own the customer relationship, sign the trade-offs deliverable.
Functional architects
Finance, procurement, supply chain and healthcare specialists. The people who know the regulation, the audit trail and the process.
Engineering practice
The engineers who own the platforms our customers run on. They show up on the customer's programme when the engineering boundary needs to move.
Change leads
Adoption is a programme of its own. We staff it as one — with senior practitioners who have led similar transitions.
Service-delivery managers
The continuity layer. From cut-over through hyper-care into multi-year managed services, the same SDM owns the SLA.
Industry specialists
Healthcare, industrial, distribution, retail and public-sector specialists. Senior practitioners who bring vertical depth alongside the functional team.