Q&A ERP Solutions

Q&A ERP Solutions We are a team of experts dedicated to finding the right Software and ERP solutions for your business. https://linktr.ee/QAERPSolutionsza

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13/08/2026

Most founders record once, post once, then vanish for a week. One recording should feed a month of demand. That gap is why your competitors look busier than you, even when you do better work.

We go live in one hour. The 100 Days & Beyond Live, Thursday 13 August, 5pm UK. I will show you how one filmed session becomes four weeks of content that actually books calls.

Register and watch here: https://100daysandbeyond.com/live

Join the free community for the templates and follow-ups: https://100daysandbeyond.app.clientclub.net

Starts at 5. Grab a seat now.

12/08/2026

Most founders record once, post once, then vanish for a week. That gap is why nobody remembers you when it matters.

Tomorrow I'm showing the fix: one recording turned into a month of demand. No extra filming, no agency retainer, no burnout. The exact system we run at The Wave to keep founders visible without living on camera.

Thursday 13 August, 5pm UK. Bring your current content and I'll show you where the reuse sits.

Register and watch here: https://100daysandbeyond.com/live

Want the templates and the back-and-forth after? Join the free community: https://100daysandbeyond.app.clientclub.net

See you Thursday.

11/08/2026

Same six figures, three years running. Your agency adds clients but the revenue line flattens at the exact same ceiling every time, and nobody can tell you why.

We go live in one hour. Tuesday 11 August, 5pm UK. I will show you where agency lead engines actually stall and what breaks the pattern.

Register and watch here: https://100daysandbeyond.com/live

Join the free community while you are there: https://100daysandbeyond.app.clientclub.net

Starting soon. Grab a coffee and get in now.

10/08/2026

Every year your agency hits the same revenue ceiling. Same clients, same referrals, same plateau. Then January resets and you climb the identical hill again.

Most agency owners blame the market. It's usually the lead engine underneath, built for the revenue you have and not the revenue you want.

This Tuesday 11 August, 5pm UK, I'm breaking down why the stall happens and what actually moves the ceiling.

Register and watch here: https://100daysandbeyond.com/live

Want the working sessions between shows? Join the free community: https://100daysandbeyond.app.clientclub.net

See you Tuesday.

10/08/2026

Most founders record once and let it die after a single post. That is the gap. One good recording holds enough demand to feed a month of content, and most people waste it on day one.

On Thursday 13 August, 5pm UK, Dudley Peacock breaks down how a single livestream becomes four weeks of authority-building content for your brand. Real workflow, no fluff.

Register and watch here: https://100daysandbeyond.com/live

Join the free community for the templates and follow-up: https://100daysandbeyond.app.clientclub.net

02/06/2026

Last month I turned down £180,000 of work because the client was not ready to spend it.

The business had picked their platform. They had board approval. They had a go-live date in the project plan. Everything looked like a deal worth taking.

Then I looked at their chart of accounts.

Four years of workarounds were baked into it. Every time something didn't fit, someone added a code, split a cost centre, or built a manual journal to bridge the gap. Nobody removed anything. The COA had become a museum of every decision they had ever postponed.

Their month-end consolidation ran on 11 manual steps. Bank reconciliations chased by email. Intercompany eliminations done in a spreadsheet that one person understood and nobody else could touch. A consolidation model held together by VLOOKUPs and faith.

Here is the part that mattered. No ERP fixes that. You can buy the best platform on the market and migrate every transaction perfectly, and you will still have an 11-step manual close. The software changes. The mess moves house with you.

A new ERP on a broken chart of accounts produces fast wrong numbers instead of slow wrong numbers. That is not a win. That is the same problem running at a higher subscription cost.

So I told them to stop. Not forever. Just long enough to fix the thing the software cannot fix for them.

First, rationalise the chart of accounts. Strip out the workaround codes. Map what each line is actually for, not what it was historically used for. Most mid-market COAs I see could lose 30% of their lines and report better for it. This is four to six weeks of work and it has to happen before migration, not after.

Second, document the 11 steps. Properly. Not a vague process map. The actual sequence, the actual owner, the actual reason each step exists. Then ask one question of every step: does this exist because the work genuinely needs doing, or because the old system forced a human to bridge a gap. In their case, seven of the 11 were the second kind. The system had created the work, and they had spent four years assuming the work was the job.

Third, fix the intercompany process before you automate anything else. Their eliminations were manual because no system had ever been configured to do them by rule. That is solvable, but it is a finance decision before it is a software decision. You cannot automate a process you have not agreed on.

None of this needs a £180,000 budget. It needs a finance director willing to do unglamorous work for six weeks before anyone touches the new platform.

The CFO asked me the obvious question. Why would I walk away from the project. The honest answer is that the project would have failed, and a failed go-live is worse for me than no go-live at all. I have a 10-year reputation built on systems that work the way I said they would. I am not trading that for one invoice.

There is a quieter answer too. The most expensive line in any ERP project is never the licence fee. It is the manual close your team is still running six months after go-live because the foundations were wrong and everyone was too far in to admit it.

You cannot migrate your way out of a chart of accounts that has stopped meaning anything. Clean the inputs first, or you are just paying to relocate the problem.

If you are scoping an ERP project and your COA has more than four years of patches in it, reply with SPRINT and I will send you the three-question audit I use before I quote anyone.

30/05/2026

The three numbers every PE-backed CFO should know off by heart are the average close cycle, the percentage of manual entries, and the variance analysis time.

If those numbers aren't at the forefront of your mind, your board is not getting what it needs from you. You cannot affor

01/05/2026

Finance & ERP insight — Episode 015

"The shift — from reporting past to architecting future" — The architect CFO does three things the scorekeeper does not.

Accurate numbers, faster closes, and decisions you can trust. That's the outcome we engineer.

Full episode: https://100daysandbeyond.com/podcast/ep-015 | ERP transformation: financeflo.ai

My Biggest Mistake? Thinking Data Management Was Boring (And Costing Me a Fortune!)By Amelia CarterI used to think that ...
23/02/2026

My Biggest Mistake? Thinking Data Management Was Boring (And Costing Me a Fortune!)
By Amelia Carter
I used to think that managing data was just a dull, technical task. Boy, was I wrong! I recently realised how much poor data management was secretly costing my business, and it was a real eye-opener. Many of us don't see the true price of messy, inaccurate data until it's too late.

It's easy to overlook. We focus on sales, marketing, and new products, while our data sits in the background, often unorganised and incomplete. But this isn't just about tidiness; it's about real money and missed chances. Think about it: wrong customer details can mean wasted marketing efforts, bad stock numbers can lead to lost sales, and unclear financial figures can cause poor business decisions.

One common problem is having data spread across many different systems that don't talk to each other. This makes it hard to get a full picture of your business. Another pitfall is outdated information, which can lead to decisions based on old facts, not current reality. And let's not forget the time wasted by staff trying to find, clean, or correct data – time that could be spent growing the business.

Good data management isn't just for big tech companies; it's vital for every business, no matter the size. It means having accurate, up-to-date information that you can trust. This allows you to make smart choices, spot new opportunities, and avoid costly mistakes. It's the foundation for real growth and success.

So, if you're like I was, thinking data management is a low priority, it might be time to think again. The hidden costs are real, and understanding them is the first step to saving money and making better business moves.

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