Launch & project delivery · for CRM, PIM, ERP and technology implementations

New system, same spreadsheet, until someone owns the cutover.

The licence is signed, the kickoff ran well, and go-live was “Q3.” Now the data's half-migrated, the reseller's scope covers none of what you actually need, and the team quietly kept the old spreadsheet, because the old spreadsheet works.

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The offer, so you don't have to scroll: one owner, from data migration to a team that actually uses it.

£2m

programme budget held
on the buyer's side of the table

£1.5m

largest single deal at BT
biggest in the division's history

20+

years of delivery, from BT
programmes to solo launches

232

course sales from a launch
I built and ran myself, in 4 months

Every number on this page is verifiable. My sales managers at BT and Croner will take your call.

You already know this story

Wednesday, 2pm.

Go-live has moved twice. The first time was reasonable. The second time nobody explained. The steering group still gets a green dashboard, which has started to feel like a diplomatic document.

The data migration “completed” in August, until someone noticed the product records with three prices and one truth. The integrations are “in test.” The reseller is helpful, and billable, and working from a scope written before anyone understood the data.

A salesperson (a good one, your best one) shows you the spreadsheet they've rebuilt “just for now, just for quoting.” It has 4,000 rows. It is better than the CRM. That's not a user-adoption problem; that's the project telling you something.

The quiet math of two systems

You are paying for the new platform and the old way of working: twice the licences, twice the effort, and one version of the truth on neither. Every month of drift makes the spreadsheet more essential and the CRM more theoretical. Implementations don't fail at go-live. They fail in the drift after it.

CRM, PIM, ERP & technology implementations

Two systems, one spreadsheet, no truth. · brand scene

I've sat on the other side of this table: the £2m programme budget, choosing suppliers, writing the scopes, cancelling the ones who drift. I know exactly how these projects stall, and which questions unstick them.

An implementation is finished when the spreadsheet is retired. Not when the licence starts.

The turn

System projects don't fail on software. They fail on data, scope and the cutover nobody owned.

Which records migrate and which die. Who reconciles the first month-end in the new world. What the field team do on day one at 9am. Adoption is a project, and it starts before go-live, or it never starts at all.

Stories from the room

Three scenes you'll recognise.

Twenty years of projects, told honestly. The Receipt stories are mine and verifiable. The Pattern stories are composites: details changed, lessons intact.

The Receipt

The scope I wrote

Holding the £2m programme budget meant writing the scopes suppliers actually delivered against, and cancelling the ones who drifted. The suppliers I kept all had one thing in common: a client-side owner with a list. Implementations don't fail at go-live; they fail in the drift after it.

The licence starts the project. Ownership finishes it.

The Pattern

4,000 rows of requirements

The best salesperson rebuilds the old spreadsheet “just for quoting.” 4,000 rows, better UX than the CRM. It's not a discipline problem; it's a requirements document in disguise, written by the one person who actually uses the data. Read it before you fight it.

Workarounds are user research you didn't pay for.

The Receipt

My own migration

I migrated my own platform when I built it: the data with three prices and one truth, the integrations “in test.” The 232 sales in four months came after the reconciliation weeks nobody blogs about. Data migration is the project. The software is the easy part.

Migrate the truth, not the data.

Who's running your project

Jamie Sonnex, on a first-name basis with every seat at this table.

The operator

Twenty years running enterprise programmes at BT scale. £1.5m largest single deal; critical paths, steering groups and real dates, held for a full year at 100% of target.

ii.

The launcher

I've run the whole launch myself (platform, emails, ads, checkout): 232 course sales in four months. I know what every week of that calendar feels like from the inside.

iii.

The buyer

I've held the £2m programme budget on the other side of the table: writing the scopes, choosing the suppliers, cancelling the ones who drift. I know what "nearly there" means from both chairs.

iv.

The closer

Projects end in decisions: sign-off, buy-in, adoption. Twenty years of getting to yes without pressure means the decision actually gets made, in writing, and stays made.

"I run projects the way I wanted them run when I held the budget. That's not a slogan; it's a specification, learned from the most expensive seat in the room."

The standard

How I deliver: the whole method in four lines.

Week one

The one-page plan

Everything that's left, in order, with an owner and a date on every line. One page: if it doesn't fit, the plan isn't finished. Everyone can see what "done" means, including you.

Every day

One owner per workstream

Every line has a name against it, mostly mine. Status is offered before it's asked for, so nobody spends their week chasing updates that never arrive.

Every week

The dashboard tells the truth

Red, amber, green, without the politics. Bad news travels in 24 hours; good news waits for the weekly. A plan nobody trusts is worse than no plan at all.

The result

Delivered, handed over, documented

Go-live is the midpoint, not the finish line. Handover pack, walkthrough, and a team that knows exactly what happens on day 31, because delivery that doesn't stick isn't delivery.

The receipts

Anyone can claim. This brand exists to prove.

The numbers above, the launches behind them, and a public ledger of the whole journey: applications, rejections, results, lessons. The highlight reel is boring; the delivery is the evidence.

The offer

The same offer I make on every call.

✓ What the 20 minutes is

You bring the system and the mess; I'll tell you where it's actually stuck: data, scope or adoption, and what the drift is costing. If I can't help, I'll say so and point you somewhere better.

✗ What it isn't

A pitch. There's nothing to buy on the call except a decision, and you'll know inside ten minutes whether I'm the person to run this.

The Launch Deal

Bring me the project. I'll bring the structure, and stay until it's delivered.

Week one: your project audited into a one-page plan of what's left, in order, owned and dated
I run the workstreams, suppliers and chase-lists so your team can do their day jobs
One dashboard, one weekly report: no surprises, no jargon, no 40-slide updates
Launched means launched: handover pack, documentation, and a team that knows what's next

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Real engagements

How the work arrived.

Start to finish: how the client was found, the need proved, the option proposed, the work delivered.

IT solutions, sold at EE/BT · mobiles, MDM, WiFi, fibre, WAN, LAN, cyber, cloud

The cold list to the C-level.

Found

A name on a cold list. No referral, no warm intro, no history.

Proved

Asked for their data first: devices, sites, circuits, security posture. Analysis before opinions.

Proposed

One proposal, every option priced: mobiles, MDM, WiFi, fibre, WAN, LAN, cyber, cloud.

Closed

Presented the options to the C-level. They picked one.

Delivered

Rollout plans handed to their internal teams, then a clean handover. No orphan accounts.

Cold outreach to close8 technologies, one proposalRolled out, then handed over

Last line

Retire the spreadsheet.
All 4,000 rows.

One owner from migration to the first month-end in the new world. A go-live that means something, because someone owned what happens the day after.