The Mid-Market ERP Reality
Mid-market companies—those with $50M to $500M in revenue—face a peculiar challenge when it comes to enterprise software implementations.
Too Big for Simple, Too Small for Priority
These organizations have outgrown basic solutions. Their operations are complex enough to require sophisticated ERP systems. But they're rarely the priority clients at major consulting firms.
The result? They often receive:
- Junior teams learning on their dime
- Templated approaches that don't fit their reality
- Partner attention only during sales, not delivery
What Mid-Market Actually Needs
The mid-market doesn't need armies of consultants. It needs:
Senior Judgment
Someone who has seen dozens of implementations and can spot problems before they become expensive. Someone who knows when to follow the playbook and when to deviate.
Right-Sized Teams
Not the minimum billable team, but the right team for the actual work. Sometimes that's one person. Sometimes it's five. But it's never determined by utilization targets.
Direct Accountability
When something goes wrong—and something always goes wrong—mid-market clients need direct access to the person who can fix it. Not a project manager who escalates to a partner who escalates to the actual expert.
The Vendor-Agnostic Advantage
Mid-market companies also suffer from vendor-aligned advice. When your consultant is a certified partner of one platform, their recommendations are structurally biased.
What if advice came from professionals whose only alignment was with client outcomes?
A Better Model Exists
The gap between what mid-market companies need and what they typically receive creates an opportunity. Not for more consultants, but for better access to senior operators who choose to work this way.
Senior attention for the mid-market isn't charity—it's underserved demand meeting aligned supply.