PRH Consulting helps growing manufacturers, distributors, food & beverage businesses, and multi-entity organizations think clearly about their ERP environment. Whether you are running QuickBooks, a legacy ERP, a fragmented mix of systems, or a Tier-1 platform that is no longer fitting how the business operates, our role is to bring senior, hands-on perspective to the decisions that shape the next five to ten years of your operations.
We are not a reseller. We do not earn commission on a software license. Our consultants spent careers inside large ERP implementation organizations, and we built PRH around the kind of honest, business-first advisory that mid-market leaders rarely get — especially before they sign an implementation contract.
While our deepest specialization is Sage X3, we routinely advise clients running JD Edwards, NetSuite, SAP, Acumatica, Microsoft Dynamics, Epicor, and homegrown platforms. The goal of every engagement is the same: a clear, defensible plan that aligns ERP capability with how your business actually needs to run.
Who this is for
- Organizations evaluating a first real ERP after outgrowing QuickBooks
- Companies running multiple disconnected systems that no longer scale
- Executives planning a digital transformation initiative
- Leaders preparing for an ERP selection, replacement, or upgrade
- Boards and CFOs that need an independent ERP readiness assessment
- PE-backed companies aligning operations across portfolio entities
What we deliver
ERP Readiness Assessment
A structured review of your current systems, processes, data, and team — and a candid view of what needs to be true before any ERP project begins.
Business Process Discovery
Documented future-state processes across finance, operations, inventory, manufacturing, and reporting that ERP configuration can later be built around.
ERP Strategy & Roadmap
A multi-phase plan that sequences ERP, integration, automation, and process improvement against business priorities and realistic capacity.
Executive Stakeholder Alignment
Facilitated working sessions with CEO, CFO, COO, CIO, and operations leadership so the project starts with shared expectations, not surprises.
Project Governance Design
Steering committee structure, decision rights, escalation paths, and KPIs that keep ERP initiatives from drifting once execution starts.
Independent Vendor & Partner Review
An honest second opinion on proposals, statements of work, and implementation partners before contracts are signed.
Our approach
Listen to the business first
We start with leadership interviews and operational walk-throughs — not a software demo. ERP decisions only matter to the extent they unlock business performance.
Diagnose honestly
We name the gaps: process, data, people, and technology. Clients hear a clear, ranked view of risks and dependencies before any roadmap is built.
Design future-state operations
We document how each core process should run two years from now, then translate that into ERP, integration, and automation requirements.
Recommend the right path
Sometimes the answer is a new ERP. Sometimes it is fixing the one you have. We give the recommendation the data supports — not the one a vendor wants to sell.
Outcomes you can expect
- A clear, executive-ready ERP and operations roadmap
- Confidence that the next ERP investment will actually deliver value
- Documented future-state processes ready to drive implementation
- Realistic budgets, timelines, and resource plans before contracts are signed
- Reduced risk of failed implementations and costly rework