Small operation, by design.
P2 Solutions is one person, one dog, and one increasingly opinionated approach to mid-market ERP work. When you call, you get the person who's going to do the work.
I started P2 Solutions to do this kind of work the way I always wished it got done.
I've spent years inside ERP migrations and integration projects, mostly for apparel, manufacturing, and wholesale operators in the messy middle market. Long enough to know which parts of an implementation actually decide whether it works on Monday — and which parts get quoted, billed, and forgotten.
The systems I work with are the ones that show up most often in this market: Odoo deeply, A2000 and Cin7 and Finale on the integration side, NetSuite when it comes up, Elastic for B2B storefronts, Shopify, SPS Commerce for EDI, and a long list of smaller pieces — Azure Data Factory, AWS Lambda, the carriers, the payment gateways, the channel APIs. The depth on Odoo and on apparel-specific patterns (variant matrices, ATS, drop-ship vs DC routing, MAP enforcement) is where projects either succeed or quietly slip into purgatory.
P2 Solutions exists because I kept watching the same gap play out: ERP vendors quote the configuration, IT consultants quote the integrations, process consultants quote the workflows, and the client gets to be the one who stitches them together. One shop covering all three — with operator instincts behind every decision — closes that gap. That's the whole pitch.
Outside of consulting work I also build software in adjacent spaces — a couple of internal tools that started as pricing experiments and refused to stay small, and the client portal that sits behind every engagement. If something looks like a product worth building, I tend to build it.
One person, deep on the work that matters.
The work is genuinely done by one person. That sounds like a constraint until you've survived a project where seven consultants split scope and nobody could answer a basic question on the spot. Depth replaces breadth: the trade-off for not having a 40-person practice is that the person on the call is the same person writing the code, mapping the BOMs, and running the cutover.
Lower overhead means lower fees and faster decisions. Direct accountability means there's no escalation tree — when something needs attention, it gets attention. For larger projects where specialized capacity helps (a designer, an EDI VAN partner, a carrier integration specialist) I bring in vetted partners selectively, but the engagement stays owned end-to-end.
If the size feels like a risk, the question to ask isn't “what happens if Will gets hit by a bus?” — it's “what happens if a 40-person consultancy puts a junior on my project?” Different tradeoffs. Both worth pricing in.
The gap between what gets quoted and what actually ships.
In every prior role I watched the same pattern: the ERP vendor would quote configuration hours that assumed someone — somewhere — was handling discovery, data migration, EDI mappings, channel sync, training, and cutover. That someone was almost never staffed. By go-live the project was either a heroic salvage or a quiet disaster.
The IT consulting firms quoted the technical work but treated process as out-of-scope. The process consultants drew swimlane diagrams but couldn't open a developer console. The clients got to integrate the integrators — usually while running the business at the same time.
P2 Solutions is the firm I wanted to hire on those projects: one shop that takes the whole thing, prices it honestly up front, and stays accountable through hypercare. Mid-market, fixed-fee, operator-led, no carve-outs that leave the client holding a bag.
The clients I want to work with are running real operations — apparel brands moving real inventory, manufacturers with real BOMs, wholesalers with real channel complexity — and are looking for a partner who's already been through what they're about to do. That's the work I'm here for.
Five steps. Fixed fee. Defined go-live.
A few opinions, openly held.
Fixed-fee SOWs, always.
Hourly billing makes both sides squirm. Fixed scope, fixed price, defined deliverables — easier for everyone, including future-us.
Spreadsheets aren't an ERP.
Said with love. Some of the best businesses I know run on heroic spreadsheets. We're here when those become the bottleneck.
Your team using it is the only metric.
A perfectly configured system nobody touches is a failure. A slightly imperfect system everyone uses confidently is a win.
ERP and integrations aren't separable.
Real businesses don't have separate departments for “the system” and “the connections.” Neither do my SOWs.
Boring Mondays are the goal.
Especially the first Monday after go-live. If I did my job right, the system fades into the background and people get on with their week.
If a process is hard to explain, fix it first.
I've never met a tangled process that got better when migrated as-is. The discovery phase exists for good reason.
Honest about the work, not the hours.
I'd rather quote a project at 500 hours and deliver it cleanly than quote 200 and surprise you. The hours estimate is part of the deliverable.
Direct accountability beats org charts.
When something breaks at 11pm before a launch, you don't want to find out who's on call. You want the person who built it to pick up. That's the trade for being small.
A dog who's convinced she's on the SOW. A 2005 Suzuki GZ250 that I'm slowly rescuing one carb jet at a time. Strong opinions about French Canadian folk music — Le Vent du Nord especially. Summerville, SC, where the porches are deep and the iced tea is sweeter than it needs to be. That's the rest of it.