We provide lender-ready capital raise packaging and debt or equity placement support for business owners and buyers looking to secure serious term sheets and close funding on a defined timeline.
For business owners and acquirers pursuing private debt or equity, submit your deal for review. We revert within one working day with next steps and either a quote for our services.
For pre-submission discussions, we offer paid consultations. To initiate underwriting and lender outreach, submit the deal.
Enterprise Systems
Enterprise Resource Planning projects get sold as “one system, one truth.” Reality is tougher. You are defining who owns data, who can approve spend, how inventory is valued, how revenue is recognised, and what happens when exceptions hit.
This guide walks through the full buildout, what usually breaks, and how to run a programme that survives go-live and month-end close.
Enterprise Resource Planning is the operating backbone for transaction processing and reporting. It links operational events like purchase orders, goods receipts, production runs, projects, timesheets, and shipments, to financial truth like invoices, payments, revenue, cost of goods, accruals, and management reporting.
A good ERP setup does three things at once: it standardises process, enforces controls, and produces trustworthy reporting. Miss any one of those and the system becomes a friction machine.
Perspective that saves money: treat data as a product. Build owners, definitions, quality checks, and release cycles. Most “ERP failures” are data failures wearing an ERP costume.
| Phase | What Happens | Common Failure Mode |
|---|---|---|
| 0) Mobilise | Governance, scope boundaries, staffing, stage gates, success metrics | “Everyone is involved” means nobody decides |
| 1) Discover and Design | Process mapping, target design, reporting requirements, controls | Design is rushed and exceptions are ignored |
| 2) Build and Configure | Configuration, integrations, security roles, migration tooling | Custom work expands because design was unclear |
| 3) Test and Rehearse | Unit tests, integration tests, UAT, cutover rehearsals | Testing becomes “click testing” with no evidence |
| 4) Go-Live and Hypercare | Cutover execution, support model, defect triage, stabilisation | Ownership gaps, users revert to spreadsheets |
Drift is predictable. People discover what the system can do, then try to fix ten years of mess inside a single programme. That urge is natural. It also kills timelines.
Cloud decisions are not just IT decisions. They affect upgrade cadence, control ownership, integration design, and security posture. Cloud can speed capability, but it punishes weak change discipline because updates keep coming.
Practical rule: if you cannot sustain role reviews, release notes, and regression testing, you are not ready for a fast update cycle.
Every ERP programme meets the same reality: your ERP will not be your only system. You will have CRM, payroll, banking, e-commerce, WMS, TMS, MES, billing, BI, and niche tools.
The interface design is only half the work. The other half is reconciliation and ownership. Each interface needs a control report, an owner, and an exception workflow.
Data migration is not a single event. It is a sequence of cycles: profile, cleanse, map, transform, load, validate, repeat. A programme with one migration cycle is a programme that is gambling.
Roles and permissions are where fraud risk and operational chaos meet. If users can create vendors and approve payments, or if approvals are “optional,” go-live becomes expensive fast.
Testing has to be transaction-based, not screen-based. You are proving flows end-to-end: quote to cash, procure to pay, plan to produce, record to report, project to close.
Cutover rehearsal is not optional. Run at least one full rehearsal with time stamps, owners, and rollback criteria. If the rehearsal fails, your go-live will be worse.
Hypercare should be structured like a trading desk: daily triage, severity rules, fixed owner for each defect category, and a clear route from issue to patch to retest.
Even if you are not raising capital today, ERP quality shapes your options later. Lenders and investors trust clean reporting, stable controls, and traceable cash conversion. An ERP that produces unreliable numbers forces wider pricing, tougher covenants, and longer diligence.
Think of Enterprise Resource Planning as a “proof layer” for your operations. It is how you demonstrate margin, working capital behavior, inventory discipline, and customer concentration with evidence, not explanations.
Most recoveries follow the same steps: reset scope, fix decision rights, rebuild the critical path around data and testing, and stop pretending that unfinished design can be “configured later.” Recovery is painful, but it is still cheaper than living in a broken system.
Financely runs ERP buildouts and recovery work with governance and controls at the center. If you want a structured engagement, start with How It Works , then send your current state and scope through Submit Your Deal.
Share your module scope, entity structure, systems map, reporting needs, and data readiness status. We will revert with a build plan, stage gates, and the document checklist.
Timelines vary by scope, but the reliable predictor is data readiness and testing discipline, not vendor choice.
Own master data, enforce stage gates, run real end-to-end tests, rehearse cutover, and do not let scope drift eat the critical path.
Yes. Standardisation is what makes ERP scale. Keep exceptions, but document them and build them intentionally.
Decide. Approve scope trade-offs, resolve ownership conflicts, and remove blockers. ERP programmes die when leadership attends and does not decide.
Time from process owners. Without it, design quality drops, testing is shallow, and users reject the system after go-live.
Sometimes, but parallel runs add workload and confusion. If used, keep it short and define reconciliation and cutover exit criteria.
Enterprise Resource Planning succeeds when ownership is real: real data owners, real decision rights, real controls, and real testing evidence.
Financely advises growth-focused businesses on accessing capital by introducing their opportunities to professional investors. Financely is not a securities broker or dealer. Where appropriate, engagements are coordinated with regulated broker-dealers, investment banks, legal counsel, and other specialists.
Financely does not solicit, offer, or accept orders to buy or sell securities and makes no assurance regarding capital-raising outcomes.
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Advisory services are reserved for post-revenue companies that recognize the time and resources required for professional underwriting.
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All mandates start with an RFQ. We review submissions, issue a brief Go/No-Go memo, and where bankable, release a Term Sheet that leads to funding. We arrange capital across Senior Secured, Unitranche, Second Lien/Mezzanine, Preferred Equity, and Gap Solutions. We do not process deals by email or chat.
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Funding arranged for trade flows with instruments sized to your cycle and aligned to delivery and settlement.
Move forward to secure working capital and keep goods moving. Submit the RFQ to start underwriting for funding.
Limited or non-recourse structures for energy and infrastructure with lender-ready materials.
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Debt and Preferred solutions anchored on cash flow, Quality of Earnings, and clear closing mechanics.
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Funding calibrated to DSCR, leverage, and tenancy with terms designed to close.
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Financely Inc. (“Financely”) provides corporate-finance advice and is wholly owned by Aurora Bay Trust, a trust formed under Bahamian law, together with its authorized affiliates. Depending on deal structure, jurisdiction, and local rules, engagements may be carried out through Financely Group LLC, a non-deposit-taking, non-banking financial company; Ashford Capital Advisory LLC; or another related entity.
Financely and its affiliates are not registered as securities broker-dealers and do not execute securities transactions or hold client funds or securities. When a mandate involves the purchase or sale of securities and a registered intermediary is required, any orders are introduced to and executed by one or more independent U.S. broker-dealers registered with the SEC and FINRA. Those broker-dealers are solely responsible for trade execution, custody, and related regulatory obligations. Nothing in this material constitutes an offer, solicitation, or recommendation to buy or sell any security or to engage in any specific transaction. Before engaging Financely Group LLC, Ashford Capital Advisory LLC, or any affiliate, you are responsible for confirming that such engagement complies with your own legal, regulatory, tax, and other requirements. In the United States, certain advisory activities may be conducted in reliance on exemptions available under the Investment Advisers Act of 1940, including the “foreign private adviser” exemption where applicable. Our services and regulatory status may vary by jurisdiction and by transaction type.
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