You're about to evaluate an ERP
Requirements are unclear, the RFP process is missing, the system comparison runs off vendor decks. A defensible decision basis has to be built — independent of any platform.
JPS-iQ Solutions Group
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OPCON
✓ Service of the JPS-iQ Solutions Group · Walter-led
Your entry into ERP. Evaluate, design, execute and stabilize — as one senior-led Business Unit.
OPCON is the ERP entry point of the JPS-iQ Solutions Group — personally led by Managing Director Walter Meyer. Start with a senior-led ERP evaluation, process and operating-model design, program execution, or stabilization when a program has drifted — and connect directly into the group's implementation Business Units: NetSuite, Microsoft Business Central, Xentral, Zoho or SAP. Platform-agnostic, finance-aware, governance-led.
One group, five ERP systems, one entry point.
OPCON is the service through which ERP conversations start inside the JPS-iQ Solutions Group. We work platform-agnostically across the ERP systems of the group — and only give a platform recommendation once the operating model is in place.
ERP systems
NetSuite · Microsoft BC · Xentral · Zoho · SAP
Five implementation Business Units under one roof. OPCON chooses — not the vendor.
Finance depth
Down to monthly close
Chart of accounts, multi-entity, DATEV, intercompany — the finance handover is in scope, not in the footnotes.
Senior lead
Walter-led from day one
Managing Director in the first call. The same person carries the engagement through to handover.
When to engage OPCON
Six situations where a structured OPCON engagement is the right response.
OPCON is designed for the moments where ERP programs, operations or systems need disciplined execution — whether that means choosing the right platform, designing the right operating model, running the right program, or stabilizing one that has drifted.
Business & IT speak past each other
Requirements live in one language, the system in another. Process design, target operating model and the business–IT translation are missing.
The program needs structure
PMO, workstream leadership, vendor interface and decision cadence need to be put in place before execution breaks down.
Go-live keeps slipping
Milestones move, scope drifts, decisions stall. The timeline is no longer believable to leadership — and execution, not another status meeting, is the answer.
Finance numbers lose trust
Reports diverge from operations. Close cycles slip. Management stops relying on the ERP numbers. Operations have to be stabilized finance-aware.
An ERP implementation has to be fixed
Stall, open construction sites, unclear vendor accountability. The system has to be stabilized, governance reset, the program back under control — without a re-implementation from zero.
Service overview
Four core capabilities across the ERP lifecycle.
OPCON is an entry Business Unit, not a single consulting engagement. The four core capabilities are deployed individually or combined — depending on where program, operations and platform stand today. One architectural line, one senior lead, a clear handover into the implementation Business Unit of the group.
ERP evaluation & selection
Requirements across business, finance and operations. A structured RFP process. System comparison with scoring and total cost of change — defensible in front of leadership and oversight bodies.
Business analysis & process design
Process capture across order-to-cash, procure-to-pay and close-to-report. Target pictures and operating models with finance and governance depth. Business and system stay in one language.
Program execution & PMO
PMO set-up and program structuring under senior steering. Workstream leadership across functional areas and phases. Business–IT-vendor interface as a load-bearing scope and decision line.
Stabilization & turnaround
Program rescue for stalled implementations. Operational turnaround across close, cash, reporting and supply. Fixing ERP implementations instead of rebuilding from scratch — controlled handover into internal ownership.
Execution outcomes
Execution is measured in better decisions, better programs and better platforms.
A successful OPCON engagement is not a report. It is a platform decision that holds, a program that runs under structure, an operating model that works on both sides of the business–system line — or a stalled program brought back under control and handed over running.
- Platform decisions backed by requirements, scoring and total cost of change
- Programs that run under clear governance, cadence and scope discipline
- Processes and operating models that work end-to-end, not only in slides
- Stabilized ERP implementations handed back to internal ownership
4 capabilities
Evaluate · Analyse & Design · Execute · Stabilize — as one Business Unit, not four vendors.
1 engagement
Architecture, finance, operations and governance under one roof.
0 vendor bias
Platform-agnostic execution — no commercial incentive to push a product.
∞ transfer
Every engagement ends with ownership transferred back to the organization.
Facing an ERP selection, a program without structure or a go-live that keeps slipping? A conversation with Walter makes clear where OPCON should step in.
Book a scoping call with Walter
ERP entry path
One partner up to the system of record. One handover into the implementation Business Unit.
For most organizations, OPCON is the first senior conversation about ERP — before a platform is chosen, before a vendor is signed, before an integrator is briefed. Once the target model is clear, the right implementation Business Unit of the JPS-iQ Group picks up delivery. One group, one architectural line, one accountable partner from scoping to go-live — and a clean finance handover at the end.
Start with OPCON
Walter-led scoping call. Operating model, finance reality, total cost of change and shortlist criteria — in a compressed, senior-led engagement.
Define the system of record
Platform-agnostic evaluation. The outcome is a defensible target architecture and the right implementation Business Unit for your situation — not a pre-decided vendor.
Hand into the implementation BU
Delivery continues inside the group — with NetSuite, Microsoft Business Central, Xentral, Zoho or SAP — under one architectural line, not across four disconnected vendors.
NetSuite
Flagship · Retail, Services, Manufacturing
Microsoft BC
Mid-market Dynamics 365 implementation & support
Xentral
Scaling commerce & operations ERP
Zoho
Entry-level ERP & One-Suite business stack
Odoo
Modular mid-market ERP suite — independent advisory
weclapp
B2B cloud ERP for services, projects & wholesale
SAP
Enterprise S/4HANA & finance architecture
Not every engagement leads to a group implementation. OPCON is independent by design — if another platform or partner is the right answer, we say so. That is the discipline that keeps the ERP entry conversation credible.
Why JPS-iQ
Why OPCON sits in the group — and why that matters for you.
Classic advisory ends at the steering committee. Classic system integrators start after the target model is set. OPCON closes that gap — and that only works because the service sits in a group that also owns the implementation Business Units.
Senior lead, not a delivery pool
OPCON is personally led by Managing Director Walter Meyer. The person who runs the first scoping call stays accountable until handover to the implementation BU. No swap of project leadership between pitch and kickoff.
Platform-agnostic without margin incentive
OPCON itself does not sell ERP licenses. The platform recommendation is built on requirements, scoring and total cost of change — not on which implementation BU happens to need utilization. Saying no to the group is also on the table.
Finance depth down to monthly close
An ERP rollout does not end at the first clean order — it ends at the first clean close. Chart of accounts, intercompany, DATEV export, taxes and consolidation belong in the target picture from day one. Finance handover is scope, not afterthought.
Five ERP systems under one roof
JPS-iQ Solutions Group works across NetSuite, Microsoft BC, Xentral, Zoho and SAP in parallel — plus BPO as its own service. If the target model calls for a different platform than expected, the next step is inside the group — not at a new, disconnected vendor.
Capabilities in detail
One Business Unit. Four core capabilities that complement each other across the ERP lifecycle.
OPCON does not replace your teams. It brings the missing senior capability that typically breaks down around ERP programs: requirements rigor, process design, program leadership, business–IT translation and — when needed — the discipline to take control of a program that has drifted.
We operate as evaluators, as business analysts, as PMO or program leadership, as interim steering — wherever the situation demands. Always close to the numbers. Always close to the operating reality. Always independent of any single platform vendor.
- 01
ERP evaluation & selection
Requirements definition, RFP management, structured vendor comparison and decision support — with target architecture and sequencing.
- 02
Business analysis & process design
Process capture, target operating model, business–system translation and scope sequencing per capability area.
- 03
Program execution & PMO
Senior program leadership, PMO set-up, cadence and governance for ERP and transformation programs.
- 04
Business · IT · vendor interface
Structured interface between business, IT and platform vendors — scope, change control, decision flow and escalation path.
- 05
Stabilization & turnaround
Program rescue, operational turnaround and ERP implementation fixes — hands-on, senior-led, under pressure.
- ∞
Interim leadership & steering
Interim program lead, interim PMO or interim architecture ownership where the organization lacks capacity.
Is your ERP program running under structure — or is it losing pace, scope or finance trust? A reality check with Walter makes it visible.
Book a program check
Service · ERP requirements engineering
Your Pflichtenheft — built to be defended in front of a board, not to gather signatures.
Most ERP selections fail at the requirements stage. Generic templates collect features and call it scope; what is missing is a structured, finance-aware requirements process that runs from business goal to acceptance criteria. OPCON delivers that process as a paid engagement — sixteen working sheets, traceable, vendor-neutral, audit-ready. The document we hand over is yours.
Structured BRD / Pflichtenheft
Sixteen-sheet working document — document control, project context, functional and non-functional requirements, interfaces, data migration, reports, roles, acceptance criteria, risk register. Traceable from business goal to sign-off.
Senior-led requirements workshop
Process owners, finance, IT and the sponsor in the room; OPCON facilitating. Decisions recorded with sign-off and a clear RACI — not parked as opinions in a shared drive.
Vendor evaluation frame
ERP-fit first-call structure, comparable platform reference cards, defensible scoring. Vendor evaluation as a structured, vendor-neutral process — no platform pitch from us, no RFP theatre.
ERP requirements engineering is a paid OPCON engagement. The Pflichtenheft is your document, your IP, vendor-neutral. We do not sell platform licences and we do not monetise the requirements stage by routing it into a vendor.
Method
Execution is not a workshop. Every OPCON engagement follows a clear four-step arc.
Whether the engagement starts with ERP selection, a process redesign, a live program or a stabilization mandate — the arc is the same: a compressed diagnostic, a defensible design, hands-on execution and a controlled handover. Finance and operating reality stay in the center throughout.
01 — Diagnose
Compressed diagnostic
Program, finance, operations and architecture assessed in a short, senior-led engagement. Clear picture of where things stand. No padding.
02 — Design
Target model & decision basis
Defensible target operating model, sharpened scope, a believable decision basis — for selection, design or rescue.
03 — Execute
Hands-on delivery
Senior delivery across program, PMO, business side and system implementation — execution-led, not workshop-led.
04 — Hand over
Controlled handover & ownership
Stabilized operating model and platform handed over to internal ownership with clear extension rules.
Where it pays off
Four profiles where a senior-led OPCON entry typically pays off.
OPCON is deliberately industry-agnostic. The profiles below do not describe sectors, they describe situations — and in exactly these situations, a senior-led OPCON entry makes the difference between a target model that holds and expensive rework later.
ERP selection under pressure
Leadership teams and oversight bodies that need a defensible platform decision — not one built on vendor decks. Scoping, scoring, total cost of change, shortlist.
Transformation & platform change
Organizations moving from a legacy system into a modern ERP architecture. Operating model, finance logic and governance re-cut — before the implementation BU picks up delivery.
Program without structure
ERP programs running without PMO, without a clean workstream leadership, without a load-bearing decision cadence. Structure, scope discipline and the business–IT vendor interface put in place.
Stalled implementation
Programs that have stalled — go-live keeps slipping, finance numbers lose trust, vendor accountability is unclear. Program rescue and operational turnaround, without a re-implementation from zero. Our signature scenario.
Business Unit Lead
Meet Walter Meyer — the first senior voice in your ERP conversation.
OPCON is personally led by Managing Director Walter Meyer. He is who clients meet on the first call, who runs the scoping engagement, and who stays accountable until the right implementation Business Unit of the JPS-iQ Group takes over delivery.
OPCON Business Unit Lead
Walter Meyer
Managing Director · COO Consulting Business Unit
Tech IQ Business Consulting GmbH — JPS-iQ Solutions Group
"Execution is earned in the operating reality. Our job is to make sure the platform decision holds, the program runs under structure, and the business owns the result on handover day."
Hard questions
What you want to know before the first conversation.
No marketing fog. The questions leadership, CFOs and program sponsors really ask before committing to an OPCON engagement — and clear answers on how we work.
What exactly does OPCON by JPS-iQ do?
OPCON by JPS-iQ is the ERP entry point of the JPS-iQ Solutions Group. We cover four core capabilities across the ERP lifecycle: ERP evaluation and selection, business analysis and process design, program execution and PMO, and stabilization and turnaround.
Platform-agnostic, finance-aware and personally led by Managing Director Walter Meyer. Once the target model is clear, the right implementation Business Unit of the group takes over delivery — NetSuite, Microsoft Business Central, Xentral, Zoho or SAP.
Is OPCON a software product or a managed service?
Neither. OPCON is a senior-led advisory and execution Business Unit of the JPS-iQ Solutions Group. No software product, no license, no subscription.
An OPCON engagement is a clearly scoped piece of work across one or more of the four stages: Evaluate · Analyse and Design · Execute · Stabilize. The actual ERP platform is chosen and implemented together with you — independent of any vendor.
Why JPS-iQ instead of a pure advisory or a classic system integrator?
Because we deliver both sides in one hand. Classic advisory ends at the steering committee. Classic system integrators start after the target model — with an operating model they didn't help build.
OPCON closes that gap: senior-led execution with finance and governance depth, directly wired to the implementation Business Units of the group. One architectural line, one accountable partner — from scoping to hyper-care.
What makes OPCON different from standard ERP consultants?
First: hands-on, not slide-ware. OPCON engagements are execution-led, not workshop-led. We evaluate, design, lead and deliver — not just document findings.
Second: no platform bias. OPCON is independent by design — we have no commercial incentive to push a particular ERP platform. Saying no to a group implementation BU is also on the table.
Third: senior and compressed. We don't staff five workstreams when two senior operators are enough. The person who runs the scoping stays accountable until handover.
For whom is a conversation worthwhile — and for whom not?
Worthwhile: organizations facing an ERP selection, in an ERP program without structure, in a go-live that keeps slipping, or in an implementation that needs to be stabilized. Also: leadership teams that need a defensible decision basis for the board or shareholders.
Less worthwhile: organizations looking only for a cheap license reseller or a single-module consultant. Also: programs with pure body-leasing needs without senior ownership. There are cheaper providers for that — and we'd rather say it in the first call than two months in.
How does a first OPCON engagement start?
A 30-minute conversation directly with Walter Meyer about the current state: operating model, finance reality, program status, time window. No vendor pitch.
If the fit is right, a compressed, senior-led diagnostic phase follows, with a one-page target picture. Only then do we talk scope, commercials and sequencing — and whether OPCON continues or hands over directly into an implementation Business Unit of the group.
Contact · Walter-led
Planning an ERP evaluation, thinking about changing platform, or a program that has drifted — start the conversation directly with Walter Meyer.
A focused, senior-led scoping call with the OPCON Business Unit Lead. Short, confidential — enough to know whether OPCON is the right entry point and which implementation Business Unit of the group would pick up delivery.