Karp Consulting
Karp Consulting
I know the challenges you’re facing and how to overcome them.
Digital Transformations; ERP, CRM, and HR Implementations and Migrations; Acquisition IT Integration and IT Divestitures
Digital Transformations; ERP, CRM, and HR Implementations and Migrations; Acquisition IT Integration and IT Divestitures
Experience, not intuition.
Josh is a results-driven digital transformation executive and enterprise PMO leader with nearly two decades of experience delivering large-scale change in complex, high-growth environments.
He specializes in bridging business strategy with technology execution, orchestrating cross-functional teams to drive mission-critical initiatives. Josh’s leadership is grounded in strong governance and delivery discipline, ensuring program delivery excellence and predictable outcomes that fuel growth and operational efficiency.
Expand
Josh Karp
ERP and Business Transformation Director
Experience, not intuition.
Josh is a results-driven digital transformation executive and enterprise PMO leader with nearly two decades of experience delivering large-scale change in complex, high-growth environments.
He specializes in bridging business strategy with technology execution, orchestrating cross-functional teams to drive mission-critical initiatives. Josh’s leadership is grounded in strong governance and delivery discipline, ensuring program delivery excellence and predictable outcomes that fuel growth and operational efficiency.
Expand
Josh Karp
ERP and Business Transformation Director
Experience, not intuition.
Josh is a results-driven digital transformation executive and enterprise PMO leader with nearly two decades of experience delivering large-scale change in complex, high-growth environments.
He specializes in bridging business strategy with technology execution, orchestrating cross-functional teams to drive mission-critical initiatives. Josh’s leadership is grounded in strong governance and delivery discipline, ensuring program delivery excellence and predictable outcomes that fuel growth and operational efficiency.
Expand
Josh Karp
ERP and Business Transformation Director
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Experience, not intuition.
Josh is a results-driven digital transformation executive and enterprise PMO leader with nearly two decades of experience delivering large-scale change in complex, high-growth environments.
He specializes in bridging business strategy with technology execution, orchestrating cross-functional teams to drive mission-critical initiatives. Josh’s leadership is grounded in strong governance and delivery discipline, ensuring program delivery excellence and predictable outcomes that fuel growth and operational efficiency.
Expand
Josh Karp
ERP and Business Transformation Director
Experience, not intuition.
Josh is a results-driven digital transformation executive and enterprise PMO leader with nearly two decades of experience delivering large-scale change in complex, high-growth environments.
He specializes in bridging business strategy with technology execution, orchestrating cross-functional teams to drive mission-critical initiatives. Josh’s leadership is grounded in strong governance and delivery discipline, ensuring program delivery excellence and predictable outcomes that fuel growth and operational efficiency.
Expand
Josh Karp
ERP and Business Transformation Director
Your program has stalled and it's not clear why.
This is actually not uncommon. It's rarely one aspect of the program that you can point to and say, "that's failed." It's multiple areas not operating with the right process or discipline or transparency and those inefficiencies compound each other, and progress slows down considerably. This condition is fixable, if you know how to do it; it requires holistic experience, not intuition, where you make incremental changes with a focus on governance and process, starting at the fault lines between dependent teams.
Understanding
Why do leaders believe the program has stalled? What are the indicators?
Objectives
What does success look like? How do you measure “done?”
Structure and Governance
How have you structured the program? What governance and delivery models are in place and what does the organization look like?
Recommendations
How can we restructure the program? Where can we target incremental accomplishments? Can we draw a line from today to the finish?
Clients
You don't have a clear picture of program finances.
There is one thing you are certain of, and that is, you're going to blow right past your forecast. That's a real bummer because there's already resentment about the cost and skepticism about the value. The issue is, financial management is dispersed across the program and across IT, and everyone does it differently at different times. Few organizations sit down and plan out how to manage program finances at the start. And because you normally don't do programs this size, you don't have the processes or controls already in place.
Understanding
How are fiancials tracked today? Where are the known gaps? Where does finance tracking live in the program?
Vendors
Review vendor agreements and payment schedules
Models and Process
Create a finance tracking model and process that adheres to leadership / corporate requirements
Recommendations
Deploy and train on the model; validate reporting meets expectations
Clients
Your IT vendors aren't meeting their commitments.
It seems you're always getting the C- or D+ team from your vendors. It never feels like you're the priority, even though you're paying real money. Being dependent on a vendor who isn't performing is a legitimate, almost universal problem. Escalations to the top have a temporary effect, but after a few weeks, the problems return. Vendors can feel like an immovable object, and you cannot make the assumption your procurement or contract team, or application or product owners can just get them to work.
Evaluation
Review which vendors are contributing to the program
Interviews
Meet w/ team members to determine issues
Contract / MSA Review
Review contracts and commitments
Recommendations
Deploy changes to the contracting process and ways the program interacts with vendors
Clients
You've lost control over messaging with the business.
The program may have been going on for a while and it hasn't delivered anything meaningful yet and rumors are spreading. Everyone knows they're going to be impacted, but no one knows for sure how; the impact isn't the enemy, uncertainty is the enemy. Losing the narrative, especially if you never had it in the first place, is the enemy, and the entire program will be impacted.
Assess
Why does leadership believe the narrative has been lost?
Story
What is the "story" of the program? What will it delivery for the busienss
Communications
From the C-suite on down, get alignment on the story, objectives, and strategy
Recommendations
Ensure the story is well understood, not just at the overall program level but for key components, too
Clients
Your team has never structured a large program from the ground up before.
You don't have a governance or delivery methodology for a program of this size. You're not certain what the program organization should look like. You aren't sure if you should hire an integrator or run it with independent contractors. You don't know how to set boundaries for program delivery responsibility, i.e., exactly what the program is responsible for, and what remains with IT. If you get 1% off course from day one, it'll be next to impossible to recover a year or two later.
Objectives
Define the program objectives and what success looks like
Strategy and Roadmap
Produce a roadmap and strategy for achieving the objectives
Governance
Consider different organizations, governance and delivery methodologies, and tracking approaches
Recommendations
Structure the program and deploy the governance artifacts, etc.
Clients
Your teams do not feel accountable to deliver or to meet their commitments.
Teams are missing dates, maybe they go through a change control process, and then just reset the status to GREEN. Program leadership and IT leadership knows it's a problem, they just don't know what to do. If your team doesn't feel accountable for success, or understand the impact of missing their commitments, your program is in real jeopardy.
Review
Review program principles, vision, mission, and communcation mechanisms
Structure
Review the program structure, roles and responsibilities, and commitments
Methodology
Consider the delivery methodology, intake, priority, and deployment process
Recomemndations
Recommend ways to "reset" the program expectations to drive accountability
Clients
Your matrixed business resources are complaining.
Matrixed business resources aren't being used effectively: you need them to contribute, but your team isn't respecting their time, they don't have a repeatable process, and they aren't setting expectations appropriately. The net result is, the business isn't making the work a priority, causing delays and inefficiency, and the direct reports of your peers in the business are whispering, putting your credibility at risk.
Structure
Review how business resources are engaging with the program
Intake and Prioritization
Review how scope is moved through delivery and the process for prioritizaiton; understand the business involvment
Roles and Responsibilities
Consider how business resource roles are defined and expectations are communicated
Recommendations
Gain leadership approval and engage with the business with greater respect
Clients
Your program scope is expanding and you don't know how to stop that.
The business realizes the program is well-funded so they continue to "require" more and more. The business doesn't have faith in IT's ability to deliver after the program ends, so they claim more scope is required to get to that first delivery. IT, even, sees an opportunity to reduce tech-debt in the name of the program and this takes away focus from getting higher priority work done. If you can't control scope, you cannot control your destiny.
Objectives
Review program objectives and success criteria
Intake, Priority, and Impact
Review scope intake process, prioritization, and impact analysis process
Interviews
Meet w/ leadership to determine alignment to objectives
Recommendations
Communicate objectives; institute rigourous change and impact analysis process
Clients
You have dependencies on other IT teams for delivery and they're not making program work a priority.
Priorities are not aligned and your IT leadership doesn't have an incentive to meet the program's schedule; they have their own problems to contend with. The result is delays and resentment and blame.
Assessment
Review program organization and overall IT priorities
Intake / Priority
Review process for scope prioritization and intake across IT
Organization
Review the organization structure and commitments
Recommendations
Recommend revised priorities and a common prioritization process w/ business involcement
Clients
Even if you have a well-run program, a botched rollout is the only thing your organization will remember.
Hurting IT's brand within your company is not your biggest worry; if the rollout is rocky, you'll lose customers; you've heard the horror stories, and not every rollout problem can be resolved by a 24/7 war room. If you don't have experience with large-scale deployments, they can be your downfall.
Assess
Review deployment targets, technology, communication plans, and methodology
Deeper Dive
Review deployment organization, training, and formal OCM
Playbook / Process
Review deployment playbooks and processes
Recommendations
Implement best practices for deployments
Clients
Your program has stalled and it's not clear why.
This is actually not uncommon. It's rarely one aspect of the program that you can point to and say, "that's failed." It's multiple areas not operating with the right process or discipline or transparency and those inefficiencies compound each other, and progress slows down considerably. This condition is fixable, if you know how to do it; it requires holistic experience, not intuition, where you make incremental changes with a focus on governance and process, starting at the fault lines between dependent teams.
Understanding
Why do leaders believe the program has stalled? What are the indicators?
Objectives
What does success look like? How do you measure “done?”
Structure and Governance
How have you structured the program? What governance and delivery models are in place and what does the organization look like?
Recommendations
How can we restructure the program? Where can we target incremental accomplishments? Can we draw a line from today to the finish?
Clients
You don't have a clear picture of program finances.
There is one thing you are certain of, and that is, you're going to blow right past your forecast. That's a real bummer because there's already resentment about the cost and skepticism about the value. The issue is, financial management is dispersed across the program and across IT, and everyone does it differently at different times. Few organizations sit down and plan out how to manage program finances at the start. And because you normally don't do programs this size, you don't have the processes or controls already in place.
Understanding
How are fiancials tracked today? Where are the known gaps? Where does finance tracking live in the program?
Vendors
Review vendor agreements and payment schedules
Models and Process
Create a finance tracking model and process that adheres to leadership / corporate requirements
Recommendations
Deploy and train on the model; validate reporting meets expectations
Clients
Your IT vendors aren't meeting their commitments.
It seems you're always getting the C- or D+ team from your vendors. It never feels like you're the priority, even though you're paying real money. Being dependent on a vendor who isn't performing is a legitimate, almost universal problem. Escalations to the top have a temporary effect, but after a few weeks, the problems return. Vendors can feel like an immovable object, and you cannot make the assumption your procurement or contract team, or application or product owners can just get them to work.
Evaluation
Review which vendors are contributing to the program
Interviews
Meet w/ team members to determine issues
Contract / MSA Review
Review contracts and commitments
Recommendations
Deploy changes to the contracting process and ways the program interacts with vendors
Clients
You've lost control over messaging with the business.
The program may have been going on for a while and it hasn't delivered anything meaningful yet and rumors are spreading. Everyone knows they're going to be impacted, but no one knows for sure how; the impact isn't the enemy, uncertainty is the enemy. Losing the narrative, especially if you never had it in the first place, is the enemy, and the entire program will be impacted.
Assess
Why does leadership believe the narrative has been lost?
Story
What is the "story" of the program? What will it delivery for the busienss
Communications
From the C-suite on down, get alignment on the story, objectives, and strategy
Recommendations
Ensure the story is well understood, not just at the overall program level but for key components, too
Clients
Your team has never structured a large program from the ground up before.
You don't have a governance or delivery methodology for a program of this size. You're not certain what the program organization should look like. You aren't sure if you should hire an integrator or run it with independent contractors. You don't know how to set boundaries for program delivery responsibility, i.e., exactly what the program is responsible for, and what remains with IT. If you get 1% off course from day one, it'll be next to impossible to recover a year or two later.
Objectives
Define the program objectives and what success looks like
Strategy and Roadmap
Produce a roadmap and strategy for achieving the objectives
Governance
Consider different organizations, governance and delivery methodologies, and tracking approaches
Recommendations
Structure the program and deploy the governance artifacts, etc.
Clients
Your teams do not feel accountable to deliver or to meet their commitments.
Teams are missing dates, maybe they go through a change control process, and then just reset the status to GREEN. Program leadership and IT leadership knows it's a problem, they just don't know what to do. If your team doesn't feel accountable for success, or understand the impact of missing their commitments, your program is in real jeopardy.
Review
Review program principles, vision, mission, and communcation mechanisms
Structure
Review the program structure, roles and responsibilities, and commitments
Methodology
Consider the delivery methodology, intake, priority, and deployment process
Recomemndations
Recommend ways to "reset" the program expectations to drive accountability
Clients
Your matrixed business resources are complaining.
Matrixed business resources aren't being used effectively: you need them to contribute, but your team isn't respecting their time, they don't have a repeatable process, and they aren't setting expectations appropriately. The net result is, the business isn't making the work a priority, causing delays and inefficiency, and the direct reports of your peers in the business are whispering, putting your credibility at risk.
Structure
Review how business resources are engaging with the program
Intake and Prioritization
Review how scope is moved through delivery and the process for prioritizaiton; understand the business involvment
Roles and Responsibilities
Consider how business resource roles are defined and expectations are communicated
Recommendations
Gain leadership approval and engage with the business with greater respect
Clients
Your program scope is expanding and you don't know how to stop that.
The business realizes the program is well-funded so they continue to "require" more and more. The business doesn't have faith in IT's ability to deliver after the program ends, so they claim more scope is required to get to that first delivery. IT, even, sees an opportunity to reduce tech-debt in the name of the program and this takes away focus from getting higher priority work done. If you can't control scope, you cannot control your destiny.
Objectives
Review program objectives and success criteria
Intake, Priority, and Impact
Review scope intake process, prioritization, and impact analysis process
Interviews
Meet w/ leadership to determine alignment to objectives
Recommendations
Communicate objectives; institute rigourous change and impact analysis process
Clients
You have dependencies on other IT teams for delivery and they're not making program work a priority.
Priorities are not aligned and your IT leadership doesn't have an incentive to meet the program's schedule; they have their own problems to contend with. The result is delays and resentment and blame.
Assessment
Review program organization and overall IT priorities
Intake / Priority
Review process for scope prioritization and intake across IT
Organization
Review the organization structure and commitments
Recommendations
Recommend revised priorities and a common prioritization process w/ business involcement
Clients
Even if you have a well-run program, a botched rollout is the only thing your organization will remember.
Hurting IT's brand within your company is not your biggest worry; if the rollout is rocky, you'll lose customers; you've heard the horror stories, and not every rollout problem can be resolved by a 24/7 war room. If you don't have experience with large-scale deployments, they can be your downfall.
Assess
Review deployment targets, technology, communication plans, and methodology
Deeper Dive
Review deployment organization, training, and formal OCM
Playbook / Process
Review deployment playbooks and processes
Recommendations
Implement best practices for deployments
Clients
Your program has stalled and it's not clear why.
This is actually not uncommon. It's rarely one aspect of the program that you can point to and say, "that's failed." It's multiple areas not operating with the right process or discipline or transparency and those inefficiencies compound each other, and progress slows down considerably. This condition is fixable, if you know how to do it; it requires holistic experience, not intuition, where you make incremental changes with a focus on governance and process, starting at the fault lines between dependent teams.
Understanding
Why do leaders believe the program has stalled? What are the indicators?
Objectives
What does success look like? How do you measure “done?”
Structure and Governance
How have you structured the program? What governance and delivery models are in place and what does the organization look like?
Recommendations
How can we restructure the program? Where can we target incremental accomplishments? Can we draw a line from today to the finish?
Clients
You don't have a clear picture of program finances.
There is one thing you are certain of, and that is, you're going to blow right past your forecast. That's a real bummer because there's already resentment about the cost and skepticism about the value. The issue is, financial management is dispersed across the program and across IT, and everyone does it differently at different times. Few organizations sit down and plan out how to manage program finances at the start. And because you normally don't do programs this size, you don't have the processes or controls already in place.
Understanding
How are fiancials tracked today? Where are the known gaps? Where does finance tracking live in the program?
Vendors
Review vendor agreements and payment schedules
Models and Process
Create a finance tracking model and process that adheres to leadership / corporate requirements
Recommendations
Deploy and train on the model; validate reporting meets expectations
Clients
Your IT vendors aren't meeting their commitments.
It seems you're always getting the C- or D+ team from your vendors. It never feels like you're the priority, even though you're paying real money. Being dependent on a vendor who isn't performing is a legitimate, almost universal problem. Escalations to the top have a temporary effect, but after a few weeks, the problems return. Vendors can feel like an immovable object, and you cannot make the assumption your procurement or contract team, or application or product owners can just get them to work.
Evaluation
Review which vendors are contributing to the program
Interviews
Meet w/ team members to determine issues
Contract / MSA Review
Review contracts and commitments
Recommendations
Deploy changes to the contracting process and ways the program interacts with vendors
Clients
You've lost control over messaging with the business.
The program may have been going on for a while and it hasn't delivered anything meaningful yet and rumors are spreading. Everyone knows they're going to be impacted, but no one knows for sure how; the impact isn't the enemy, uncertainty is the enemy. Losing the narrative, especially if you never had it in the first place, is the enemy, and the entire program will be impacted.
Assess
Why does leadership believe the narrative has been lost?
Story
What is the "story" of the program? What will it delivery for the busienss
Communications
From the C-suite on down, get alignment on the story, objectives, and strategy
Recommendations
Ensure the story is well understood, not just at the overall program level but for key components, too
Clients
Your team has never structured a large program from the ground up before.
You don't have a governance or delivery methodology for a program of this size. You're not certain what the program organization should look like. You aren't sure if you should hire an integrator or run it with independent contractors. You don't know how to set boundaries for program delivery responsibility, i.e., exactly what the program is responsible for, and what remains with IT. If you get 1% off course from day one, it'll be next to impossible to recover a year or two later.
Objectives
Define the program objectives and what success looks like
Strategy and Roadmap
Produce a roadmap and strategy for achieving the objectives
Governance
Consider different organizations, governance and delivery methodologies, and tracking approaches
Recommendations
Structure the program and deploy the governance artifacts, etc.
Clients
Your teams do not feel accountable to deliver or to meet their commitments.
Teams are missing dates, maybe they go through a change control process, and then just reset the status to GREEN. Program leadership and IT leadership knows it's a problem, they just don't know what to do. If your team doesn't feel accountable for success, or understand the impact of missing their commitments, your program is in real jeopardy.
Review
Review program principles, vision, mission, and communcation mechanisms
Structure
Review the program structure, roles and responsibilities, and commitments
Methodology
Consider the delivery methodology, intake, priority, and deployment process
Recomemndations
Recommend ways to "reset" the program expectations to drive accountability
Clients
Your matrixed business resources are complaining.
Matrixed business resources aren't being used effectively: you need them to contribute, but your team isn't respecting their time, they don't have a repeatable process, and they aren't setting expectations appropriately. The net result is, the business isn't making the work a priority, causing delays and inefficiency, and the direct reports of your peers in the business are whispering, putting your credibility at risk.
Structure
Review how business resources are engaging with the program
Intake and Prioritization
Review how scope is moved through delivery and the process for prioritizaiton; understand the business involvment
Roles and Responsibilities
Consider how business resource roles are defined and expectations are communicated
Recommendations
Gain leadership approval and engage with the business with greater respect
Clients
Your program scope is expanding and you don't know how to stop that.
The business realizes the program is well-funded so they continue to "require" more and more. The business doesn't have faith in IT's ability to deliver after the program ends, so they claim more scope is required to get to that first delivery. IT, even, sees an opportunity to reduce tech-debt in the name of the program and this takes away focus from getting higher priority work done. If you can't control scope, you cannot control your destiny.
Objectives
Review program objectives and success criteria
Intake, Priority, and Impact
Review scope intake process, prioritization, and impact analysis process
Interviews
Meet w/ leadership to determine alignment to objectives
Recommendations
Communicate objectives; institute rigourous change and impact analysis process
Clients
You have dependencies on other IT teams for delivery and they're not making program work a priority.
Priorities are not aligned and your IT leadership doesn't have an incentive to meet the program's schedule; they have their own problems to contend with. The result is delays and resentment and blame.
Assessment
Review program organization and overall IT priorities
Intake / Priority
Review process for scope prioritization and intake across IT
Organization
Review the organization structure and commitments
Recommendations
Recommend revised priorities and a common prioritization process w/ business involcement
Clients
Even if you have a well-run program, a botched rollout is the only thing your organization will remember.
Hurting IT's brand within your company is not your biggest worry; if the rollout is rocky, you'll lose customers; you've heard the horror stories, and not every rollout problem can be resolved by a 24/7 war room. If you don't have experience with large-scale deployments, they can be your downfall.
Assess
Review deployment targets, technology, communication plans, and methodology
Deeper Dive
Review deployment organization, training, and formal OCM
Playbook / Process
Review deployment playbooks and processes
Recommendations
Implement best practices for deployments
Clients
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