ERP modernisation is a people problem first
ERP modernisation projects don't fail because of technology. They fail because of the people. Here's what CTOs need to get right before the first line of configuration is written. With insights from Tim Connolly, Associate Partner at Veles Consulting.
Organisations investing in ERP transformation, whether migrating to S/4HANA, Oracle Fusion, or Dynamics F&O, tend to frame the challenge as a technology one. Choose the right platform. Configure it correctly. Integrate the data. But whilst all these factors are real and far from straightforward, the projects that stall, overrun, or fail to realise ROI almost always come down to the same root cause: the wrong people, in the wrong roles, at the wrong time.
For CTOs navigating ERP modernisation in 2026, the talent layer is no longer a supporting consideration. It is the critical path.
Where ERP capability gaps appear
ERP implementations demand a rare mix of technical depth and business understanding. The roles most frequently under-resourced, and most consequential when they are, include SAP functional consultants (particularly S/4HANA-certified), Oracle and NetSuite specialists, data and AI integration architects, and programme managers with genuine ERP delivery experience, not just project management credentials.
Across Salt’s hiring activity globally, demand for these profiles has remained consistently high, spanning London, Dubai, Singapore, Sydney, Auckland, Cape Town, and Toronto. Seniority ranges from Analyst to VP and CTO-level, reflecting how deeply ERP adoption cuts across an organisation’s structure.
Tim Connolly, Associate Partner at Veles, has observed the pattern repeatedly in client engagements:
“The technical platform is rarely the limiting factor. Where we see projects struggle is when the team responsible for delivery doesn’t have people who’ve done this before. Who understand both the system and the change management that must happen around it. You can have the best software in the world and still end up six months late and over budget.”
Contractors vs Permanent hires: It depends on the phase
One of the most common questions CTOs ask at the outset of an ERP programme is whether to build the team permanently or bring in contractors. The honest answer is: both, and it depends on where you are in the programme.
Contractors make sense for specialist implementation phases. S/4HANA configuration, data migration, cutover planning for example. Where you need deep expertise for a defined period. Permanent hires are better placed in the roles that carry the knowledge forward: system owners, internal architects, data stewards who will manage and optimise the platform after go-live.
Getting this balance wrong is a common and expensive mistake. Over-relying on contractors creates dependency and knowledge gaps post-implementation. Under-investing in contractors at critical phases slows delivery and inflates costs elsewhere.
The AI integration opportunity
Modern ERP transformation is increasingly inseparable from AI and data strategy. The organisations extracting the most value from platforms like S/4HANA or Oracle Fusion aren’t just running cleaner processes, they’re using integrated analytics and AI-enabled insights to drive decisions at a leadership level.
This creates demand for a profile that didn’t exist five years ago: professionals who sit at the intersection of ERP functional knowledge, data engineering, and applied AI. They are scarce, and competition for them is intense.
“The clients who are furthest ahead aren’t thinking about ERP and AI as separate workstreams. They’ve got people who can bridge both. Who understand what the system produces and how to turn that into something the business can act on. That’s where the real ROI lives, and it’s where most organisations are still building capability.” Tim Connolly, Associate Partner at Veles
What CTOs should be asking now
Before a single line of configuration is written, the talent question deserves a structured answer. Salt’s Advisory practice works with technology leaders to assess capability gaps, map the contract-versus-permanent balance for their specific programme, and build the teams that de-risk delivery from day one.
ERP modernisation being done well is a competitive advantage. Getting people right is how you get there.
Salt is a global talent solutions company with specialist practices in technology, transformation, and advisory. To discuss your ERP talent strategy, contact Salt Advisory
