Planning an ERP Project? Read This First

Implementing an ERP system is a big move for any manufacturer—and it’s one that can go sideways if you’re not prepared. To help make sense of what’s involved, we spoke with Christian Pouliot, Director of Professional Services at Genius ERP. Christian shares what it really takes to get an ERP up and running—from choosing the right internal champion to managing change on the shop floor. If you’re thinking about implementing an ERP, this is the advice you need to hear before you start.

Who Are You and What Is Your Role?

Christian Pouliot:
I’ve been with Genius for seven years and am the Director of Professional Services. My role includes managing the teams responsible for implementation, continuous improvement projects, and custom development—basically everything that helps meet our clients’ specific needs.

An ERP typically covers most of a company’s needs, but there are always elements that require customization. That’s where our department steps in, both during the initial implementation and later improvements.

Our role is central to the success of an ERP project: our teams are on the ground with the client, training users, making sure they understand the company’s processes, and building the solution hand-in-hand with them.

Why Implementation Is Key to ERP Adoption

Christian Pouliot:
An ERP is a powerful tool that structures a company’s processes—but it’s people who determine whether a project succeeds or fails. If users don’t adopt the system, the project is at risk.

That’s why we put people at the heart of the process. We work with users so they understand their role in the system and how their actions impact their coworkers and the organization. Strong adoption is the key to long-term success.

We don’t just focus on features or screens. What really matters are the processes.

Take quoting, for example: A quote becomes a sales order, then a production job, then a project. If users understand their role in this chain, everything runs more smoothly.

Every action in the system—like clicking a button—can trigger transactions elsewhere: in manufacturing or accounting. So it’s important not just to know what to do, but why it matters.

It’s not just about clicking buttons—it’s about understanding the ripple effects throughout the system.

Key Stages of a Typical Implementation at Genius ERP

Christian Pouliot:
Our implementations follow a well-defined structure. After the sale, we organize a kickoff meeting with the client. We introduce the teams and review goals and expectations together.

Next is the business analysis phase. Two consultants go onsite to analyze the client’s processes from A to Z, department by department. We look at procedures, roles, inputs—everything.

Back at the office, we tailor Genius’s processes to match the client’s reality and create a coherent solution. We then develop a project plan and a requirements document, which we present to the client.

Then comes the core of the implementation: training, configuration, and testing in a customized sandbox environment. This phase usually lasts four to six months, sometimes more, depending on the project’s scale.

Finally, we run a full simulation in an acceptance environment using the client’s real data. Once everything is validated and users are ready, we go live.

After go-live, our teams stay involved for four to eight weeks to ensure a smooth transition.

Involving the Client’s Team

Christian Pouliot:
To really understand a company’s needs and realities, we need to meet with department heads—or power users—because they manage day-to-day operations.

Early in the project, we also identify a project champion. This person plays a key role: Coordinating the project internally, rallying the team, and serving as a direct link to us.

Our consultants also meet with supervisors and, often, front-line staff in each department to understand how they actually work. This helps us tailor the solution as closely as possible to real-world conditions.

The Importance of a Champion and Change Management

Christian Pouliot:
An ERP project usually involves major change. If that change is driven only by upper management without involving staff, the project will likely fail. User involvement is essential for successful adoption./span>

The champion plays a central role: They drive the change. They need to be able to rally their team, communicate the reasons behind the change, and highlight the benefits.

We talk to the client about this role as early as the sales process. We help identify the right person—someone with time, authority, and strong knowledge of daily operations.

A good project starts before the contract is even signed. The company needs to know why they want an ERP, what goals they’re aiming for, and what benefits they expect.

It’s a complete transformation—and you need the right people, solid processes, and a clear strategy.

Ensuring Successful ERP Adoption

Christian Pouliot:
Adoption starts with training. We use Genius Academy to provide self-directed learning backed by live training sessions. Then, we move into micro-simulations, where users complete real tasks in practical scenarios.

This method—learn, practice, confirm—validates their understanding. We finish with a full simulation in an acceptance environment: a day in the life with Genius, from start to finish.

After go-live, our team continues to support the client. The first two weeks are intensive, then we gradually reduce the frequency of check-ins as the client becomes more self-sufficient.

For users who struggle more, we provide individual support. We adjust our approach based on their needs—especially for more complex modules like finance or engineering.

Common Challenges During Implementation

Christian Pouliot:
The biggest challenge is the upheaval. It’s a major change—often the company’s biggest tech investment—and must be done without disrupting daily operations.

Clients can’t put everything on hold for the project. So we schedule work sessions that fit their reality. They also need to absorb the knowledge, understand it, and make decisions. It’s a balancing act.

Another challenge: Unrealistic expectations. Some think ERP is like a mobile app. But it’s a complete digital transformation. It requires serious time and commitment.

Choosing the right champion is also critical. They must be motivated, skilled, and available. And almost never is that person the company president or owner.

Concrete Results and Measuring Success

Christian Pouliot:
The first measure of success is whether the initial goals were achieved. We review the outcomes with the client. For example, did they want to increase production efficiency by X%? Did they reach that? We look at the numbers together.

If a goal isn’t reached, we dig into why and how to fix it. We want the client to see tangible results.

Once goals are met, the project closes. That’s when our Customer Success team takes over for long-term support.

They check back 90 days after go-live to assess satisfaction, uncover new needs, and propose continuous improvement paths. Most of our clients are growing, so there’s always a next step.

Common Mistakes to Avoid

Christian Pouliot:
The most common mistake is thinking it will all happen on its own—that it’ll be easy, just press a button and everything works.

But an ERP project takes real effort. It’s a complete overhaul of how things are done. Some clients underestimate how much time and energy it takes.

Once goals are met, the project closes. That’s when our Customer Success team takes over for long-term support.

And again: Choosing the right champion is essential. Not just someone available, but someone with authority, motivation, and the skills to lead the project.

Final Message to Business Leaders

Christian Pouliot:
Don’t underestimate the importance of the implementation. Ask yourself the right questions before diving in: Why do you want to make this change? What problems are you solving? What goals are you aiming for?

An ERP isn’t a magic fix. It’s a transformation project that takes time, resources, and, above all, a team that’s ready for change.

If I had only one piece of advice: Do it for the right reasons.