We built this because we kept watching the same thing happen.

We’ve spent our careers inside SAP - as solution architects, functional leads and, latterly, on the commercial side, shaping and selling the programmes we’d later have to deliver. Between us we’ve worked with most of the large and boutique SAP partners in this market, across finance, manufacturing and supply chain.

That combination is unusual, and it’s the reason this company exists. We’ve sat in the room where a programme is sold, and we’ve sat in the room eighteen months later where the business is being told why it can’t have what it thought it bought. The distance between those two rooms is almost never a technology problem. It’s a handover problem - context, assumptions, commitments and ownership that never made it from one team to the next.

The independent firms that exist to catch this mostly stop at the diagnosis. They’ll tell you what’s wrong, then hand the fix back to whoever caused it. We didn’t want to build that. We wanted to be the team that says what’s wrong and then stays to put it right, with people senior enough to make the calls and few enough to be accountable for them.

So APTRIQ is deliberately small and deliberately senior. There’s no pyramid, no bench to keep utilised, and no software commission influencing what we recommend. We’re not an SAP partner and don’t resell licences. What we sell is judgement and delivery, and we’d rather turn work down than take an engagement we can’t move.