An ERP system does not solve your problems.
A poorly designed ERP amplifies them.
An ERP project is not an IT project.
It is an organizational project.
When properly designed, it structures the company, streamlines operations, and restores visibility.
When poorly managed, it becomes heavy, rigid, and frustrating.
Our role : ensure your ERP becomes a performance driver — not a constraint.
What we do in practice
We intervene at three key stages:
1) Before the project
We help clarify:
- Actual business processes
- Operational needs
- Strategic objectives
- Selection criteria
Objective : choose the right solution for the right reasons.
2) During implementation
We support:
- Process structuring
- Functional decision-making
- Coordination with integrators
- Securing critical decisions
Objective : maintain control of the project.
3) After go-live
We optimize:
- Real ERP usage
- Cross-department workflows
- Automations
- Data quality
Objective : unlock the system’s full potential.
Our belief
A high-performing ERP relies on three pillars:
- Clear processes
- Defined responsibilities
- Strong governance
Technology comes afterward.
What we often see
In large organizations:
- Underused ERP systems
- Activated but poorly exploited modules
- Non-harmonized processes
- Excessive Excel dependency
- Decisions made without global visibility
Result : complexity, slow execution, frustration.
We restore overall coherence.
Why us?
- Because we are neither software vendors nor simple integrators.
- We bring a transversal perspective: strategic, operational, and results-driven.
- We talk business before tools.
- We simplify what has become unnecessarily complex.
Launching, restructuring, or optimizing an ERP?
People first !
At Quality Training, we place people at the heart of every ERP project.
Our consultants combine business expertise, pragmatism, and hands-on support to deliver solutions tailored to your reality.
Because beyond the tools, successful projects are above all about people.
Michaël Rogiers
Michael, a graduate in Economics from the Solvay Brussels School of Economics and Management, began his career as a financial controller in various companies.
There, he gained experience in financial reporting and analysis, consolidation, budgeting, forecasting, accounting methods, and analytical tools.
For the past 15 years or so, he has focused on consulting, mainly in finance-related roles.
He specializes in performance improvement through tools such as ERP systems, consolidation, reporting, budgeting, and performance management solutions.
Throughout his career, he has developed the skills required to manage projects end-to-end.
His assignments include ideation, RFP management when applicable, technical and functional follow-up, testing, and validation.
He is also experienced in change management related to transformation projects impacting entire organizations.
Budget, timeline, and risk management are integral parts of his expertise.
He has worked across a wide range of industries, including banking, insurance, food, manufacturing, and aerospace.
Pragmatic and results-oriented, he places team management and performance at the core of his approach.
