My previous experience in Change Management supports a strong belief that business systems don’t and will not adopt themselves. People do. And if we get the people side wrong, even the most sophisticated technology will fail to deliver its promise and those involved will be left asking ‘where is the value?’.
We start each morning with a team stand-up, reviewing project resource allocation to ensure activities and priorities are clear and align with our customers’ expectations. This sets our projects up for the best possible start to each day.
I might then head into a process-focused session with various members of the business. We discuss pain points and possible improvements to our current processes to support better efficiency within our teams, more streamlined interactions and automation. Process improvements not only support our growth as a business but also improve individuals’ enjoyment in their work, so it is essential for continuous improvement.
I encourage my team to consider and suggest ideas on how we can enhance the controls and governance applied to our projects. By mid-morning, I could be reviewing alongside my team, an enhancement to NetSuite that will support Project Management of our projects. Empowering my team to carry out testing and provide feedback supports collaboration and teamwork before a change goes live, ensuring they are part of the journey.
Later in the day, I might check in with the team to gather feedback and provide guidance on their projects, or conduct project audits to ensure we are delivering to the expected high standards that we provide to our customers across the portfolio. Depending on where we are across different customer work streams, I might be reviewing adoption metrics to pinpoint where additional support or training is needed, as well as reviewing the exciting projects that are in the pipeline and agreeing on allocations of those with the team
Through it all, I’m constantly reminded that transformation is not a checklist; it’s lived in these moments, in the small wins, questions, and human interactions that happen every day.
In my experience in Project Management, I observe time and time again that effective project management is achieved through strong controls, governance, and consistent weekly status reporting. Whilst maintaining open lines of communication with key stakeholders to foster partnerships and build strong relationships, this creates a platform for constructive and challenging discussions.
One lesson I’ve drawn from observing our customer journeys and our diverse portfolio of projects is the power of co-creation. In Astrak’s warehouse transformation, staff were actively involved in designing new processes for NetSuite WMS, turning frustration into ownership. By engaging teams early in workshops and gathering input on pain points, we can create solutions that people feel invested in. Adoption grows naturally when people see their ideas reflected in the system. I am a huge believer in ‘ we are one project team and a successful project and go-live happens through communication, collaboration and teamwork’.
Cognita have entrusted us with multiple, exciting programmes of work. This is not just about an ERP rollout, but creating internal champions who are empowered to advocate for it. With lots of thought and alignment in how people are engaged, how they are on-boarded, how they are communicated with and how we bring end users onto the journey with us, we are supporting a really strong team ethic. By taking people on the journey with us from the very start of the project, the goal isn’t just to train people, but rather to inspire them to lead and motivate their peers, turning adoption into a shared goal.
Complex projects are often measured by technical milestones. Advanced’s experience shows that the real story is the human outcome: teams working faster, making fewer errors, and feeling more confident. Shifting the narrative in projects to highlight these wins will pay dividends — presenting how change is delivering less time spent on repetitive tasks, smoother processes, and tangible improvements to daily work can fuel momentum and builds trust in the system.
The successful project delivered for Restore Datashred shows the value of building capability within teams. By focusing on knowledge transfer, employees gained the confidence to run and improve the system independently, creating sustainable value. Training isn’t just about “how to click here.” It’s about giving teams the autonomy to evolve processes, solve problems, and fully leverage the system for the long term.
In my experience, ERP transformation, in particular, for many of our customers, is emotional. In a recent K2 rollout, it was demonstrated that systems succeed when they respect how people actually work. Resistance isn’t about technology – it’s about fear of losing control, competence, or comfort. Here at NoBlue2, we empathise and support people through change. Technology is the enabler, but culture and trust determine adoption.
ERP projects often fail because they’re treated as technical exercises. The truth I’ve learned is simple: ERP transformation is a people project, powered by technology.
A successful day for me isn’t measured by modules deployed or dashboards updated—it’s measured by those human interactions: seeing a finance team finish their month-end close in half the time, hearing warehouse staff share how a workflow finally makes sense, or watching a project champion coach their peers with confidence.
My responsibility isn’t just managing timelines or risks—it’s creating space for dialogue, empowering champions, celebrating wins, and building confidence. When we get this right, adoption sticks, and technology delivers the value it was meant to.
The ultimate measure of success? When people say: this makes my work easier, faster, and better. That’s the transformation worth leading.
Jas Bahia lidera la Gestión de Proyectos (PMO) en NoBlue2, donde es responsable de diseñar y mejorar de forma continua el marco de gestión de proyectos, la gobernanza y las mejores prácticas de la organización.
Con más de 12 años de experiencia en la entrega de proyectos ERP tanto en consultoría como en entornos de cliente final, aporta un profundo conocimiento en NetSuite. Su trayectoria en formación y gestión del cambio refuerza su capacidad para guiar a las organizaciones en sus procesos de transformación, asegurando que los proyectos no solo estén bien gestionados, sino también plenamente integrados para garantizar el éxito a largo plazo.
Jas Bahia leads the Project Management Office at NoBlue2, where she is responsible for shaping and continuously enhancing the organisation’s project management framework, governance, and best practices. With over 12 years of experience delivering ERP projects across both consultancy and end-user environments, she brings deep expertise in NetSuite and Microsoft Dynamics. Her background in training and change management underpins her strengths in guiding organisations through transformation, ensuring projects are not only well-managed but also fully embedded for long-term success.
