Success Story
Our client is part of a not-for-profit shared services organization that includes several hospitals across Toronto. As a result, the hospital is required to align with any software or system implementations adopted by the majority of hospitals within the overarching organization. This structure can present challenges—particularly when the decision was made to implement the SAP S/4HANA ERP system.
While SAP S/4HANA offers transformative benefits across the hospital's financial, operational and clinical domains, the implementation required collaboration among seven hospitals, the shared services organization and a Big 4 consulting firm — all working toward a mid-2026 go-live date.
While the hospital had support from consultants provided by the Big 4 firm, the complexity of having multiple stakeholders involved in key decisions highlighted the urgent need for a dedicated project manager. The hospital needed someone who could represent its best interests in meetings with the consulting firm, the shared services organization and other hospitals. This person would need to be comfortable advocating for the hospital, bring deep expertise in SAP S/4HANA and manage the project end-to-end. Additionally, given our client's status as a hospital with strict, ministry-funded budgets, it was essential to find someone with the right experience who could also work within their financial constraints.
Without the right person in place, there would be no one to hold stakeholders accountable for proper execution, which would pose a significant risk to the project, hospitals and shared services organization. A delayed go-live date could increase the risk of data inconsistencies within legacy systems, prompt change fatigue amongst staff and lead to major financial implications for the hospital, including the need to reallocate funds from other initiatives, which could potentially impact the highest priority for the hospital — providing quality patient care.
When it came time to fill the vital role of project manager, the hospital knew they needed a trusted partner to help find the right person for the job.
With seven other hospitals and the shared services organization involved, the hospital needed someone who could represent their organization, liaise with key stakeholders, and bring deep expertise in both SAP S/4HANA and project management. It was also critical for the project manager to stay on for the entirety of the project to reduce the risk of lost institutional knowledge, a major concern with any project of this scope.
We presented our tailored solution, highlighting our ability to provide top-tier talent committed to the full length of their contract. Our approach to service delivery — including regular performance reviews, proactive performance management, and ensuring our consultants continue to grow in their roles and careers — was a key differentiator in our partnership.
To further build trust, we connected the hospital with another client we supported through a similar transformation project. This conversation enabled the hospital to hear lessons the client learned throughout their implementation and how to prepare for certain possible challenges in advance. This unique insight helped the hospital not only have critical information to inform their own project prior to its start but also allowed them to hear firsthand our role in helping to make that project a success.
Based on our past track record successfully supporting other SAP S/4HANA implementations, ability to provide quality talent within their budget and our commitment to service delivery, we were selected to find the skilled project manager needed to lead this project.
Having already well-established, deep relationships with our consultants, we knew a project manager with over 20 years of experience who would soon be transitioning off another assignment and aligned to exactly what the hospital was looking for.
The project manager we placed was able to successfully represent the client in all the project planning meetings with the various stakeholders and play a key role in leading discussions around different needs throughout each phase of the implementation process.
When complete, the SAP S/4HANA upgrade is set to enable the client and all the hospitals in the shared services organization to have faster access to financial data, enabling them to make quicker, more-informed decisions around budgeting, forecasting and resource allocation. Additionally, the new system will help automate routine day-to-day tasks and standardize workflows — aligning perfectly with the hospital’s ability to provide high-volume, specialized care.
With the SAP S/4HANA on track and the project manager proving to be such an asset throughout the project, the client engaged us for additional resources beyond their core project team. We've been asked to provide support across their accounts payable; financial reporting and audit; corporate billing; accounts receivable and revenue management; and financial planning, analysis and research finance departments.
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