How do you handle ERP vendor selection?

Requirements gathering with ops, sales, finance, and production stakeholders. Long-list of ERP candidates based on size, industry, and geography. Short-list to 3 to 5 vendors for deep evaluation (demo, reference calls, pilot if possible). Decision based on fit, total cost of ownership, and implementation risk. Implementation management — I do not lead the implementation (that is ERP consultancy work) but I manage the relationship and protect the operation's interests. Typical ERP selection: 3 to 6 months.

Can you lead the ERP implementation?

I manage the implementation relationship with the ERP consultancy. I do not typically lead day-to-day implementation — that requires specialist ERP consultants who know the specific system deeply. My role: protect the operation's interests, manage scope creep, review decisions, coordinate across internal teams and external implementers. For manufacturers lacking internal project management for ERP, this is high-value.

What about integration with MES and shop-floor?

ERP-MES integration is where many digital transformation projects fail. Real-time shop-floor data feeding ERP for production visibility, quality management, and cost tracking. Integration patterns vary — some MES systems have clean APIs, others require middleware or custom work. For manufacturers running on aging MES or considering new MES, I evaluate and integrate alongside ERP work.

Can you help with OT/IT convergence?

Partial. Connecting IT systems (ERP, MES) with OT (operational technology — PLCs, SCADA, shop-floor devices) requires specialist OT engineers on the device side. I work alongside OT specialists on the integration layer. For manufacturers investing in Industry 4.0 initiatives, the IT-OT strategy layer is CTO territory; specific device and controls work stays with OT engineering.

What about cybersecurity?

Manufacturing increasingly targeted by ransomware. CTO role covers security posture — network segmentation, backup strategy, incident response, vendor security reviews. For deeper security work (penetration testing, SOC, threat hunting), specialist MSSP partners. I help scope security to operation risk, avoiding over-engineering for smaller manufacturers while ensuring baseline hygiene.

Manufacturing fractional CTO

A fractional CTO for mid-market manufacturers

ERP strategy, MES decisions, digital-transformation roadmap for $10M to $100M manufacturers. $4,500/mo Advisory, $8,500/mo full.

Available for new projects

See Fractional CTO

Starting at $4,500/mo · monthly retainer

Who this is for

Owner or COO of a $10M to $100M manufacturer with ERP upgrade looming, digital transformation overdue, and internal IT overwhelmed.

The pain today

ERP upgrade looming and decisions feel high-risk
Digital transformation mandate from board or customers
Internal IT is overwhelmed with operational work
No one to evaluate MES, QMS, and specialty system decisions
Competition catching up on digital capabilities

The outcome you get

Fractional manufacturing CTO at $4,500 to $8,500/mo
ERP evaluation and transition roadmap
MES and integration strategy
Digital-transformation priorities sequenced by ROI
IT team leadership or hiring plan

Why mid-market manufacturers hire a fractional CTO

Three triggers. ERP upgrade (NetSuite, SAP, Infor, Epicor) — decisions worth millions with 5 to 10-year impact. Digital transformation mandates from board, customers, or competitive pressure. IT team leadership gap — smaller manufacturers often have an IT manager handling support without strategic capability. Fractional CTO at $4,500 to $8,500/mo delivers strategic technology leadership without the cost of a full-time CIO ($250k+) or an expensive consultancy ($300/hour).

ERP, MES, and integration strategy

ERP decision drives everything. For $10M to $30M manufacturers, NetSuite or Microsoft Dynamics 365 are common. For $30M to $100M with manufacturing depth, Infor, Epicor, or Plex. For manufacturers with deep legacy on SAP, staying SAP with modernisation. MES (Manufacturing Execution System) layers on top for shop-floor work — Plex, Aegis, or ERP-native. Integration between ERP, MES, QMS, and CRM is often where manufacturers fail — custom integration work is CTO territory. At bolttech I ran 40+ provider integrations; patterns transfer.

Digital-transformation roadmap

Digital transformation means different things to different manufacturers. For some, it is customer-facing (e-commerce, customer portals). For others, it is ops efficiency (automation, analytics, integration). For most, it is both with priorities depending on competitive pressure. Roadmap sequencing: tackle highest-ROI items first, usually customer-facing if sales is the bottleneck or ops-efficiency if margin is the bottleneck. Avoid boiling the ocean — 18-month roadmap with quarterly milestones beats a 5-year vision with no deliverables.

Pricing tiers

CTO Advisory $4,500/mo — 1 to 2 days per week. Strategic guidance, ERP oversight, vendor evaluation. For manufacturers with existing IT manager needing senior oversight. Fractional CTO $8,500/mo — 3 days per week. Deep involvement in ERP project, digital-transformation leadership, IT team management. For operations without strategic technology leadership. 14-day money-back guarantee. Cancel anytime. US LLC invoicing. Typically 12 to 24 months covering ERP transition or major digital initiative.

Case: LAK Embalagens — digital transformation on a B2B manufacturer

LAK Embalagens: B2B packaging manufacturer rebuild. 45 percent bounce reduction, 3x impressions, top three rankings. Stack: React, Next.js, TypeScript, Tailwind CSS. Demonstrated digital-transformation success on a mid-market B2B manufacturer. The pattern — catalog-first digital presence, clear data model, customer portal, SEO-driven demand generation — applies to manufacturers across industries. CTO role extends the playbook into deeper ops (ERP integration, MES, shop-floor data).

When a full-time VP of IT is right

For manufacturers at $100M+ revenue with 50+ IT users and complex multi-site operations, a full-time VP of IT handles day-to-day IT leadership while fractional CTO or full-time CTO focuses on strategy. Below $100M, fractional CTO often covers both functions. I help you decide when to split roles — usually when IT operational complexity exceeds what a fractional can manage effectively. At W2O I led 15 engineers and ran multi-product ops simultaneously — I understand when leadership needs to split.

Recent proof

A comparable engagement, delivered and documented.

Industrial & E-commerce Packaging

Turned a B2B manufacturer into a digital showroom

Designed and developed a high-performance institutional website to showcase packaging solutions and generate qualified leads.

Manufacturing B2B45% lower bounce3x SEO impressionsLead-focused redesign

Read the case study

Frequently asked questions

The questions prospects ask before they book.

How do you handle ERP vendor selection?: Requirements gathering with ops, sales, finance, and production stakeholders. Long-list of ERP candidates based on size, industry, and geography. Short-list to 3 to 5 vendors for deep evaluation (demo, reference calls, pilot if possible). Decision based on fit, total cost of ownership, and implementation risk. Implementation management — I do not lead the implementation (that is ERP consultancy work) but I manage the relationship and protect the operation's interests. Typical ERP selection: 3 to 6 months.
Can you lead the ERP implementation?: I manage the implementation relationship with the ERP consultancy. I do not typically lead day-to-day implementation — that requires specialist ERP consultants who know the specific system deeply. My role: protect the operation's interests, manage scope creep, review decisions, coordinate across internal teams and external implementers. For manufacturers lacking internal project management for ERP, this is high-value.
What about integration with MES and shop-floor?: ERP-MES integration is where many digital transformation projects fail. Real-time shop-floor data feeding ERP for production visibility, quality management, and cost tracking. Integration patterns vary — some MES systems have clean APIs, others require middleware or custom work. For manufacturers running on aging MES or considering new MES, I evaluate and integrate alongside ERP work.
Can you help with OT/IT convergence?: Partial. Connecting IT systems (ERP, MES) with OT (operational technology — PLCs, SCADA, shop-floor devices) requires specialist OT engineers on the device side. I work alongside OT specialists on the integration layer. For manufacturers investing in Industry 4.0 initiatives, the IT-OT strategy layer is CTO territory; specific device and controls work stays with OT engineering.
What about cybersecurity?: Manufacturing increasingly targeted by ransomware. CTO role covers security posture — network segmentation, backup strategy, incident response, vendor security reviews. For deeper security work (penetration testing, SOC, threat hunting), specialist MSSP partners. I help scope security to operation risk, avoiding over-engineering for smaller manufacturers while ensuring baseline hygiene.

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