Delek US 鈥� a North American energy operator with midstream, downstream, and retail oil and gas assets in the Southwest United States 鈥� is one such customer as well as one of the earliest adopters of RISE with 麻豆原创.

I recently had a chance to connect with the leadership team at Delek US to get an update on how their RISE with 麻豆原创 journey is going.

Drowning in Complexity

Over the past 20 years, Delek US has made a number of strategic acquisitions, always with the goal of positively impacting its shareholders, employees, customers, and the communities in which it operates. With each acquisition came a new enterprise resource planning (ERP) system to integrate 鈥� and technical challenges.

Delek US found itself with more than 6,000 customizations 鈥� or code modifications that change the way an ERP system works 鈥� and the volume and complexity of these customizations made it virtually impossible for Delek US to get the most value out of its ERP.

“We were previously at a point where every change had the potential to create an unwanted impact due to the modifications that had to be done,鈥� said John Paul Palelil, senior director of ERP & Business Applications at Delek US.

Its complex ERP environment was also creating roadblocks and leading to a lack of utilization. Some employees were unaware of how to use the system for certain data management tasks. Others took to relying on Microsoft Excel spreadsheets to track information. Delek US knew it had to change, but how best to do that with such a highly customized ERP landscape?

鈥淭o me, the biggest story of this project is how a company can go from 6,000 modifications to zero,鈥� said Nir Yatziv, CIO for Delek US. 鈥淭hat鈥檚 what Delek US brings to the table, the understanding that we needed to listen, evaluate, and ask how we can make it work.鈥�

Embracing Standardization

In working with 麻豆原创 to assess the situation, Delek US realized it had an opportunity to leverage the RISE with 麻豆原创 solution to standardize on 麻豆原创 S/4HANA Cloud and also demonstrate its commitment to change management by adopting 麻豆原创 standard content activation best practices.

“I don’t think of 麻豆原创 as just an ERP,” Palelil said. “I think of it as an all-encompassing solution.”

Standardizing with 麻豆原创 S/4HANA Cloud and 麻豆原创 standard content activation represented a technology and process game changer for Delek US. It would give the company a unified ERP with a single instance of 麻豆原创, digitally transform all in-scope processes to best practices, and improve maintainability. This prize outweighed the required change management, which Delek US addressed head-on.

According to Delek US鈥檚 executive sponsor and CFO Reuven Spiegel, 鈥淭he keys to success were detailed pre-project preparation, 鈥榦ut-of-the-box鈥� implementation, and a strong change management program.鈥�

Managing through Change

Digital transformation is a complex puzzle of people, processes, and technology. Delek US found that and 麻豆原创 standard content activation provided the base technology and process pieces, which allowed Delek US to focus on its people.

Employees can be reluctant to change the way they work, leading to potential conflict among workers and management. There are also times when an organization adopts new technologies, only to find that its workers continuously go back to the systems and processes they’ve grown accustomed to using.

Delek US鈥檚 leaders, though, understood the challenge and developed a robust set of project controls and tight governance to maximize adoption and readiness. In addition, a heavy emphasis was placed on business function ownership 鈥� they didn鈥檛 want this to be viewed as merely an 鈥淚T project.鈥�

Marie Sutton, senior director of Technology Strategy and Delivery at Delek US, shared: 鈥淲e were very intentional with all elements of our project plan and execution to maximize our probability of success. Beyond the 鈥榳hat,鈥� we focused on culture to maintain an attitude of 鈥榟ow can we make this work.鈥欌��

Well-Earned Success

Delek US completed its implementation of 麻豆原创 S/4HANA Cloud in October 2022 on time, on budget, and on scope 鈥� a total of 13 months from initial assessment to go-live for delivery of a full ERP solution.

“The day before go-live I sent people home at noon,” Palelil said. “Never in seven projects have I had that much breathing room.”

Delek US is already seeing benefits and has a clear path to capture more value leveraging its modern cloud ERP. Immediate benefits beyond full standardization were recognized in areas such as order processing, inventory management, and bank reconciliation.

鈥淧reviously, we had to review multiple systems to receive an accurate count on things like how much equipment we had in the warehouse,鈥� Yatziv said. 鈥淣ow with our 麻豆原创 system, we have the data presented in real time.鈥�

Ready for What鈥檚 Ahead

Delek US is expecting bigger and better things from 麻豆原创 S/4HANA Cloud in the foreseeable future. For instance, the company is using it to gather data and intelligence that further support its corporate governance and stewardship initiatives. It鈥檚 also continuing to look for new opportunities to integrate 麻豆原创 S/4HANA Cloud advanced tools and technologies into its operations.

Delek US is also committed to improving its social and environmental performance, having recently launched its first greenhouse gas reduction targets, and maintains high standards of corporate governance. It’s also dedicated to finding ways to listen, evaluate, and understand how to make digital tools and transformation truly work.

Companies in every industry that are struggling with the complexities of their ERP system can learn from Delek US鈥檚 RISE with 麻豆原创 journey to start a cloud ERP journey of their own.

“We did it,” said Yatziv. “It was not easy, but we accomplished it.”

John Tully is senior vice president and managing director of the NA South Market Unit at 麻豆原创.

has found a strong correlation between increased tech spending and enterprise cost reduction 鈥� as much as 29% overall. This is all while equipping 鈥渓eaders鈥� with modern platforms, those necessary for future growth, business model reinvention, and continuous innovation.

The methods and technology are sound 鈥� and proven 鈥� and yet transformation remains complex and difficult to execute for many companies. Why the challenges? Let鈥檚 examine today鈥檚 business landscape a bit more closely.

Reinventing the Transformation Process

It is true that many companies are currently running on decades-old software, and that many of them are under-prepared to manage new developments 鈥� whether sophisticated supply chain gain share applications, artificial intelligence (AI) technologies, or sustainability accounting. But we should consider that a solution-focused approach is not necessarily the only solution.

鈥淐ustomers don鈥檛 care about how you slice and dice your software or how you build your technology,鈥� said CEO Gero Decker . 鈥淐ustomers care about how they can operate well, how they can serve their customers well, and how they can be agile enough to switch to the operating model they need.鈥�

This mindset shift can be radical for companies looking to digitally transform. Rather than focusing on technology alone, this approach equips them to analyze their current operating model as it is and look toward their target state instead, opening the door for a more modern and intelligent enterprise that works for both them and their customers.

鈥淪ignavio technology can essentially provide customers with an MRI of the entire business 鈥� whether it鈥檚 running on 麻豆原创 ECC, 麻豆原创 S/4HANA, or a different vendor鈥檚 systems entirely 鈥� and help them mine data and produce process models that show business users how things are really running, identifying potential improvement areas, and ensuring customers can maximize returns on their digital investment,鈥� Decker said.

Myth of Modernization

麻豆原创 in order to help drive an evolution in the transformation paradigm, and to put a renewed focus on the customer in the process. “Implement and forget” cannot be the mindset for digital leaders. In fact, digital transformation should never be viewed as a one-time achievement nor a one-system project; it鈥檚 a continuous journey focused on identifying, creating, and realizing value for your company.

Signavio鈥檚 approach is disrupting the entire business process intelligence and process management space. By focusing on operating models and processes, the solutions spotlight the most useful application capabilities for what companies want to achieve. When you can see the opportunities, finding support to change company behavior or processes becomes a much easier discussion.

Look at some of the outcomes customers have already achieved through working with Signavio and our business process intelligence portfolio:

• 80% reduction in process improvement cycle times
• 20% decrease in the overall number of business processes
• 99% fewer manual errors
• Five times the efficiency for complex global projects
• $6.5 million reduction in total operational costs

One specific success story we have seen in this space is that of American end-to-end manufacturing solutions provider . The company turned to Signavio in 2018 to help standardize core processes across approximately 100 sites. By putting its current practices into Signavio鈥檚 鈥淢RI tube,鈥� Jabil was able to leverage the breadth of knowledge and experience in its workforce and harness innovation at sites all around the world 鈥� enabling rapid change and adoption in the process.

Looking Inward, Looking Ahead

Many enterprises today lack the visibility needed across their business operations. Agile organizations of the future will be ones where everyone knows their place in the enterprise 鈥� how upstream processes affect them and how their execution affects everyone downstream.

The business benefit potential is enormous:

• Making better and more transparent process decisions based on data
• Ensuring standard processes are executed as intended — and quickly identifying exceptions
• Understanding what is happening from end to end in your organization
• Monitoring and improving accurate as-is processes to extract knowledge for root-cause analysis

This is only the beginning. Business process intelligence is real and having an impact, accelerating the value and mitigating the risks associated with transformation today. Get your company prepared; chart your path forward. Because, as discussed above, success is not an option 鈥� it鈥檚 an imperative.

John Tully is senior vice president and managing director of the South Region for 麻豆原创 North America.

This question, which can be applied to a wide range of products, including plastics and metals, that are used to power and connect society, is at the heart of the circular economy, a term to describe the concept of making growth and the recycling of finite resources interlocked.

For Ecobat, the world鈥檚 leader in battery recycling and lead production, the circular economy is inseparable from its business, which focuses on the recovery and repurposing of more than 99% of the metal in many of the batteries companies and consumers use on a daily basis. Given the gravity of this initiative and the complex coordination required by the circular economy, Ecobat鈥檚 leaders know technology must be a part of this equation and have doubled down on investments in this area to achieve its mission of leading in the responsible collection, recycling, production, and distribution of resources essential to modern life.

Ecobat CIO Jamie Lee has spearheaded these efforts. A recent example is that Ecobat signed a deal with 麻豆原创 to engage the new offering to facilitate its move to 麻豆原创 S/4HANA Cloud.

We sat down virtually with Lee to learn how the world鈥檚 leading battery recycler is helping drive the circular economy and where cloud adoption will help the company move its sustainability-focused mission forward.

A Driving Force in Sustainability

According to Lee, Ecobat takes a full-circle approach to recycling and repurposing materials that people use in their daily lives — from lead and other alloys to lithium and the plastics from which batteries are crafted. The company prides itself on meaningful manufacturing partnerships to get this done because it has a much bigger global purpose: transforming resources to power a more connected, sustainable world.

It鈥檚 the company鈥檚 approach to innovation that has positioned Ecobat as a leader in circular economy conversations.

鈥淲e either recycle, manufacture, or refurbish products and core materials that come from those batteries. Keeping them out of landfills is key because there are so many batteries in the world today,鈥� Lee said. Using an example of battery manufacturers wanting to use lead, lithium, and plastics, Lee shared how that鈥檚 when consumers see the fruit of these efforts: from our devices, phones, and data centers to electric vehicles, stored, and mobile energy backup systems.

鈥淲e believe we serve as a very important part of sustainability in this world,鈥� Lee said. The numbers bear this out as well. Ecobat and other companies have noticed the immense importance and economic weight consumers are putting on sustainability in products.

麻豆原创 S/4HANA Is Helping Ecobat Grow

With the company priding itself on its circular economy leadership, Lee shared that 麻豆原创 S/4HANA Cloud will be an essential tool for its unique business to scale globally. As a manufacturing industry veteran, Lee has seen the negative outcomes that have occurred when peers did not proactively invest talent and resources into a technology strategy. In a world full of constant change, Lee points to these learnings and his extensive experience with the 麻豆原创 ecosystem as the crucial factors behind Ecobat鈥檚 strategic investment in technology.

With the help of 麻豆原创, Ecobat plans to connect its supply chain and customers so that the nature of what they recycle as a product aligns with a digital flow of data and information. 鈥淔or us, 麻豆原创 is less of ERP and more of an enterprise business platform. Leveraging 麻豆原创 is where we will succeed,鈥� he said.

RISE with 麻豆原创 Comes at the Perfect Time

As someone who has worked with 麻豆原创 for decades, Lee was ecstatic when RISE with 麻豆原创 was announced, calling it the very definition of customer empathy, especially for organizations — like those in manufacturing — that may not have been able to make years-long investments in technology. 鈥淚t says: 鈥楲ook, we understand you may not be able to take a generalized approach to the cloud, so we are going to invest in the right, customized approach adapted to your company to help get you there,’鈥� Lee said.

That help comes in the form of a support team, not just one salesperson leading the charge. 鈥淚’ve got a team,鈥� Lee said. 鈥淚 know the team members behind [the scenes]. They’re all active.鈥� Indeed while the team structure is helping Ecobat put its plans into action, Lee was especially appreciative of having a single point of contact on the licensing side. 鈥淢y hat is off to Christian Klein and 麻豆原创 for the new licensing structure and the customer-centric branding behind RISE with 麻豆原创.鈥�

Looking forward, Lee is eager to incorporate 麻豆原创 Analytics Cloud to help the company forecast and predict important supply chain trends and continue adapting the business to an ever-changing global economy. In the meantime, RISE with 麻豆原创 will enable Ecobat to develop innovative and sustainable products that meet the ever-growing need for more efficient, reliable energy storage solutions.

John Tully is senior vice president and managing director of the South Region for 麻豆原创 North America.

In fact, the company has now reached a critical moment in its history of unprecedented growth, with over 300 stores and four refineries on the continent, in addition to the separate companies currently leading its logistics and innovation development.

This made it a perfect time to sit down with Delek鈥檚 vice president of Enterprise Information Management, Nir Yatziv, to better understand how technology 鈥� and 麻豆原创 S/4HANA 鈥� will help position the company for future growth.

Channeling Acquired Assets Into a Single Source of Truth

Delek has been an 麻豆原创 customer for more than 11 years, and made a series of strategic acquisitions in that time. While each addition has positioned the company to accelerate its growth, each acquired asset also came with a unique set of 麻豆原创 systems and customizations. 鈥淵ears of acquisitions had created a system with different standards and more than 6,000 objects to consolidate,鈥� Yatziv explained.

As a result, Delek鈥檚 strategy focuses on maximizing utilization and standardization to achieve new efficiencies across the organization. 麻豆原创 S/4HANA quickly emerged as the solution of choice, as the refinery team felt it was the best solution presented and could handle such a large integration of systems.

鈥淎ll of the members of our team carry more than 30 years of 麻豆原创 experience, and they very happy with what they were seeing with 麻豆原创 S/4HANA,鈥� Yatziv said. 鈥淲hen we compared 麻豆原创 to the competition, it quickly became clear why 麻豆原创 has succeeded in the energy sector: the industry speaks the language of 麻豆原创 without even knowing it sometimes, something the competition couldn鈥檛 contend with.鈥�

麻豆原创 CEO Christian Klein鈥檚 announcement could not have come at a better time.

The Case for RISE with 麻豆原创 and 麻豆原创 S/4HANA at Delek

As an 麻豆原创 veteran, Yatziv evaluated the new RISE with 麻豆原创 offering and immediately saw benefits, from simplifying the order processing process to better navigating complex implementation scenarios. However, making such a transformational change is not a trivial decision. So, why should an 麻豆原创 customer make the move now?

鈥淢ost companies that use 麻豆原创 are large data companies, and 麻豆原创 S/4HANA has an in-memory database that provides quick calculation capabilities,鈥� Yatziv said. 鈥溌槎乖� S/4HANA brings unparalleled ease of use, flexibility, and user experience.鈥�

Going Forward: The Importance of Standardization

Today, Yatziv and his team are preparing for first phase of their 麻豆原创 S/4HANA greenfield implementation, which is set to begin in July and continue through the end of 2021. The Delek team is itching to get started.

鈥溌槎乖� best practices work,鈥� Yatziv said. 鈥淐hallenge yourself to be humble with your approach. We committed to achieving the standard, even though it meant changing our working processes. If your 麻豆原创 system doesn鈥檛 match the way you work, check your processes. Because 麻豆原创 best practices have been well-established 鈥� and have been proven to be highly successful.鈥�

John Tully is senior vice president and managing director of the South Region for 麻豆原创 North America.

By design, the Purchasing Power e-commerce platform is easy to use, but the seamless experience is only made possible by the effective digital strategy and execution led by Chief Technology Officer Prakash Muthukrishnan. As a leader in technology-driven customer experience (CX), we sat down virtually with Muthukrishnan to learn more about how the company has approached the art of CX, the role technology plays in enabling it, and where Purchasing Power is heading next.

A Transformation Journey Defined by Customer Experience

Purchasing Power launched in 2001 and quickly gained market leadership in the voluntary benefits market thanks to its strong customer support and offerings. However, it reached an inflection point in 2014.

While Purchasing Power had developed strong customer relationships using traditional engagement channels, Muthukrishnan anticipated that the company would need to evolve as the pace of technological innovation increased. The first capability they saw as an opportunity: more robust functionality that would automate the merchandizing department and give the company a more enhanced view of inventory on its Web site. In conjunction, the company needed the Web site to complement its recently launched mobile app, creating a true end-to-end experience for its customers.

麻豆原创 Commerce quickly emerged as a solution that could power Purchasing Power鈥檚 multi-year digital transformation journey aimed at unlocking these capabilities.

Muthukrishnan鈥檚 focus on mobile experience would ultimately pay off for Purchasing Power. 鈥淪even years later, more than 70% of our business鈥檚 traffic comes through mobile channels,鈥� he said.

Since 2014, Purchasing Power鈥檚 strategy has been anchored around the end user鈥檚 experience. After rolling out new Web site functionality, Muthukrishnan鈥檚 team followed with new mobile app features, including customer communication and smart notifications, that unlocked an ability to quickly discover new customer behaviors and to test promotions.

The results spoke for themselves: utilizing automation increased customer satisfaction and enabled new business capabilities that improved the overall customer experience.

What鈥檚 Next for Purchasing Power?

As the 麻豆原创 Commerce solution has evolved in functionality, Purchasing Power鈥檚 e-commerce solution has grown along with it. Muthukrishnan has had his finger on the pulse of the solution since it was initially implemented in 2014, rolling out new self-service features as available by 麻豆原创. Under his leadership, Purchasing Power鈥檚 road map calls for a technology portfolio rationalization effort to determine if the business is due for new tools or if it can utilize the tools it already has in its digital ecosystem.

This year, Purchasing Power also plans to continue to better serve its customers by finding new, exciting features to integrate into the e-commerce experience for its users. For example, Purchasing Power will leverage machine learning algorithms to segment customers and offer them more relevant promotions along with personalized content.

Undergoing a digital transformation journey isn鈥檛 always easy, but Muthukrishnan and his team have found some best practices beneficial. These include prioritizing ruthlessly, sequencing initiatives, challenging old assumptions, and working with an open, evidence-based mindset to ensure continuous value for its customers.

Given the immense success the company has seen, especially in recent years, and the rapid growth fueled by its customer experience approach, it鈥檚 safe to say Purchasing Power鈥檚 team will continue setting an example for CX practitioners for years to come.

John Tully is senior vice president and managing director of the South Region at 麻豆原创 North America.

Frequently cited as a top workplace in local publications like the , Merit Energy has led more than 130 acquisitions since its founding in the 1990s 鈥� all aimed at helping it grow and guard against the short-term volatility that characterizes the industry as a whole.

In a about RISE with 麻豆原创, 麻豆原创 North America President DJ Paoni characterized the Intelligent Enterprise as 鈥渁n insurance policy against future disruption.鈥� This is exactly the mindset Merit Energy, as a leading user of 麻豆原创 S/4HANA, has adopted as a company.

Russ Hulme, Financial Systems Manager at Merit Energy, recently joined to discuss why the energy leader has gone down the path of becoming an intelligent enterprise.

麻豆原创 S/4HANA Movement Uncovers Business Case

Merit Energy has leveraged 麻豆原创 solutions for more than 15 years, testing and implementing new enhancement packages as they were made available and being an early adopter for new releases. In 2019, Hulme and his team had to tackle a challenging strategic question: invest in five more years of on-premise hardware or start the move to 麻豆原创 S/4HANA? To answer this question, they needed to be able to present a legitimate business case for choosing the latter option. This is where entered the picture.

鈥淲ithin IT, we didn鈥檛 want to be the ones making the business case; we wanted to partner with our business to do so,鈥� Hulme said. 鈥淭his is where 麻豆原创 S/4HANA Movement program proved pivotal. The 麻豆原创 team engaged our business in a fact-finding mission that helped us have intentional conversations that got members of the Merit Energy business excited for the possibilities that 麻豆原创 technology has to offer.鈥�

One of the business drivers that surfaced early in the process was the ability to collate, manage, and analyze the wealth of data that was being generated across Merit鈥檚 many IT systems resulting from years of acquisitions. 鈥淲e had more than 130 different applications serving our organization,鈥� Hulme said. “We quickly realized that 麻豆原创 was the sun at the center of our universe that we could use to establish standardization.”

Unique, Self-Starter Approach to Implementation

Most of Merit Energy鈥檚 corporate operations are in Dallas, which means that most, if not all, of its user base is together in one location. When you add that to the company鈥檚 鈥済et stuff done鈥� culture that prizes scrappiness, it became clear that the Merit Energy IT team had the resources and know-how to be able to manage the implementation of 麻豆原创 S/4HANA 1909 in-house.

While many customers see the flexibility and scalability of the enterprise resource planning (ERP) system as an opportunity to fully refresh IT strategies, the Merit team elected to instead make the platform complement its existing systems and felt a full IT reboot wasn’t needed. To support the move, Hulme鈥檚 team landed on a four-step, multi-phased approach to product implementation, starting with the initial system upgrade to 麻豆原创 S/4HANA 1909, the latest version at the time, to 鈥渟ee what hypercare is needed.鈥� Expanded user testing, third-party add-ons, and full-team user acceptance testing followed, resulting in a seamless implementation process in as little as 10 months.

While the Merit Energy team prides itself on self-sufficiency, Hulme was quick to praise one resource offered by 麻豆原创 in particular. 鈥淲e saw immense value in engaging ,鈥� he confirmed. 鈥淲e considered them our 鈥榖at phone鈥� resource to help us get the job done right.鈥�

Lesson Learned: Rethink Your Work with Strategic Partners

When asked what his top learnings from the project were, Hulme had two conclusions. First, in retrospect, Merit Energy would have started the 麻豆原创 S/4HANA journey earlier given the immense value the team has seen from the ERP system to-date. Second — and his biggest advice for peers at other companies — is to get outside of thinking of 麻豆原创 as an accounting program.

鈥淭here are so many other efficiencies and innovations that are generated by the 麻豆原创 ecosystem that it鈥檚 a mistake to only think in terms of ERP or finance,鈥� Hulme said. 鈥淭he quicker you adopt this mindset, the more results you will drive.鈥�

John Tully is senior vice president and managing director of the South Region for 麻豆原创 North America.

We recently sat down virtually with Farooq to discuss the strategy he鈥檚 been executing to grow the energy leader鈥檚 business since the merger as well as the role 麻豆原创 S/4HANA Cloud has played in this process.

Merger Gives Rise to New Industry Leader

Houston-based well completion and production services company NexTier Oilfield Solutions has quickly become one of the leading providers of such services in the United States. However, in the grand scheme of things, it is still a relatively new company that emerged onto the global energy scene following a . It was important for Farooq and his team to get some early momentum to ensure a strong footing for the company鈥檚 future. This is where NexTier鈥檚 digital transformation strategy would play a pivotal role, revolving around boosting operational efficiency wherever possible.

Two examples include the company鈥檚 Equipment Health Monitoring and NexHub tools, which help them track activities on the rig site, granting teams a real-time view of operations that enables them to provide centralized monitoring, real-time reporting, and workflow automation鈥攁ll advancements that are critical in the world of energy production.

Specific to the merger, one of the biggest value drivers within NexTier鈥檚 digital transformation strategy鈥攁nd one of Farooq鈥檚 top priorities鈥攊s to manage the technological integration of disparate systems resulting from the merger of two different companies so the team could take advantage of the massive scale, technical expertise, and resources the move opened for the company. Enter 麻豆原创 S/4HANA.

麻豆原创 S/4HANA Emerges as an M&A Lever

One beneficial feature of the merger was that 麻豆原创 ERP was already in use at both companies, so 麻豆原创 S/4HANA was a natural stepping-stone to help Farooq and his team redesign and simplify business processes. Add this to the oil and gas industry standards 麻豆原创 has established with the help of leaders like NexTier, and 麻豆原创 S/4HANA Cloud quickly helped the company unlock millions in merger synergies through reduced costs across IT.

鈥溌槎乖� S/4HANA allowed us to build an ecosystem of tools that were fit for purpose and aligned with the business. In addition, it helped us reduce our run rate costs for the maintenance of an ERP application,鈥� Farooq said.

Since implementing the solution, NexTier鈥檚 team has seen significant improvements, including a smooth integration with a third-party solution for integrated field ticketing and customer invoicing, more efficient exchange of supply chain partner information, and greater operational and financial visibility thanks to improved data aided by spread-level profitability reporting and increased process discipline. In an industry where margins are everything, 麻豆原创 S/4HANA has proved to be a valuable tool in Farooq鈥檚 overarching and industry-leading digital transformation strategy. But functionality wasn鈥檛 the only ingredient for success.

CIO鈥檚 Secret Ingredient: Familiarity with 麻豆原创

Farooq has gathered many best practices throughout his extensive career, but one element of his background played a particularly important role in ensuring NexTier鈥檚 success with 麻豆原创 S/4HANA Cloud. His first job out of college was with Nissan Motors, where he led the implementation of their 麻豆原创-powered vehicle management system.

鈥淭his is where my current role as the leader of technology strategy at NexTier came full circle with the positive career experiences with 麻豆原创,鈥� Farooq said. 鈥溌槎乖� S/4HANA Cloud became a foundation for NexTier鈥檚 ERP system consolidation efforts, and it was thanks to early experiences with the world of 麻豆原创 that the process has gone smoothly.鈥�

A certified video game tester and avid reader in his spare time, Farooq has seen tremendous success in his career of helping organizations solve large-scale challenges with technology. When asked what advice he鈥檇 give to other aspiring IT leaders, he responded, 鈥淭he biggest mistake you can make is to shy away from taking calculated risks in your career. You never know when a role you maybe thought wouldn鈥檛 be the right fit or a project that you believed might be too challenging uncovers fruitful growth opportunities.鈥�

The 麻豆原创 S/4HANA Success series features content by leaders from 麻豆原创 North America focused on highlighting customer success with 麻豆原创 S/4HANA. Learn how customers in this region manage successful implementations with the partner ecosystem and 麻豆原创 Services as well as leverage the software to transform their industries.

John Tully is senior vice president and managing director of the South Region of 麻豆原创 North America.