ERP PMO Lead

Job Description

Job Description

Catalyst Acoustics Group (CAG) is a mid-market manufacturer of acoustic and noise-control products, operating a family of brands (Kinetics Noise Control, Sound Seal, IAC Acoustics, Frasch, Lamvin, Noise Barriers, RealAcoustix, Madrid, CurbTech, and Riverbank Acoustical Laboratories) across roughly a dozen U.S. sites. Our Technology team is organizing ahead of a multi-year consolidation of several ERP platforms (Infor CSI/SyteLine, Infor Visual, and Sage 100) onto a single, redesigned Infor CSI architecture. This role leads the Project Management Office (PMO) responsible for planning, governing, and delivering that consolidation.

Role summary

We are seeking a hands-on ERP PMO Lead to run the Project Management Office for CAG's most important technology program: the multi-brand ERP consolidation. This is a part-time, dedicated PMO role focused solely on the ERP implementation and its post-go-live stabilization. You will own ERP program governance, planning, current-state documentation, stakeholder alignment, and risk/issue management for the consolidation, and you will keep the IT Steering Committee and executive sponsors fully informed on the program's plan, status, and key decisions throughout.

You will work closely with executive sponsors (CEO, CFO, and VP Technology), internal technical leads, business leaders across the brands, and external implementation partners (e.g., the ERP integrator and specialist development firms).

Upon successful completion and stabilization of the ERP implementation, this role may be considered for conversion to a full-time position, depending on business need at that time.

Essential functions

ERP implementation leadership (primary responsibility)

• Lead planning and delivery of CAG's ERP consolidation onto a common Infor CSI platform, coordinating internal teams, the external integrator, and business stakeholders across brands and sites.
• Own the ERP program's overall project plan, scope, schedule, and budget end to end, and drive the program toward each milestone and go-live date.
• Drive current-state documentation of sales-entry, order-entry, and front-end business processes and how they feed back-end reporting; establish standardized, vetted SOPs across the current ERP estate (Infor CSI, Infor Visual, Sage 100).
• Sequence a staged rollout — commercial first, then operations, then finance — with clear UAT and sign-off gates at each stage.
• Coordinate data migration and reconciliation from the legacy ERP estate (Infor CSI, Infor Visual, and Sage 100) into the consolidated platform, including validation and cutover planning.
• Lead organizational change management for the rollout, including training coordination, super-user enablement, cutover communications, and adoption tracking.
• Facilitate executive alignment on target business processes, governance, and operating principles that drive the ERP design, rather than letting the software define how the business runs.

Implementation & stabilization

• Lead post-go-live stabilization, including triaging and resolving production issues and defects, and coordinating fixes with the integrator and internal technical leads.
• Monitor system performance, data integrity, and process adherence after go-live, and drive corrective action where gaps emerge.
• Reinforce user adoption after launch through additional training, refresher sessions, and super-user support until standard processes are consistently followed.
• Define and execute the formal transition from implementation and stabilization to steady-state support, including handoff of ongoing system ownership to the appropriate support function.
• Lead a formal program close-out and lessons-learned review once the ERP implementation is stabilized.

Program governance & committee reporting

• Maintain the program's decision log, scope, schedule, budget, and risk/issue register as the single source of truth for ERP program status; escalate early and with options.
• Keep the IT Steering Committee, executive sponsors, and other governance stakeholders fully informed on the ERP program's plan, milestones, budget, risks, and key decisions, on a regular, structured cadence.
• Prepare and present clear, executive-ready readouts and materials for steering committee and sponsor meetings.

Documentation & stakeholder communication

• Produce and maintain clear technical and process documentation for the ERP program, including requirements, design specifications, SOPs, and readouts.
• Communicate ERP program status, milestones, and issues clearly to both technical and non-technical audiences, and build strong working relationships with internal teams, business leaders, and external vendors.
• Translate between business need and technical delivery, and hold the ERP implementation partner accountable to agreed scope and outcomes.

Qualifications

Required

• 5+ years managing technical or IT projects, including at least one full ERP implementation, consolidation, or major upgrade end to end.
• Strong grasp of ERP systems and how they integrate with manufacturing, order-to-cash, and reporting processes.
• Proven current-state process mapping and SOP/documentation discipline.
• Experience with post-go-live stabilization or hypercare support for a major system implementation.
• Excellent stakeholder management across executives, cross-functional business teams, and external vendors.
• Strong written, verbal, and presentation skills, with the ability to communicate comfortably with both an executive audience and a shop-floor team.
• Solid analytical and problem-solving ability; handles change and pressure constructively.
• Bachelor's degree in information technology, business administration, or a related field, or equivalent experience.
• Able to travel up to 50% across U.S. sites.

Preferred

• PMP or equivalent project-management certification.
• Direct experience with Infor CSI/SyteLine, Infor Visual, or Sage 100.
• Manufacturing or multi-site/multi-entity (e.g., post-acquisition) environment experience.
• Experience supporting ERP program governance, such as steering committees, decision logs, and RAID logs.
• Familiarity with data and reporting tools (Power BI) and master-data-management concepts.
• Comfort operating in an AI-forward technology organization.

What success looks like

• The ERP consolidation has a credible, sponsor-aligned plan, a live decision log, and a staged rollout underway with clear UAT gates.
• Current-state documentation exists for the core sales, order, and reporting processes across the ERP estate.
• The IT Steering Committee and executive sponsors are receiving regular, clear updates on the program's plan, status, risks, and decisions.
• Post-go-live stabilization is proceeding in a structured way, with issues triaged and resolved and adoption tracked to plan.

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