IT Mind partners with boards and executive teams on enterprise transformation, ERP rollouts, and the design of integrated IT departments — delivered with two decades of board-level experience and an uncompromising standard of delivery.
IT Mind exists for the moments when a programme cannot afford to drift. We are engaged by boards facing the kind of decisions made once a decade — an ERP that must replace the operating backbone, a post-merger landscape that must become one, an IT department that must be rebuilt to scale.
Our work sits where strategy, operations and technology meet. We bring senior, hands-on leadership; we hold the line on scope, vendors and value; and we leave behind an organisation that can run the result without us.
Focused expertise across the disciplines that determine whether a major IT programme creates value — or quietly absorbs it. Each engagement is led personally by the founder.
When ambition outruns the operating model. We step in once the strategy is set and the technology will need to change with it — directing multi-year programmes from board mandate through measurable adoption across the business.
The backbone, replaced. From SAP harmonisation across European entities to a full S/4HANA programme post-merger — we direct the planning, vendor management and cutover that determine whether the new core actually carries the business.
One organisation, one IT. After acquisitions or restructuring, fragmented IT functions need to become a single, scalable department. We design the operating model, governance and sourcing — and stand up the leadership team to run it.
A defensible foundation. Boards need a target architecture they can sign off and a roadmap they can execute. We work with internal architects and external advisors to land both — vendor-balanced and matched to the business case.
Where the work meets reality. We take direct ownership of programmes that have lost their rhythm — re-establishing scope, vendor accountability and a benefits view the executive committee can trust.
Senior leadership, on demand. During transitions, scale-ups or turnarounds, we provide the experienced hand at the helm — holding the line on direction and building the team that will eventually take over.
Bert Feberwee has spent more than 20 years directing enterprise IT transformations: ERP rollouts across multi-entity groups, the build-out of integrated IT departments following mergers, and the governance work that determines whether change becomes permanent.
He works directly with executive boards — translating business ambition into a delivery plan that holds under pressure, and ensuring capability is left behind in the line organisation.
A clear, executive-grade path from mandate to measurable outcome — no shelfware, no surprises, no dependency left behind.
Rapid review of strategy, IT estate, vendors and capability — surfacing the real constraints behind the brief.
Target operating model, architecture and phased roadmap, with a defensible business case the board can sign off.
Hands-on programme leadership — vendors, workstreams, risk and change — driven to milestones and benefits.
Capability transferred to the line organisation. Governance in place. Dependency on the consultant gone.
Anonymised at the request of the clients. Each was directed personally end-to-end — from board mandate or programme intervention through to handover to the line organisation.
Roadmap signed off by the executive board, programme structure stabilised, and a defensible business case carried into delivery. Capability transferred to the in-house PMO.
Two internal delivery organisations established and running, with a stable application landscape, a predictable release rhythm, and material reductions in delivery cost across both functions.
A single retail template adopted across ten national operations on a modern SAP core. Local teams trained and capable of running and extending the platform after go-live.
SAP hosting transition delivered, a defensible upgrade plan signed off by the business, and a leaner application service team with renewed leadership and ways of working.
Engagements are described in general terms to protect client confidentiality. References available on request in a personal conversation.
Bert took on a stalled ERP programme and returned it to us as a working delivery — on a defensible plan, with a team that finally believed in it.
A confidential conversation is usually enough to determine whether IT Mind is the right partner for the mandate at hand. The founder responds personally.