You are the technical half of a two-person team: the Customer Success Manager owns the relationship and the business case; you own the system and the speed. * Build robust transforms that handle 150+ columns, wrong currencies, duplicates, and hidden sheets, flagging every assumption and validating with the customer's system owner instead of guessing. * Reason about any industrial ERP's data model where demand, stock, lead times, and BOMs live whether it's SAP, Business Central, proALPHA, or a homegrown system. The CSM owns the relationship, stakeholders, business case, and conversion; you own the data, the system, and Time-to-Value. A customer says "we can't get this out of SAP and our consultant is unavailable." * You reason about any industrial ERP's data model rather than knowing one system's screens. * Direct SAP exposure (ECC / S/4HANA, PM or MM) is useful, but not the point: we are not hiring an SAP ...
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