Underneath the conflict, someone still needs it to work.

I didn’t set out to build a project recovery consultancy.

Pointing Fingers grew out of a pattern I kept encountering throughout more than three decades as an entrepreneur, software executive and business leader.

I have been involved in starting companies, growing them, acquiring businesses, integrating teams and products, and stepping into businesses that needed to be turned around. Different companies, different products and different circumstances — but one problem appeared remarkably often.

Delivery had stopped working.

The company had sold something it was struggling to deliver. Projects were late. Customers were unhappy. Invoices were being questioned or left unpaid. Margins disappeared. Management became consumed by escalation, while the people involved increasingly had different explanations for what had gone wrong.

And then the pointing started.

1. The customer pointed at the supplier.
2. The supplier pointed at the customer.
3. Sales pointed at delivery.
4. Delivery pointed at product.
5. Product pointed at requirements.

Management wanted to know why something that was supposedly “almost finished” still wasn’t operational.

The interesting thing I learned was that establishing who had caused the problem rarely got the product delivered.

You first have to establish what is preventing delivery now.

That became a recurring part of my work: getting underneath the accumulated history, separating actual blockers from noise, reconnecting what had been promised with what the customer genuinely needed, getting decisions made and restoring enough trust and accountability to start moving again.

Over time, that experience increasingly found its way into troubled enterprise software implementations as well. ERP, CRM, industry solutions, integrations and other substantial technology projects can become particularly difficult because business, technology, contracts, people and money all collide in the same project.

By the time management realises it has a serious problem, considerable money may already have been spent and everybody involved can produce a perfectly reasonable explanation for why somebody else is responsible.

That is precisely the moment when an independent perspective becomes valuable.

Pointing Fingers turns those years of experience into a focused proposition: Software Recovery through Executive Intervention.

We don’t arrive with another software platform to sell. We don’t assume the existing supplier needs to be replaced. And we don’t begin by deciding who is right.

We begin with a much more useful question:

What is actually preventing this investment from becoming operational?

Find that. Align the people around it. Make the necessary decisions. Restore delivery. Get the system into operation.

And when it works, get out of the way.