Don't automate a broken fixed asset process.
Software makes a process faster and more consistent. It does not make a process correct. An implementation built on undefined ownership, undocumented policy and unreliable data delivers exactly that, at speed, with an audit trail.
Fixed Asset Consultant represents the business and lifecycle perspective around the technology — helping determine what should be built, migrated, configured, tested and sustained.
Before, during and after the implementation — independent of any vendor.
Establish how the environment works today, including the workarounds that will otherwise be rebuilt in the new system.
Define the operating environment you are trying to reach, in enough detail to configure against.
Translate accounting, reporting, control and operational needs into requirements a vendor can be held to.
Independent evaluation against your actual requirements and complexity, not a feature matrix.
Establish what has to be true — data, policy, ownership, decisions — before the project starts.
Plan and run the conversion with the accounting treatment and history handled deliberately.
Design the processes the system will enforce, including the handoffs that cross departments.
Define the reports and definitions leadership needs, before configuration makes them expensive to add.
Specify who can do what, and make it match the roles people actually hold.
Build test scenarios from real business cases and real data, so testing proves something.
Reconcile through the cutover, not after it, so problems are found while there is still a source to compare against.
Stabilize, then improve: the configuration decisions worth revisiting once the system is in real use.
In most fixed asset implementations, the vendor represents the software and the internal team represents its own department. The seat that is frequently empty is the one that represents the fixed asset lifecycle across all of it — what the accounting has to produce, what the process has to survive, what the data has to support, and what will still be true in three years.
That is the seat we take. It means asking whether a requirement is real before it is configured, whether a workaround is a gap or a decision, and whether the thing about to go live is the future state that was designed or a faster version of the current one.
Including the parts that only exist in practice, not in documentation.
Ownership, policy, process and reporting decided by the business before configuration begins.
Data quality, open decisions and dependencies resolved while they are still cheap.
With the mapping and treatment decisions documented as they are made.
Business scenarios and real data, reconciled — not a click-through of the happy path.
Fix what the first close reveals, then improve deliberately rather than continuously.
Recovery work is a different engagement from a fresh implementation, and it starts in the same place: establishing what the actual problem is. Software functionality, configuration, data, reporting, integration, process, training and ownership all produce similar symptoms, and the difference matters — because it determines who can fix it.
Independent diagnosis first, evidence second, coordination third. That order is what turns a stalled project back into a plan.
Both, from the business side. That includes readiness, requirements, future-state design, process and reporting design, data conversion, testing and post-go-live optimization. What we do not do is represent a software vendor — the perspective we bring is the client's lifecycle, independent of the platform.
Yes. Selection support is grounded in your requirements and complexity rather than a feature comparison: what your accounting has to produce, what your process has to survive, what your data looks like, and what your team can realistically sustain.
No, but the first step is diagnosis rather than remediation. Post-go-live problems usually have several contributing causes across configuration, data, process and training. Establishing which is which — with evidence — is what makes the fix sequence and the responsibility clear.
Selection, readiness, implementation, recovery or optimization — start with a conversation about where the project actually is.
Fixed Asset Consultant • Founded by Angela Bolton • angela@fixedassetconsultant.com
The problem showing up in one area often belongs to another. These are the adjacent engagements that most often turn out to be relevant.
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