About Sanigra-Opera Consulting Group
I’ve Spent 35 Years Building
What You’re Trying to Build
And I’ve learned that the real money in enterprise software isn't in implementations — it’s in what happens after.
From Implementation Expert to Post-Live Revenue Advocate
Most consulting practices start with a gap the founder noticed in the market. Mine started with a pattern I couldn't ignore.
In 1990, I joined PeopleSoft as the company was transforming how enterprises managed human capital. I spent years helping organizations implement HR systems, and I was good at it — leading teams that got complex software operational in Fortune 500 companies. But something bothered me. A couple of years after their successful go-live, I’d run into these clients at conferences. Their implementations were still “working,” but the value had quietly eroded. They implemented only the functionality that IT recommended. Their integrations were delivering incorrect data. The people who understood the system had moved on. Their business had evolved, but their configuration hadn't.
These weren’t implementation failures. The systems were live and functional. Yet customers were experiencing systematic value degradation, and nobody was helping them. Implementation consultants had moved on to the next project. Software vendors considered it a “support issue.”Meanwhile, customers were losing hundreds of thousands — sometimes millions — in unrealized value.
I recognized this wasn’t random. The same five forces showed up repeatedly: people and knowledge loss, business evolution, regulatory shifts, ignored software releases, and integration failures. This pattern appeared across every enterprise software category I encountered — not just HR systems, but financial platforms, supply chain software, manufacturing systems, healthcare IT. The implementation expertise to get systems live was abundant. The strategic expertise to preserve and maximize value
post-live barely existed.
At Ultimate Software and later at Dayforce, I built practices specifically designed to address this gap. We created proactive release assessment services, systematic configuration health reviews, and ongoing optimization programs. These weren’t support services — they were strategic revenue generators. The practices I built grew from startup concepts to eight-figure revenue contributors, with margins superior to implementation work because we were solving problems customers didn't know how to articulate but desperately needed solved.
Now I help software companies and implementation partners build what took me decades to learn: systematic, profitable post-live services practices that turn customer value erosion into recurring revenue you actually capture.
What I Believe About Post-Live Services
Customer Value Erosion
is Inevitable
Software value doesn’t stay constant after go-live — it systematically degrades through predictable forces. This isn’t a reflection of implementation quality or product deficiency. It’s the natural consequence of people changing, businesses evolving, regulations shifting, releases accumulating, and integrations aging.
Recognizing this pattern as inevitable and systematic — rather than random customer complaints — transforms how you approach post-implementation relationships. You’re not responding to problems; you’re preventing predictable value loss through proactive services.
Revenue Opportunity is Proportional
to Value Erosion
Every point of customer value erosion represents a service opportunity for software vendors and implementation partners. When customers ignore releases, that’s proactive assessment revenue. When integrations fail silently, that’s monitoring service revenue. When configuration drifts from business needs, that's optimization revenue.
The companies capturing this opportunity aren't more innovative — they simply recognize that customer struggles indicate where profitable services exist. The post-live revenue potential often exceeds initial implementation value, yet most organizations leave 70–80% of it uncaptured.
Service Design Precedes
Service Delivery
Most organizations try to build post-live practices by “doing more services" and hoping a business model emerges. This fails. Profitable, scalable services require systematic frameworks first: diagnostic methodologies that identify opportunities, service packages that address specific value erosion forces, pricing models that capture fair value, delivery approaches that scale efficiently.
My consulting focuses on framework development and business model design — the strategic foundation that enables your teams to deliver services profitably and repeatedly. The execution is yours; the architecture is what I provide.
Sanigra-Opera Consulting Group Mission Statement
MISSION Helping software companies and implementation partners build the practices I spent 35 years developing.
After building post-live services practices at three major enterprise software companies, I recognized that most organizations in this market are repeating the same trial-and-error journey I went through. They understand vaguely that "post-live services" represent opportunity, but they lack frameworks to identify where value erosion exists, how to package services systematically, what pricing models capture fair value, and how to deliver at scale.
I started Sanigra-Opera to compress 35 years of learning into 12–24 month consulting engagements specifically designed for software companies or implementation consulting partners. My clients get frameworks, methodologies, and business models that are already proven at enterprise scale — avoiding the expensive mistakes and false starts I made while learning.
FOCUS Post-live services strategy development, diagnostic framework design, service offering packaging, pricing model optimization, delivery methodology creation, sales enablement for services expansion.
Companies We Work With
Software Company Executives
VPs of Services, Chief Revenue Officers, heads of customer success at enterprise software companies who recognize post-live represents their largest untapped revenue opportunity. You've built a product customers depend on. Now you need to build the services practice that maximizes customer value throughout the lifecycle while transforming your business model from transactional to recurring.
TYPICAL COMPANY PROFILE
Enterprise software platforms (50,000+ employee customers)
Established implementation practice, underdeveloped post-live services
Recurring revenue goals, uncertain how services contribute
Customer churn concerns, competitive pressure
12–100+ person services organization
Implementation Partner Principals
Leaders at consulting firms and system integrators who recognize customer relationships shouldn't end at go-live. You've invested heavily to win implementations. The post-live optimization opportunity often exceeds initial project value, but you lack frameworks to identify, package, and sell these services systematically.
Typical Partner Profile:
20–500 person professional services firm
Singular or multiple software platform expertise (SAP, Oracle, Workday, Salesforce, Dayforce, UKG, etc.)
Strong implementation capabilities, limited post-live offerings
Project revenue dependency, seeking recurring models
Customer expansion goals without clear methodology
Contact us
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