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Capabilities

Services structured
around outcomes

Six service areas, each defined by problem, intervention and outcome. From a two-week audit to a full programme lead, with the same principal on every mandate.

01
IT Project Management & Delivery
End-to-End Delivery
Problem
Automation and IS projects fail on coordination, not technology: unclear ownership, vendors working to different plans, decisions taken late.
Intervention
CONEXUS takes the project lead from scoping to hypercare: planning, vendor coordination, milestone control, risk management and executive reporting, with one named owner throughout.
Outcome
Delivery on scope and schedule. Decisions documented. No surprises at go-live.
End-to-end project leadership: WCS, WMS, automation, IS
Planning, budget and milestone control
Vendor and integrator coordination
FAT/SAT planning and execution
Go-live readiness and hypercare
Executive and steering reporting
02
Programme Governance & PMO
Structure & Control
Problem
Programmes with several workstreams and vendors lose control when governance is informal: no decision rights, no baseline, no single view of status.
Intervention
CONEXUS sets up and runs the governance: steering structure, decision rights, baseline, change control, risk register and a reporting cadence that holds at board level.
Outcome
One defensible view of the programme. Decisions taken at the right level, on time, with a traceable record.
Steering committee and decision rights
Baseline, planning and change control
Risk and issue management
Programme reporting and RAG status
PMO set-up and operation
Audit-ready documentation
03
WCS/WMS Integration Oversight
Integration Governance
Problem
Multi-vendor WCS/WMS environments create interface complexity that no single vendor owns. Without dedicated oversight, gaps become go-live failures.
Intervention
Independent integration oversight across all vendor layers, interface control, FAT/SAT coordination, and risk documentation that holds under audit.
Outcome
Validated integration with complete documentation. All interfaces tested and signed off. Go-live risk materially reduced.
Interface definition & control
FAT/SAT planning & execution
Multi-vendor coordination
Integration risk register
Go-live readiness assessment
IS audit & compliance review
04
AMOA / Requirements & Vendor Selection
Requirements & Selection
Problem
Requirements defined without rigour lead to scope drift, change control failure, and overruns that cannot be defended at board level.
Intervention
Structured AMOA methodology: requirements formalised, RFP run and vendors evaluated against them, change controlled and documented throughout delivery.
Outcome
Delivery aligned to original intent. Budget protected. Audit-ready documentation from requirements through final sign-off.
Business requirements definition
Functional blueprint & process mapping
Vendor RFP & evaluation
Change management & control
MOE coordination
Milestone validation & sign-off
05
Programme Recovery & Stabilisation
Crisis Intervention
Problem
Programme is already failing. Vendor blame loops. Milestones missed. Board-level escalation. Standard project management has lost control.
Intervention
CONEXUS enters as neutral programme authority. Diagnoses root causes, resets governance, resolves interface blockers, and rebuilds delivery momentum.
Outcome
Stabilised programme with clear recovery plan. Governance restored. Go-live path secured. Board-defensible reporting reinstated.
Integration risk assessment & gap analysis
Milestone revalidation vs baseline
Governance & accountability reset
Vendor blame loop elimination
Structured executive reporting
Controlled go-live recovery
06
Advisory & Audits
Independent Opinion
Problem
Decisions on automation, vendors or a struggling programme are often taken on vendor information alone. There is no independent view in the room.
Intervention
Short, defined assignments: programme or IS audit, proposal and vendor evaluation, go-live readiness review, second opinion on an architecture or a plan. Findings in writing, with a recommendation.
Outcome
A decision made on an independent assessment, with the risks named before they cost money.
Programme and IS audits
Proposal and vendor evaluation
Go-live readiness review
Automation architecture review
Interim steering or project support
Written findings and recommendation
Why CONEXUS

Senior authority. Full accountability. No dilution.

CONEXUS takes ownership of outcomes, not task lists. Every engagement is scoped around a result, governed by a senior principal, and delivered with the rigour that automation and IT programmes demand.

Principal-led throughout
You work with the senior consultant from day one. Not a junior assigned post-sale.
Built around warehouse automation and IT programmes
WCS/WMS, automation, ERP/WMS integration and the IT projects around them. Not a general management consultancy.
Cross-border operating capability
Trilingual (EN/DE/FR) delivery across European supply chain environments.
Governance that has survived a recovery
The same accountability frameworks are used on healthy programmes and on ones that have already broken down once.
Core Expertise
IT Project Leadership · planning, FAT/SAT, go-live, hypercare, multi-stakeholder governance
WCS & WMS Integration · multi-vendor environments, interface governance
AMOA / AMOE · requirements, vendor selection, MOA and MOE delivery across complex IS programmes
Automation Architecture · AS/RS, conveyor, sortation, goods-to-person, AMR
Programme Recovery · intervention in failing WCS/WMS programmes

Experience across Tier-1 automation vendors and large-scale European intralogistics environments, including high-complexity WCS integration in major distribution operations.

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Selective mandates. No commitment at this stage.