Finding the Right D365 Business Systems Leader for a Canadian Plant

A North American food manufacturing company needed to replace a key business systems leader at one of its Canadian facilities, someone who had led a D365 ERP implementation and become the systems expert for the plant. The role sat at the intersection of IT, operations, and strategy and needed to support both the Canadian business and its US sister company. The facility is in a more remote region and the company required an onsite or mostly onsite presence, which made the talent pool feel especially constrained for this kind of ERP and business systems leadership role. Culture fit was equally critical: the new leader needed to work collaboratively across borders, respect a strong manufacturing culture, and build trust with both office and plant teams.

The US team, already familiar with Intuitive’s work, asked if we could run a direct hire search in Canada. Rather than simply taking the initial role description at face value, we met with the client’s IT leader to understand how the position operated day to day, where leadership wanted it to evolve, and what kind of person would genuinely thrive in their environment. The client owned and finalized the job description; our focus was on shaping the search around the real world demands and nuances behind that document.

The Challenge

On paper, the client needed a Business Systems Manager, a working manager with one or two reports who would be very hands on with systems, own D365 knowledge for the facility, and lead new systems into the organization. This person would support the Canadian business, coordinate closely with the US sister company, and serve as a bridge between IT and operations.

In conversation with the IT leader, several specific challenges emerged:

The business needed a true systems product owner, someone who could own ERP D365 F&O and other business applications, translate business and operational needs into technology solutions, and drive continuous improvement across two organizations.

The ideal hire had to blend technical depth, including ERP ownership, data, and ITIL or PMBOK familiarity, with strong communication skills, operational understanding, and a genuine support mindset, plus the ability to fit a tight knit, manufacturing centered culture.

The remote location and onsite expectations narrowed the pool, making it harder to find someone who checked the boxes on D365, leadership, and cultural alignment at the same time.

The client expected that these constraints together would significantly limit their options and extend the search timeline.

How We Worked

The client drafted and owned the final job description; our value came from how we translated it into a targeted search and read between the lines for what success would really require. Together with the IT leader, we clarified:

Which parts of the role were truly must have, such as ERP and D365 ownership, the ability to support both Canadian and US teams, and comfort in a GMP manufacturing environment.

How hands on the Business Systems Manager needed to be with configuration, troubleshooting, testing, and vendor coordination versus leading others to do that work.

The culture and collaboration expectations: approachable, service oriented, able to build relationships at all levels, and comfortable being the go to person for systems questions.

With that foundation, we ran a targeted direct hire search focused on candidates who combined:

Strong ERP D365 F&O and business systems experience

Experience working across IT, operations, and finance

Familiarity with project management and ITIL practices

A support mindset and communication style that matched the client’s culture

We maintained a tight and transparent feedback loop with the hiring team, using each interview to refine not only skills fit but also how the client’s instincts about culture and leadership showed up in real candidates.

The Solution and Outcome

In the end, we surfaced more strong candidates than the client initially expected given the location and constraints. The person who ultimately became the hire was not the client’s first choice, largely because their availability was further out than the ideal start date. On paper and on timeline, it was easy to move past them.

Internally, our team at Intuitive felt strongly that this candidate brought the right blend of D365 expertise, cross functional credibility, and cultural fit. Our gut said they were worth waiting for. Because there was a high degree of trust and open communication with the client, we could say, in effect, “We know the timing is not perfect, but this is the kind of leader who can pay off for years, not just months. Let’s not overlook them.”

That conversation, and the willingness on both sides to look beyond the immediate calendar, shifted the candidate from “not ideal timing” to “the right long term fit.” The client ultimately chose to wait, and that decision turned a potential deal breaker into a strategic advantage. They gained a Business Systems Manager who could step into systems leadership for the Canadian facility, support both organizations, and grow the function over time while reinforcing the culture that makes the business successful.

It was a reminder that some of the best hires do not look perfect in a spreadsheet, especially when timing is involved. With a strong partnership and honest dialogue about tradeoffs, a search can take a surprising and very welcome turn.