Thirty years of transformation experience.
Applied as judgement, not sold as a platform.
Saturn Frontier is one senior advisor, working with a small network of trusted delivery partners. The work starts with an honest look at what's actually going on, long before anyone mentions AI.
Most AI advice comes from people who've never run the thing they're advising on.
Saturn Frontier isn't a platform, an agency, or a body shop. It's a senior operator who has actually sat inside ERP programmes, integration failures and board conversations for three decades. The data and systems get an honest look before any conversation about AI begins, and the involvement stays close enough through delivery to make sure the plan survives contact with reality.
“Most of the value in a transformation isn't the technology. It's knowing, before you spend a penny, what's actually worth fixing.”
Three layers, always worked in order.
Data and systems of record
Whether the numbers this business runs on can actually be trusted.
How the business really runs
How the business really runs on its systems day to day, and whether the systems fit the business, or the business has quietly reshaped itself around the systems.
Where AI earns its place
Where AI genuinely earns its place, and where it's simply noise. Judgement comes first; the tools come after.
Foundation, then operating model, then AI. Never the other way round.
Four stages, each one earning the next.
Assess
A short conversation, before any commitment is made on either side, to see whether there's a genuine fit.
Discover
A structured look at the data, systems and day-to-day operations, building the evidence rather than assuming the answer.
Design
A sequenced plan, and a shortlist of people well suited to deliver it. Just as often, an honest view on the partner already in place.
Advise through delivery
Involved throughout, accountable for the judgement, never the one holding the tools. The contract for delivery is never with Saturn Frontier.
No platform to sell. No inflated rate to cover risk that was never asked to be carried.
A different shape of engagement.
Three situations, one way of working.
Scaling businesses
Growth has started to expose the gaps in the data and process underneath it, and there's no senior technology judgement in the room to close them.
PE-backed and turnaround situations
An independent, evidence-led view of what's actually broken, and what it's costing, while a live investment decision is still being made.
Funds, at portfolio level
Several holdings, one standard. A consistent read on technology and AI maturity across a portfolio, and a clear view of where attention is genuinely worth spending.
Every failed ERP programme was green the month before.
Independent assurance for boards and sponsors carrying a major technology programme they cannot independently verify. ERP, AI or integration. An operator's read on the plan, the estimates and the reporting.
How assurance works →
Ian Moore.
Ian has spent three decades inside ERP and transformation programmes, including Primark/ABF, Ocado, Trinny London, ALDO, Gym+Coffee, John Lewis Partnership, Deliveroo, and the UK Ministry of Defence. Enough of those programmes went well, and enough went badly, to recognise the difference quickly.
in ERP, integration and digital transformation
led end to end
across his career
including retail, consumer and public sector, PE-backed and family-owned businesses alike
The full detail sits in the conversation, not on this page.
Meet Ian →Priced for the work, not the platform.
There is no fixed package here and nothing to buy off a shelf. Engagements are scoped and priced to what the situation actually needs.
Three things are worth knowing about how that works. Advisory time is charged on a day rate rather than a flat project fee, because a diagnostic on a business running four systems and one on a business running forty are not the same piece of work, and pricing them identically would mean overcharging one of them. The rate moves with scope and complexity rather than with who is asking, so a tightly budgeted turnaround is structured differently from a fund-level mandate spanning several businesses. And delivery is never marked up, because the moment advice starts earning more when the build gets bigger, it stops being advice.
The actual number comes out of a conversation, not a rate card.
There's no build to sell, so there's no reason to oversell one.
Saturn Frontier doesn't charge for delivery. Where a build is genuinely needed, a suitable partner is brought in, the terms are negotiated on the client's behalf, and the relationship is held to account throughout. The delivery contract itself sits elsewhere. What that leaves behind is a recommendation with nothing riding on it either way.
The questions people usually ask first.
Do you build the software yourselves?
No. The diagnosis and the design are done personally; delivery sits with a vetted partner, contracted directly with the client.
What does this cost?
It depends entirely on scope, and there's more on that above. The honest answer comes from a conversation, not a price list.
We already have a delivery partner. Does that rule this out?
Not at all. An honest read on an existing relationship is often exactly the starting point.
Start with a conversation,
not a pitch.
Thirty minutes is usually enough to know whether there's a genuine fit, on both sides.