Paddington Gold: Supporting an ERP Transformation from Pronto Xi to SAP
Paddington Gold, part of Norton Gold Fields, engaged Solution Minds Consulting (SMC) as an independent, client-side advisor to support its transition from Pronto Xi to SAP.
Operating in the Kalgoorlie region of Western Australia, Paddington Gold required a modern enterprise platform to improve integration across business functions and support its evolving mining and processing operations.
Through SMC’s Plan & Implement approach, the engagement focused on project governance, implementation planning, business readiness, testing, data migration and independent quality assurance.
SMC helped Paddington Gold approach the ERP transition as a broader business transformation, strengthening alignment between technology delivery, operational requirements and long-term business objectives.
Led by SMC’s Perth team, the engagement supported Paddington Gold’s mining operations in the Kalgoorlie region of Western Australia, providing independent client-side ERP implementation advice.
Key Outcomes
- ERP transition planning: Structured preparation for the move from Pronto Xi to SAP.
- Independent governance: Client-side project leadership and implementation oversight.
- Clearer accountability: Defined responsibilities across project stakeholders.
- Risk visibility: Improved identification and management of implementation risks.
- Business readiness: Stronger testing, deployment planning and change preparation.
- Business alignment: Greater alignment between operational objectives and SAP implementation activities.
About Paddington Gold
Paddington Gold operates a major gold mining and processing operation in the Kalgoorlie region of Western Australia through Norton Gold Fields.
As the organisation evolved, leadership recognised the need to modernise its enterprise systems to support operational efficiency, stronger integration and future growth.
The transition from Pronto Xi to SAP formed a significant part of this modernisation, requiring careful coordination across business processes, data, technology and operational teams.
The Challenge: Managing Risk During a Major SAP Implementation
Moving from a long-standing ERP platform to SAP while maintaining continuity across mining and processing operations required careful planning.
The transformation extended beyond software configuration and deployment. Paddington Gold needed to address governance, business processes, organisational readiness, data migration, testing, training and stakeholder alignment.
Clear accountabilities were also required between the client team and implementation partner, alongside realistic planning for the resources and activities needed on both sides.
Without this preparation, the program risked challenges relating to scope, timing, cost, adoption and business disruption.
Paddington Gold therefore sought independent advice to strengthen governance, improve risk visibility and establish greater confidence in implementation readiness.
SMC’s ERP & Enterprise Systems Consulting helps organisations manage complex ERP transformations through independent, client-side advice, implementation governance and delivery support.
SMC's Independent SAP Implementation Advisory Approach
SMC partnered with Paddington Gold as an independent, client-side advisor during the planning and implementation of the SAP program.
Working alongside the organisation and its implementation partner, SMC provided oversight across governance, delivery planning and business readiness, helping ensure the broader transformation requirements were addressed.
- Project governance and client-side leadership
- Risk and issue management
- Business readiness and change support
- Business process alignment
- Testing and deployment planning
- Data migration strategy support
- Stakeholder communication and engagement
- Independent quality assurance
SMC’s independent position enabled the team to provide objective advice, challenge assumptions and identify gaps from the client’s perspective.
Alongside technical implementation activities, SMC supported business readiness and stakeholder engagement to help Paddington Gold prepare its people and processes for change.
SMC's Plan & Implement Approach
Stage 1: Implementation Planning and Readiness
SMC initially focused on preparing Paddington Gold for the SAP implementation by establishing clearer objectives, governance, accountabilities and delivery expectations.
Working with project stakeholders, SMC supported planning across:
- Governance and reporting structures
- Project roles and resource requirements
- Solution scope validation
- Testing strategy
- Data migration planning
- Deployment and cutover preparation
- Business readiness
- Risk and issue management
Stage 2: Implementation Governance and Delivery Support
As the program progressed, SMC continued providing independent, client-side leadership throughout implementation.
The focus remained on governance, business readiness, quality assurance and stakeholder alignment, helping keep delivery activities connected to Paddington Gold’s broader business objectives.
SMC also supported visibility of project risks and emerging issues, allowing stakeholders to make more informed decisions as implementation progressed.
Preparing for Post-Implementation Optimisation
The governance and implementation foundations established through the engagement also provide a pathway for post-implementation review and optimisation.
Following go-live, organisations can assess system performance, user adoption, business processes and opportunities to improve the value delivered by their ERP investment.
This aligns with SMC’s Review & Optimise phase.
Transformation Workstreams
The engagement considered interconnected transformation priorities across leadership, people, processes, technology and data.
Addressing these areas together helped ensure implementation planning reflected the broader operational and organisational requirements of the business.
The Outcome: Stronger Governance and SAP Implementation Readiness
Through independent advisory and implementation support, SMC helped Paddington Gold establish stronger governance and greater confidence in its ERP transformation.
- Clearer implementation governance and reporting
- Greater visibility of project risks and mitigation activities
- Defined accountabilities across project stakeholders
- Improved organisational readiness
- Structured project leadership and quality assurance
- Stronger alignment between business objectives and SAP delivery
By addressing people, processes, data, governance and technology together, Paddington Gold was better positioned to manage the transition while reducing the risk of disruption to mining operations.
Planning a Complex SAP or ERP Implementation?
SMC provides independent, client-side advice to help organisations strengthen governance, manage implementation risk and prepare their people, processes and data for change.
Looking Ahead
The transition to SAP is intended to provide Paddington Gold with a stronger enterprise foundation across finance, procurement, inventory, warehouse management, asset management and reporting.
The governance, planning and business readiness established during the engagement provide a foundation for continued implementation, adoption and future optimisation.
Frequently Asked Questions
A successful SAP implementation in mining requires more than configuring the ERP software. Mining organisations need to consider operational continuity, governance, business processes, asset management, procurement, inventory, data migration, system testing, workforce readiness and change management.
A structured implementation approach helps ensure the technology, people, processes and data are ready for the transition. SMC’s Mining ERP Software Solutions Guide provides further guidance on the requirements and considerations specific to mining organisations.
Mining companies can reduce ERP implementation risk by establishing clear governance, responsibilities and decision rights before delivery accelerates. Detailed ERP implementation planning should cover scope, resources, data migration, testing, change management, deployment and business readiness.
Independent oversight can also help identify gaps between the implementation partner’s responsibilities and the work the client organisation needs to complete.
An independent ERP consultant works on behalf of the client rather than the software vendor or implementation partner.
During an SAP implementation, this can include client-side project leadership, governance, risk management, business readiness, data migration, testing, deployment planning and quality assurance. The objective is to protect the organisation’s interests and keep the implementation aligned with its business outcomes.
An SAP implementation partner is typically responsible for configuring and delivering the SAP solution. A client-side ERP advisor represents the organisation undergoing the transformation.
Their role is to help the client govern the program, manage risks and responsibilities, challenge assumptions and ensure technology delivery remains aligned with business requirements and objectives.
Moving from Pronto Xi to SAP is a significant ERP transformation that can affect finance, procurement, inventory, asset management, reporting and other business processes.
Organisations need to plan for data migration, process alignment, system testing, integration, training, change management and deployment, while maintaining business continuity throughout the transition.
ERP data migration is one of the higher-risk areas of an enterprise system implementation. Organisations need to determine what data will move to SAP, establish responsibilities for cleansing and validation, map data correctly and test migration before go-live.
A structured ERP implementation approach helps bring data migration, testing, deployment and business readiness together rather than treating them as isolated activities.
An ERP transformation changes more than technology. New enterprise systems can affect business processes, roles, responsibilities, data, reporting and how people work.
Treating ERP implementation as a business transformation helps organisations consider leadership, people, process, technology, AI and data together, rather than focusing solely on system configuration and go-live.
Considering an ERP Upgrade or Replacement?
Replacing a legacy ERP system is a significant business decision. Our Cloud ERP Guide explores what to consider when evaluating options, defining requirements and preparing for transformation.
About the Author
Filip Dimkovski is the Queensland Regional Director at Solution Minds Consulting, leading regional operations, client success, and growth. He brings over 13 years of experience in enterprise systems, including senior roles across consulting, solution architecture, and service delivery within the mining and ERP sectors. Filip is known for his practical, delivery-focused approach, combining technical expertise with strong commercial and client engagement capability.