Jacob James Kahn

For private equity sponsors

Systems modernization is often central to value creation during a hold period. A new ERP, a consolidation of finance platforms or the separation of shared systems after a carve-out can make the reporting, integration and margin work in the investment plan possible. It is also where financial controls and reporting are most exposed. Data is migrated, access is re-provisioned, reconciliations change hands, and the first close on a new platform runs on processes that have not yet been tested at quarter end. Lenders, auditors and the sponsor all depend on numbers produced during that window.

Relevant experience

  • Lockheed Martin 1LMX (2023–present). Jacob James Kahn works on Lockheed Martin's company-wide ERP and process transformation, publicly described as the defense industry's largest digital transformation (~$6B, seven-year program), across business process redesign, SAP S/4HANA implementation strategy and change management.
  • Agilent Technologies (NYSE: A), 2021. As an external consultant through Boston Harbor Consulting, he led delivery workstreams on Agilent's global SAP S/4HANA and CPQ (quote-to-cash) implementation.
  • General Partner, Phoenix Fund (2023–present).
  • Board Observer since 2020 at technology and financial-services portfolio companies.
  • Private Directors Association certificates in Private Equity Company Governance and Private Company Governance (December 2025).

Five questions a sponsor board should ask about the systems roadmap in the first 100 days

  1. Which parts of the value-creation plan depend on a systems change, and what happens to the plan if that change slips by two quarters?
  2. Which key financial controls will change, move or be retired, and who owns each one through cutover and the first close?
  3. What evidence will the board see before go-live, such as reconciliations, mock-conversion results and user-access reviews, rather than status colors alone?
  4. How will reporting to lenders and the sponsor be protected during the transition, and what is the fallback if the first close on the new system runs late?
  5. What are the go/no-go criteria, who makes the decision, and has the rollback plan been rehearsed?

Further reading