Meet the Team - Kristy Bertenshaw

Kristy is a business consultant at ECI Solutions, leveraging her expertise in systems, change management, and behaviour design to configure tailored ERP software solutions for manufacturers. She excels at turning client challenges into effective technology solutions.

We spoke with Kristy about her diverse background, key trends affecting Australian manufacturing, and the key to a successful ERP implementation.

Your background is non-linear. Can you tell us about your journey and how has this shaped your career to date?

I started my career pursuing a fine art degree but transitioned into sales roles, working my way up to managing the consumer division for Cisco Systems in New Zealand. I felt like I had hit a glass ceiling, so I went back to university to study business and information systems. After graduating, I had a career break where I worked as a makeup artist, traveling to fashion weeks around the world. I then transitioned into property investment and renovating homes.

My life changed when I suffered an injury in an accident. I had to relearn basic skills. During my recovery, I studied with Dr. BJ Fogg at Stanford and became a certified tiny habits coach. I then moved to Australia and pivoted back into sales, this time focusing on SaaS products.

The skills and approaches I developed through my recovery, like tiny habits, ended up becoming core strengths, which I apply in my consultant role at ECI.

Understanding the human element - the people and processes involved - is just as critical as mastering the technical aspects. My expertise in change management and behaviour design helps me create solutions that drive adoption and change.

How does your unique background and skillset help in your role at ECI?

It’s invaluable in my role at ECI. Having worked across various industries, I've developed a deep understanding of business operations, allowing me to quickly grasp the nuances of my customers' manufacturing environments.

But it's not just my technical expertise. My training in change management and behaviour design as a tiny habits coach has been invaluable in my role at ECI. It has given me the ability to empathise with end-users and design for meaningful change.

For change to be effective, the client needs to have the willingness, resources, and ability to adopt the new system or process. I work with them to map out these factors carefully.

Are the end-users motivated and committed to making the change? Do they have the right people, budget, and infrastructure to support the transition? Do they have the necessary skills and capabilities to use the new system effectively?

By taking this holistic view, I can design tailored solutions that not only meet the technical requirements but also address the human and organisational factors critical to driving sustainable change.

What are the key trends you’ve witnessed?

Job shop managers often struggle to track performance metrics without a single, unified view. This can lead to missed opportunities to prioritise tasks and optimise resources.

ShopView provides a KPI-Based Filter System that consolidates essential metrics and insights into one easily accessible view. Decision-makers can use these dynamic filters to segment jobs by various KPIs, such as jobs in progress, completed, or awaiting materials. The filter system also gives users detailed cost insights, making it easy to identify areas where costs could be r

Across the board, my customers are laser-focused on finding ways to become more efficient and productive. They're constantly looking for solutions that can give them back time and increase their profitability. This is a top priority, regardless of the specific industry or manufacturing processes involved.

Many of my clients are interested in leveraging their ERP features and other enterprise systems to gain predictive insights. They want to use analytics to make better, more informed business decisions, whether it's forecasting demand, optimising scheduling, or identifying potential issues before they arise.

I've also noticed a growing trend of manufacturers, even those with robust on-premises security, considering a move to cloud-based ERP and other enterprise software. Concerns about director liability in cyber-attacks and the need to offload IT management often drive this.

Cyber and data security is a major concern, particularly for smaller and medium-sized businesses. They're increasingly worried about the risks of data breaches and the potential legal and financial implications. This is a key factor driving the interest in cloud solutions.

By staying attuned to these evolving needs and challenges, I'm able to better position ECI's manufacturing ERP software such as M1 and JobBOSS² to deliver maximum value and impact for our customers.

educed or efficiency improved. This centralised visibility allows managers to focus on jobs that need attention, helping them make targeted decisions and prioritise tasks effectively.

What are the key factors for a successful ERP implementation?

At the heart of any successful ERP project is a deep understanding of the human element. It's not just about the technology. You must closely examine the impact on people, processes, and organisational dynamics. This is where mapping out the willingness, resources, and abilities of the end-users helps to ensure the solution aligns with their needs.

Equally important is configuring the ERP system to fit the client's unique requirements. Every manufacturing business is different, with its own set of challenges, compliance needs, and operational workflows. Designing a solution that fits customers' processes instead of forcing a generic one is key.

M1 offers end-to-end capabilities while JobBOSS² is an ERP for small business that is perfect for smaller job shops. Both provide the ERP system benefits businesses need for their unique challenges.

Even the most well-designed ERP won't succeed without user adoption. This is where my background in behaviour design and tiny habits coaching comes into play. I create change strategies that encourage adoption, using prompts and building user confidence.

Focusing on people, customisation, user adoption, collaboration, and ongoing improvement ensures an ERP solution that transforms manufacturing.

What’s your philosophy for doing business?

ERP is an ongoing journey, not a one-time event. The work doesn't stop after the initial ERP deployment. I provide ongoing support, monitor performance, and make improvements to meet the client's changing needs.

Technology alone is not enough. There needs to be a focus on driving continuous improvement and optimisation to maximise the value for the client.