Celerol Consulting

Erol Čelebić

Implementation reviews for Microsoft Dynamics 365, from the solution blueprint to go-live.

Microsoft Partner
Regular conference speaker
Independent D365 project reviewer
Demand Planning specialist

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Co-authored Microsoft TechTalks

Deep dive into Demand Planning for Dynamics 365 Supply Chain Management
June 2024 · with Anders Girke, Mostafa Mansour and Peter Friis
Demand planning for Dynamics 365 Supply Chain Management
November 2023 · with Beatriz Nebot Gracia

Former Solution Architect at Microsoft FastTrack, 2022–2025

20+years in ERP implementation
25+projects
5,000+users on a single implementation

What I do

Most clients bring me in to review a D365 implementation project.
Some bring me in for Demand Planning.

Track 1

Implementation reviews

Go-live has moved again, and the budget keeps growing while the scope keeps shrinking. I ask the questions that show where the project really stands and what to fix first.

Solution Blueprint Review
Go-live Readiness Review
Getting a stalled project back on track

How I run a review

Track 2

Demand Planning

You have decided on Demand Planning and need someone who knows it from the inside. I helped take it from private preview to general availability, and now I help you implement it.

Implementation and rollout
Integration with F&O
Forecast models and accuracy
Training your planners

Demand Planning in depth

How a review runs

I take care of the urgent topic you bring me. Alongside it I make sure there are no hidden pitfalls below the waterline, the ones nobody has on the radar yet.

A navigator on a sailing ship shines a lantern beam under the water and reveals the large hidden part of an iceberg

1First call45 to 60 minutes, remote. What worries you, the goal we measure against, who I talk to, read access to your documents.
2Your most urgent topic firstI start where it hurts today. You get first feedback on your most pressing topics after three days.
3The wider lookWhat you see today are the urgent problems. Together we look at the areas beyond them and agree which ones deserve a closer look, so nothing else turns urgent later.
4The resultYou get a plan to get back on track: your issues, the mitigation steps and what to do first. If needed, I stay in the project and keep an eye on the execution.

“The only certain thing about go-live is that it will be postponed.”

What I look at

The review areas follow Microsoft's Success by Design. The questions I ask are tailored to your project and the situation you are in.

Questions I ask

For every gap, was a workaround considered before anyone built a customisation?
Which reports must work on day one, and where does their data come from?
Is your add-on landscape designed for your business, or for what your implementation partner sells?
Do you have a future process flow that represents your way of working?

Track record

These are the industries I have implemented in, and the kinds of complexity those projects carried.

Discrete manufacturing

Aerospace composites
Fastening technology
Identity and security solutions
Steel processing
Battery systems and e-mobility
Hand tools
Locking systems
Metrology and test equipment
Office furniture
Dental technology
Drive and conveyor belts

Process manufacturing

Breakfast cereals
Carton packaging
Plastic packaging
Industrial gases and welding
Wood products
Bakery and meat products

Retail and distribution

Steel and metals wholesale
Restaurant franchising
Automotive import and distribution
Sports retail and wholesale
IT services and software

Energy and infrastructure

Energy systems
Plastic pipes

The complexity behind them

Many entities, one timeline Several legal entities rolled out together, with intercompany processes running between them. In one group that meant more than 20 legal entities held to a single timeline.
One landscape, several products Finance and Operations, Customer Engagement and partner add-ons that have to behave as a single system. In one group that landscape spanned close to 300 legal entities.
Design that only shows under load Integrations carrying real transaction volume, where the flaw appears on the day the volume arrives. In one environment that was more than 5,000 users on a single implementation.
Two manufacturing worlds in one group Process industry and discrete manufacturing side by side, each with rules the other does not share. Batch and formula production in one part of a group, assembled products in another.
A date that had already moved Projects where go-live had been postponed before I arrived, and momentum had to be rebuilt. In one case steering back to a plan that held ran across 2 years.

“Erol has an incredible ability to bring clarity and structure to even the most complex projects. What really sets him apart is how effortlessly he manages implementation governance.”

Veselina E.

FastTrack Solution Architect, Microsoft

“Erol is an expert in implementations of Dynamics 365 for F&O, probably one of the most experienced on the globe when it comes to implementing product configuration models. He builds the bridge between customer requirements and technology.”

Conrad V.

Director Manufacturing Industries, Avanade

About me

I have been implementing ERP for more than 20 years. I started on a .NET-based ERP, and since 2011 I have worked in the Microsoft stack, from Dynamics AX 2012 to today's Dynamics 365.

I spent eight years at Avanade, went independent in 2019, joined Microsoft FastTrack in 2022 for three years, and have been independent again since 2025. I take on the architecture decisions that are expensive to get wrong: the blueprint, the entity structure, the integration patterns, go-live readiness.

My whole career has been around Microsoft technologies: .NET, SQL Server, AX, D365 F&O. My diploma dissertation at university was already about building a production module for an ERP system.

New technology is challenging, because most people do not like change. Usually they did not get enough time to adapt to a new way of working, or they simply had a bad teacher. I see myself as a connecting element between software language and human language, and I help my clients master an implementation by building bridges between the way they work today and the effectiveness they are aiming for.

What I care about most is what a client gets out of the product they already pay for. An ERP should not be an expensive replacement for the system you had before. It has to earn its place in the working day, in ways people can point at: less manual work, numbers nobody double-checks any more, decisions that can be taken on the spot.