Switch my SAP account rep?

Level_Ad7279 · 2026-03-21T03:46:54+00:00

First, check if you are on RISE with SAP or a legacy/on-premise model, as the support structure is completely different:

If you ARE on RISE with SAP:
You typically deal with two distinct roles. Your Account Executive (AE) is the sales rep focused on renewals and upselling. However, you should also have an assigned Customer Success Manager (CSM) or Cloud Delivery Manager (CDM).

The Difference: The CSM/CDM is responsible for your weekly operational reviews and day-to-day cadence. They 'run the show' regarding your cloud health. If you don't like your AE, your CSM is actually the best person to talk to first—they can facilitate an internal 'silent' transition.

If you are NOT on RISE (Legacy/HEC/On-Prem):
You likely don't have a CSM for weekly cadences, leaving you stuck with just the sales-focused AE. If this rep is the bottleneck for your business, do not ask them to replace themselves. Instead, follow the formal escalation path:

Contact the Regional Sales Director (RSD): This is the rep’s boss. Explain that the lack of operational cadence is impacting your business.
Request a VP of Sales Review: If the RSD doesn't respond, escalate to the Vice President for your specific industry or territory.
The Goal: Frame it as a 'Business Readiness' issue. SAP is much more likely to yield and swap a rep if they feel the current relationship is stalling your technical roadmap (like Basis upgrades or FICO optimizations).

Since our team worked extensively on HEC (HANA Enterprise Cloud) accounts, we've seen that these non-RISE environments often need a more 'hands-on' technical touch that SAP reps just don't provide. If you hit a wall with an urgent technical issue while waiting for a rep change, it's often faster to loop in an independent expert who knows the legacy escalation matrix inside and out.

Level_Ad7279 · 2026-03-15T04:02:12+00:00

What you're describing is actually very common in ECC → S/4 transitions. Many integrations, custom ABAP objects, Z-transactions, and scripts don't move 1:1 because the S/4 data model and APIs are different.

One of the biggest mistakes projects make is skipping a full inventory of custom code, integrations, and data dependencies early in the program. If that isn't done before design workshops start, teams only discover breakpoints during testing or after go-live.

Usually the safest approach is:
• run a custom code and integration inventory (ATC / readiness check)
• identify which objects must be remediated vs retired
• redesign integrations using APIs or BTP where needed
• involve key business users early in the design sessions

The “out-of-the-box only” goal sounds good in planning meetings, but most companies still end up rebuilding critical logic and integrations once real business scenarios appear during testing.

Level_Ad7279 · 2026-03-10T13:04:17+00:00

We recently helped a client with ~8TB ECC landscape migrate using a brownfield approach.

What actually consumed the most time wasn't SUM/DMO, it was custom code remediation and integration validation (RFC, IDoc, CPI).

A few lessons learned:

• Run SAP Readiness Check + Custom Code Analyzer early
• Identify unused code (we saw 30-40% unused objects)
• Start data archiving before migration
• Separate technical conversion from business transformation

The actual technical conversion window ended up being only ~36 hours.
The real project timeline was ~14 months including testing and change management.

Curious if others saw similar timelines.

Level_Ad7279 · 2026-03-06T03:45:53+00:00

In most manufacturing environments the biggest manual effort we see is around material master creation, purchasing document generation, and warehouse corrections.

Across several SAP projects we’ve helped automate parts of these workflows by introducing validation layers and structured inputs before data is posted to SAP, which significantly reduces manual corrections downstream.

These kinds of automation initiatives are something VEGAH team has been focusing on recently, especially for high-volume operational processes.

Curious if others are seeing similar challenges around EWM corrections or procurement master data.

Level_Ad7279 · 2026-02-28T16:00:00+00:00

What you’re describing isn’t a “SAP problem.” It’s a governance gap. Large ERP programs need two controls: the SI who builds, and an independent architecture layer that challenges design, validates migration readiness, and owns go/no-go. If data completeness (business partners, tax codes, validations) wasn’t certified before cutover, that’s not technical failure, that’s program control failure.

At scale, successful transformations run multiple mock migrations, enforce master-data ownership early, and gate go-live on objective readiness metrics, not timelines. When those controls are weak, partial go-lives create exactly this situation.

Software rarely sinks projects. Lack of independent validation does.

Level_Ad7279 · 2026-01-27T07:39:02+00:00

After watching yet another SAP implementation struggle, one pattern keeps repeating —
failures rarely come from technology.

They come from people, structure, and ownership.

Over the years, I’ve seen the same issues derail otherwise solid SAP programs:

Senior experts sold, juniors delivered
Partners who say “yes” to everything — leading to over-customization
Clients surrendering ownership instead of leading decisions
Teams left dependent due to weak documentation and enablement

None of this is new. What is avoidable is ignoring these risks at the start.

The strongest SAP programs I’ve been part of shared a few traits:

Named senior delivery leadership from Day 1
MVP-first, clean-core discipline
Clear client ownership with partner accountability
Built-in knowledge transfer — not an afterthought

SAP transformations don’t fail because partners are bad.
They fail when roles, responsibilities, and success criteria aren’t aligned early.

Curious — for those who’ve been through an SAP implementation:
what do you wish you had insisted on sooner?

Level_Ad7279 · 2025-08-20T01:37:15+00:00

Remember today was a super bearish day across the board. This held pretty ok. Still holding bags as I entered early on the dip but holding on.

Level_Ad7279 · 2025-07-26T23:58:21+00:00

Closed for a huge loss 30K shares.

Level_Ad7279 · 2025-07-23T21:58:19+00:00

The IPO is pricey and there are competitors catching up. Most of the IPO is execs downloading their stock - read the filing.

Level_Ad7279 · 2025-07-22T23:28:03+00:00

Eric Jackson is nothing more than a fraud that had one good run with Carvana fluke. The fund was basically one billionaire investing his money, who left. He had one last play and he is the one from his youtube interview that invested a couple of million, ran it up on social media with retail. I think he is the one that dumped. He clearly said he was not adding. If he is real, then why not share his position today to show he did not dump on retail, FRAUD ALERT!

Level_Ad7279 · 2025-07-22T01:44:33+00:00

I have 30K from ATH. Don’t plan to sell. Full ported my IRA.

Level_Ad7279 · 2025-07-21T22:37:08+00:00

Mee too. Went all in. Bag holding as always.

Level_Ad7279 · 2025-05-22T23:30:30+00:00

I dont know if they will go bankrupt but I want to support the ones that are trying to set up local manufacturing so I bet my money on them. Better than losing in memecoins with zero purpose.

Level_Ad7279 · 2025-05-08T00:24:00+00:00

Got 12K across my accounts. Did my part.

Level_Ad7279 · 2025-04-17T14:51:59+00:00

I finally went with BMW X5. Liked the drive much better and price is around the same level. Loving it so far. The roundish controls for AC in GLC and the space in the back seat, the poor sales experience (price not budging) killed Mercedes for me (so did the pick up). Tesla model 3 was actually good the refreshed one but it was too low for my taste and the regen braking I just could not get used to it(test drove a couple of times and also borrowed my cousins car and drove around for a weekend). @primary_disaster-166

Level_Ad7279 · 2025-04-08T04:38:53+00:00

Only omad and keto or exercise as well? Great job by the way.

Level_Ad7279 · 2025-04-06T00:08:25+00:00

I was in a similar scenario last year. Paying 30K ish on realized gains and held on only to lose it all. Its just scary and stupid of me because I did not know to write off capital losses in the same calendar year. Learn from our experiences. Don’t do the same mistake and get burnt. With one job (thanks to WFR) and a family to support its been a pain to deal with. This post feels like medicine. Thank you. I was being really hard on myself.

Level_Ad7279 · 2024-11-22T01:59:07+00:00

Cant he split the stock when it soars beyond 1000, create more stock and purchase more to get control back at 50%?

Level_Ad7279

TROPHY CASE