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From the pit wall

The engine is yours.
We make sure it runs.

MoonSlate is the independent governance layer for enterprise transformation: the party that reports to the CFO and the investment committee rather than the system integrator, and the one willing to say the uncomfortable number out loud.

Book a call How we work Capability statement
Independent advisory: no license resale, no build scope AI and core platform programs Senior-only teams

Why independent matters

The integrator delivers the build. We make sure the business is ready to run it.

Ask why enterprise transformations struggle and the same three answers come back: requirements that drift away from the build, a business that isn't ready on go-live day, and no single view of readiness that everyone trusts.

The system integrator is essential, and is accountable to a scope and a date. That is the job they have been asked to do well. What is often missing is a validation function that sits outside that scope, so assurance and delivery are not measured against the same plan.

That's the seat we take. We advise, facilitate, challenge and guide. Decisions, ownership and execution accountability stay with the client.

Advice, not product

Our advice carries no product

We hold no reseller margin on any platform we recommend, so vendor and SI selection is decided on business value, risk and fit.

Advisory only

We advise on the build, we don't bid for it

Because we do not author the configuration or compete for implementation scope, we can act as a shared translator between the business and the integrator, useful to both.

Sized to the problem

Senior teams, not headcount

Small senior teams, sized to the problem and stood down when the work is done. We bring accelerators and platforms, so progress never depends on simply adding people.

How we work

Get on track. Stay on track. Realize value.

Three moves, run in sequence and then held. We've run them on multibillion-dollar transformation programs, and we run the same three on AI programs, because an AI initiative struggles for the same reasons a core platform program does. Most of our relationships are continuing ones: the governance we install stays instrumented, and we stay in the seat for as long as the program needs a seat filled.

01
Get on track Alignment, business case and the groundwork before anyone commits.

On a transformation program

Business case and current-state alignment, SI and vendor selection, Phase-0 mobilization, and the traceability and governance backbone the program needs from day one.

On an AI program

Value-hypothesis development, a governed opportunity intake path, and an AI use-case inventory prioritized against measurable ROI, so the strongest ideas are resourced first.

02
Stay on track Governance and traceability, held to evidence, while the work is in flight.

On a transformation program

Integrated PMO and a governance command center, process-owner accountability, requirements traced through design and solution to validation, and decision and risk discipline that survives contact with a live program.

On an AI program

Embedded co-creation advisory, reusable capability curation, and a reuse-before-build rule, so each use case makes the next one easier and what emerges is a platform, not a collection.

03
Realize value Go-live is not the finish line. It's the starting line.

On a transformation program

Day-in-the-Life readiness and evidence-based go/no-go confidence, then continuous modernization: process intelligence that keeps finding the next efficiency after go-live.

On an AI program

MVP definition, deployment readiness and adoption. AI that finance and operations teams actually use, carried from pilot into daily operations.

The four pillars

People, Process, Data, Technology. All four, or it doesn't ship.

Most programs don't stall on the technology. They stall when the operating model around it doesn't change with it. We assess every prioritized use case across four pillars: People (roles, capability, adoption), Process (flow and control points), Data (availability, quality, lineage) and Technology (platform fit, architecture, scalability). A use case that can't clear all four is resequenced or deferred. That is how programs land.

The four pillars A four axis gauge scoring a use case on People, Process, Data and Technology against a clearance threshold. One shape clears all four axes and proceeds. A second, shown dashed in red, falls below the threshold on Data and is resequenced. PEOPLE PROCESS DATA TECHNOLOGY CLEARS ALL FOUR proceeds to build SHORT ON DATA resequenced or deferred The inner dashed ring is the clearance threshold. A use case must clear it on every axis, not on average.
Every prioritized use case is scored on all four pillars. Averaging hides the pillar that will stall the program, so a use case that falls short on any single axis is resequenced or deferred rather than carried forward on a good overall score.

The MoonSlate framework

PITWALL

A race isn't run from the car, and it isn't run from the garage. It's run from the pit wall: the one seat that sees the whole race, calls the stops, and gives the driver a clear, current picture. That is the seat we take.

PITWALL is how we stand a program up and steer it. Phase gates with entry and exit criteria that hold. A decision cadence that survives a bad week. And three instruments we arrive with, rather than build on the client's time and budget.

Command Center

Governance

The row of named seats that runs the program: four decision domains, one escalation path, one cadence. We stand it up in the first six weeks and chair it until the client's own team can.

See who sits in it

Golden Thread

Traceability

Every requirement mapped through design and solution to validation and adoption. It is how anyone can see that what was asked for is what got built, and how custom-code debt is avoided.

Day in the Life

Readiness

Gated walkthroughs that prove the business can be operated on go-live day. Accountability, transparency, confidence and quality assurance, in evidence rather than assertion.

PITWALL telemetry A program confidence trace running left to right through three phase gates. The trace rises overall. One dip mid programme, shown in red, is a bad week that the decision cadence absorbs before the next gate. G1 G2 G3 GET ON TRACK STAY ON TRACK REALIZE VALUE
Program confidence, gate to gate. The trace only clears a gate on evidence, never on optimism. The red stretch is the week it went sideways: the cadence absorbed it and the next gate still held.

The Capability Foundry

Some work never stops arriving. We build the capability to absorb it, then hand it over.

The Capability Foundry is our build, operate and transfer method. Where demand is steady and repeatable, month-end after month-end, the answer is not a longer engagement. It is a capability the client owns outright. We stand the team up, run the work while the procedures get written, then step back in stages until the lane runs without us.

  1. 01SourceWe hire to the client's bar, not a vendor's.
  2. 02ShadowLive work from day one, with the standard operating procedures written as we go.
  3. 03SoloThe team resolves, we review.
  4. 04SteadyThe team runs the lane. We advise only.
  5. 05Sign-overPeople, contracts and IP move across.

Each stage is earned rather than scheduled. A quarterly gate tests an independence score: work closed without us, procedure coverage, quality and retention. The next stage starts only when the score says it should. Add a lane, add a pod, and the method does not change.

Where we've done it

At the scale where getting it wrong is expensive.

Since 2023 we have worked at Fortune 100 scale on one method across three technology stacks: SAP, Oracle and Coupa, and an enterprise AI operating model. The method is platform-agnostic by construction, which is why it travels. Clients are described here without names; references are available under NDA.

Enterprise AIA $300B+ global internet company
Standardizing how AI applications and agents are developed, governed and deployed across the enterprise, through People, Process, Data and Technology, rather than as a tooling exercise, with one governed intake path instead of dozens of disconnected pilots.
AI operating-model advisory
Technology distributionA ~$48B global technology distributor
A multibillion-dollar finance transformation brought back on track, engaged by and reporting to the C-suite. We installed the governance that made decisions stick, moved the organization from watching the program to owning it, and rebuilt the bridge between business and IT. Twelve finance processes, eleven workstreams, a phased multi-region rollout, and a target operating model built for the day after go-live. Readiness carried through hypercare into operate, evidenced at every gate.
Program recovery, target operating model and readiness lead, reporting into the executive leadership committee
Global paymentsA global payments network's shared-services organization
An independent read across the finance functions of a global shared-services organization running on a thirty-year-old ecosystem: processes that had accreted rather than been designed, no longer scalable, carried daily by more than 80,000 users. We advised change at the pace the organization could absorb, not the pace of a slide, and built the business case in layers: the benefits available now, then best-in-class process redesign, then the industry-leading shared services organization the function could become.
Independent finance process and AI advisory
Asset managementGlobal asset managers
An embedded, multi-year relationship since 2024 across program management, procure-to-pay, reporting and analytics, and billing and revenue. Alongside it, a three-horizon operating-model and architecture roadmap: green-light what is worth doing now, set the target architecture beneath it, build the business case for the transformation that follows. A Capability Foundry engagement runs on the same account, standing up an in-house team that transfers at close.
Embedded transformation partner, independent roadmap advisor and Capability Foundry build
"Like an F1 pit crew, you stay in the car. We are measured by your result."
The line we open every engagement with. The client's own executives started calling us their pit crew before we did.

UNYFi, our delivery platform

Governance that can be inspected, with the evidence behind every number.

UNYFi is the platform our own crews run client programs on. It is not software we sell. It comes with the engagement, and it's how a steering committee gets one agreed number instead of eleven separate workstream views.

See how it works

What it does

  • Go-live confidence. Every readiness artifact grouped by People, Process, Data and Technology, with a weighted readiness index and plain-language commentary explaining every number.
  • Requirements traceability. The Golden Thread, productized. Requirements linked through design, solution, validation and adoption.
  • Integrated plan. Critical path, baselining, scenario analysis and steering-committee snapshots.
  • A growing body of evidence. Every engagement adds to what we know across programs: what predicts a gate slipping, where readiness stalls, which pillar fails first. It is why the next program starts with better judgement than the last.
  • Inconsistency detection. It flags what shouldn't be true, like a solution marked complete with its validation still failing, UAT signed off before SIT completed, and recommends the fix.
The Golden Thread One continuous line traces a single requirement through five stages: requirement, design, solution, validation and adoption. A branch off the line marks one inconsistency flagged for review. INCONSISTENCY FLAGGED 01 REQUIREMENT 02 DESIGN 03 SOLUTION 04 VALIDATION 05 ADOPTION
The Golden Thread: every requirement traced through design and solution to validation and adoption. When the chain breaks, say a solution marked complete while its validation is still open, it surfaces as an exception rather than a surprise.

Who we work with

Complex enterprises making a bet big enough to need a second opinion.

We're built for organizations large enough that a transformation touches every part of the business, and where an independent read on readiness changes the decision.

Sectors

  • Technology
  • Private equity-backed portfolios
  • Consumer & retail
  • Manufacturing & distribution
  • Financial services & insurance

Who we report to

  • Chief Financial Officer
  • Chief Information Officer
  • Chief Technology Officer
  • Chief Data Officer
  • Chief Accounting Officer

When people call us

  • Before a transformation business case is committed
  • When an in-flight program has drifted
  • When go-live is close and readiness has to be proven
  • When AI pilots are multiplying without a governed path
  • When assurance and delivery report through the same line

Security and data

Where client program data lives, and who can reach it.

UNYFi holds real program information: requirements, readiness evidence, decisions and risks. That makes it a security question, so we answer it here rather than waiting to be asked.

Where it runs
UNYFi runs on Google Cloud. Client program data is held in a managed database and object storage under our Google Cloud project, not on laptops or in spreadsheets.
Who can see it
Access is default-deny. A user reaches data only after signing in with a verified identity on an approved domain, and only for the workspace and role they have been granted. Separation between client workspaces is enforced in the platform's security rules, not by convention.
Backups
The database is backed up automatically every day to encrypted cloud storage, with a rolling retention window. Named baselines can be pinned and kept for the life of the engagement.
Ownership
UNYFi is wholly owned MoonSlate intellectual property. Client data stays the client's. We do not sell it, and we do not use it to train anything.
Sub-processors
Google Cloud Platform is our sole infrastructure sub-processor for UNYFi.

The firm

No pyramid, no bait and switch. Everyone on a program has done the work before.

MoonSlate was founded on a straightforward model: senior, independent, and accountable for outcomes rather than hours. We embed alongside client teams rather than layering above them.

The firm is led by its two founders, both Managing Partners and 50/50 owners, supported by a senior delivery team across advisory, operations and marketing.

Prasanna Hari

Founder and Managing Partner

Founded MoonSlate on a conviction: enterprise transformation needs a governance layer answering to the CFO and the investment committee, not the system integrator. Built the method and the platform that made it a discipline rather than an opinion, and makes the same case for AI, where the governance has to arrive before the pilots do. Called into drifting programs at the level where the decision sits, and says what the room is avoiding.

Raj Shivangari

Founder and Managing Partner

Reads an enterprise technology estate as its owners do, and sets the target architecture and information model beneath it. Shaped how MoonSlate sequences change: three horizons that move value before the architecture is finished. Holds the same line on AI, an architecture and data problem first, where reuse before build separates a platform from a pile of pilots. Trusted with the steering where spend and risk are weighed, and with the gate that declares a client independent.

The team

  • James McKinleySenior Director
  • Vikas PeriwalSenior Director
  • Rishi DalaiDirector
  • Lauren ZanoliniAssociate Director
  • Sarah MansouraProgram Manager
  • Alyssa GrossHead of Operations
  • Tori HemingwayHead of Marketing

Advisors and fractional support

  • Melody AshbyLegal CounselMeyer Law
  • Brett RosensteinControllerBuild Accounting
  • Ilana Robbins GrossFractional HR AdvisorGusto

Specialist functions are held by named advisors at their own firms, not by generalists inside ours.

Start a conversation

Tell us where the program actually is.

A 30-minute call, no deck. We'll tell you what we'd look at first and whether you need us at all.

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