Future ERP
Test new business models, launch in new markets, and lead your company
Lensing Achieves SOC 2 Type 2 & ISO 27001 Compliance: Reinforcing Data Security Commitment for Customers
Lensing Achieves SOC 2 Type 2 & ISO 27001 Compliance: Reinforcing Data Security Commitment for Customers
Lensing Achieves SOC 2 Type 2 & ISO 27001 Compliance: Reinforcing Data Security Commitment for Customers
Lensing Achieves SOC 2 Type 2 & ISO 27001 Compliance: Reinforcing Data Security Commitment for Customers
Lensing Achieves SOC 2 Type 2 & ISO 27001 Compliance: Reinforcing Data Security Commitment for Customers
Lensing Achieves SOC 2 Type 2 & ISO 27001 Compliance: Reinforcing Data Security Commitment for Customers
Lensing Achieves SOC 2 Type 2 & ISO 27001 Compliance: Reinforcing Data Security Commitment for Customers
Lensing Achieves SOC 2 Type 2 & ISO 27001 Compliance: Reinforcing Data Security Commitment for Customers
30 hard truths about your next ERP project
If your team had a chance to start your current business over, would you build it differently? Most leaders say they would. You probably know much more now than when you started or joined. The team here feels the same about enterprise resource planning (ERP) software.
ERP security and compliance should be a strategic enabler
Most companies have a complicated relationship to their security and compliance. What was once seen as a hindrance has become crucial for survival. As public security breaches continue to make headlines, decision-makers are facing mounting pressure to protect their organizations without losing their agility. Many are losing sleep over it.
I tried Claude Cowork for procurement—I’m stunned
It goes without saying that there’s a lot of buzz around AI and agents right now. But what are people actually doing with them in supply chain and finance? My team gave AI agents a concerted try, and I’m being honest when I say I don’t think I’ve ever seen this before in my career—a moment when things changed so completely.
One big global ERP implementation barrier? Culture
If the goal of an ERP is to scaffold around a company’s workflows and support its far-flung operations, many leaders underestimate how varied those operations actually are. Or how fragile they are when they come into contact with culture.
CFO-ing in the polycrisis—an emergency handbook
When multiple global crises converge, the finance function becomes the last line of defense. It has become increasingly difficult to predict, prepare, or govern at a global scale—so the premium on doing so has risen. Dramatically.
The Lensing x Ramp integration is now live
Ramp serves over 50,000 customers giving the world true, autonomous expenses and finance—which is what makes Ramp and Lensing such logical partners.
How to manage your ERP "complexity debt"
As you grow, your financial systems become complex. That complexity functions like debt. Thinking about ‘financial software debt’ offers useful clues for knowing how much to take on and how to keep yours serviceable.
It’s now ‘survival of the fintech fittest’ when fighting for growth
CFOs are adopting a more active style of management. Their job descriptions have grown 19% longer, and they are contributing more project-level financial strategies earlier on in the business planning cycle.
How are finance teams using AI right now? [2026 update]
Finance leaders want to know what others are using AI for. The answer is complicated, but these 12 use cases are worth considering.
What’s the value of a live sandbox? (NetSuite comparison)
Your team buys an ERP. Then, for every $1 you paid for the ERP, you spend an additional $1.50 to $3 on other applications to extend its functionality. Is that good? Is it normal?
Why I think finance leaders should be “multilingual”
Any finance leader who is not deeply interested in information flows is, I think, not understanding where finance is headed. Forget forecasting. Forget number crunching. Finance is becoming about information flows and the ability to understand the business well enough to change it.
How I spend my first 100 days as CFO
I’ve worked for five companies in five industries, and one thing seems universal: Everyone assumes that their processes and systems are a given. That whatever steps they take are necessary, that any software is capturing numbers correctly, and that the finance leadership has a full view. But this is rarely the case.
