Decision guideCompare
Business Central or Finance & Supply Chain?
The complexity, scale and control factors that usually decide which enterprise platform fits.
CFO · CIO
Careers at InteliSense
Work customers actually depend on.
ExperienceResponsibility
We work on business-critical Microsoft platforms across ERP, CRM, Power Platform, data and AI. Customers may be transforming, implementing, recovering a programme that lost control, improving a live platform or depending on support every day. That needs people who can think, explain, challenge and own what happens next.
No vacancies are open today. We would rather say that than list roles we are not recruiting for.
We do not need people who simply know the software. We need people who understand why the software matters.
A consultant may configure Finance, but the customer cares about financial control. A developer may build an integration, but the customer cares whether the process works. The technology is part of the job. Understanding the outcome is the other part.
Why the work matters
These systems decide what happens on Monday morning.
Business systems sit closer to the operation than most technology. When they are wrong, people find out quickly.
- Can Finance close?
- Can the warehouse ship?
- Can Production see the materials it needs?
- Can Sales trust the pipeline?
- Can a case worker see the next action?
- Can leadership understand what is actually happening?
That creates responsibility. It also makes the work meaningful.
What you would work on
Capability is what you know. Situation is what the customer needs.
They are different things, and we keep them separate. You build capability in a platform area, and you apply it to whichever commercial situation the customer is actually in.
Capability areas
- ERP
- CRM
- Business Central
- Dynamics 365 Finance
- Dynamics 365 Supply Chain Management
- Power Platform
- Power BI and Fabric
- Data & AI
- Integration
- Reporting
Industry understanding sits alongside this. Manufacturing, distribution, professional services, construction, financial services, non-profit and public services all change what the platform has to carry.
Commercial situations
- Understand and assess
Something needs to change but the cause, platform or route is still uncertain.
- Transform
The operating model itself is changing, not only the software.
- Implement
The platform and operating model are understood and need governed delivery.
- Recover
A programme has lost control and the position needs resetting honestly.
- Optimise
The platform is live and the value is not yet where it should be.
- Support
A live, business-critical platform people depend on every day.
- Partner transition
Responsibility for a live platform is changing hands.
How we work
Accountability without support is just pressure.
We ask people to own their work. That only works if the context, the boundaries and the help come with it.
What we expect from you
Understand before answering
Do not jump to configuration before understanding the problem.
Take responsibility
If something is yours, make the next action clear.
Communicate early
Do not allow uncertainty to become surprise.
Challenge constructively
Good consulting sometimes means disagreeing.
Ask for help
Escalation is good judgement when it happens early enough.
Think about the customer
The task is not finished because the ticket moved status.
What should come with it
A defined objective
You should know what the work is actually for.
Clear boundaries
What you can decide, and what needs somebody else.
Customer context
Why the customer is doing this, and what it affects.
Access to people who know
Functional, technical, architecture and delivery colleagues on the same problem.
An escalation route
Asking early is treated as judgement, not failure.
Feedback
On the work itself, while it can still be changed.
Freedom without context creates risk. Context without freedom creates bureaucracy.
When things go wrong
Problems are not career-ending. Hiding them can be.
ERP and CRM programmes are complex. Assumptions can be wrong, estimates move, code fails and data is often poor. What matters is what happens next.
Surface it
Say what has happened while there is still time to respond.
Understand it
Establish the facts and separate them from assumption.
Own what is ours
Be clear about our part before discussing anyone else's.
Involve the right people
Escalation exists to make the decision easier.
Resolve it
Agree the action, do it, and confirm it landed.
Learn from it
Change how the next piece of work runs.
Where people fit
Different disciplines. The same expectation.
Most people join one of these families and then broaden. Open the one closest to your experience.
Functional consultingUnderstand the business process, then shape the platform around the outcome the customer needs.
- Finance
- Supply chain
- Warehouse
- Manufacturing
- Business Central
- CRM
- Public sector
- Care
What matters
- Process understanding before configuration
- Workshop facilitation and clear explanation
- Configuration, testing and documented decisions
- Ownership of the customer commitment
A consultant should leave the customer clearer than they found them.
Technical consulting and developmentBuild and integrate what standard capability cannot reasonably cover, without creating a maintenance problem.
- Dynamics 365 development
- Business Central AL
- Finance & Supply Chain extensions
- Dataverse
- Power Platform
- Integration and APIs
- Azure
- Automation
What matters
- Technical quality and maintainability
- Testing, security and documentation
- Understanding the business impact of the code
- Saying when a customisation is the wrong answer
Enterprise and solution architectureMake complexity understandable, and make sure the decisions taken today still hold in two years.
- Platform fit
- Solution design
- Integration
- Security
- Data
- Customisation strategy
- Technical governance
- AI architecture
What matters
- Choose consciously rather than by default
- Avoid architecture the problem does not need
- Explain the trade-off in language the business can use
- Own solution integrity across the landscape
The architecture should get clearer as the complexity increases.
Project and programme deliveryKeep the programme under control: plan, dependencies, risk, commercials and honest communication.
- Governance
- Planning
- Risk
- Commercial tracking
- Customer communication
- Dependencies
- Testing
- Cutover and go-live
What matters
- Progress that reflects reality, not activity
- Decisions with named owners and dates
- Risk surfaced while there is still time to respond
- Commercial clarity on what changed and why
Project management is not administration. It is control.
Data & AIStart with the business decision, then work back to the data, the model and the governance around it.
- Power BI
- Microsoft Fabric
- Data modelling
- Automation
- AI and agents
- Predictive models
- Evaluation
- Governance
What matters
- Start with the decision, not the model
- Be honest about data quality and confidence
- Design for human review where the stakes are real
- Explain the output so somebody can act on it
Support and managed servicesOwn the live platform: triage, investigate, communicate and reduce the reasons issues keep happening.
- Triage
- Functional investigation
- Technical investigation
- Problem management
- Customer communication
- Knowledge
- Change
- Escalation
What matters
- Resolve the issue, then understand the cause
- Communicate before the customer has to chase
- Turn a fix into knowledge other people can use
- Escalate early rather than absorb risk quietly
A good support consultant solves the issue. A better one helps understand why it happened.
Sales and presalesQualify properly, understand the problem and only commit to work that can be delivered responsibly.
- Discovery
- Problem understanding
- Platform fit
- Demonstration
- Commercial model
- Statement of work
- Evidence
- Handover to delivery
What matters
- Qualification before enthusiasm
- Honesty about fit, cost and risk
- Evidence rather than claims
- A handover delivery can actually use
Do not sell delivery a problem it cannot responsibly solve.
Business operationsKeep the organisation behind the delivery working: resourcing, finance, contracts, systems and people.
- Resourcing
- Commercial administration
- Finance
- Internal systems
- Marketing
- People and recruitment
What matters
- Accuracy where it affects customers and colleagues
- Process that helps delivery rather than slows it
- Clear communication across teams
- Ownership of the next action
Development
Capability should grow faster than job titles.
Some capability only develops by being trusted with real work, alongside people who already know the platform, with feedback while the work can still be changed.
Foundation
Understand the platform, the process and how the work is done here.
Practitioner
Deliver defined work independently and to a dependable standard.
Advanced
Handle complexity, ambiguity and guide other people through it.
Lead
Own outcomes across broader workstreams and customer relationships.
Expert / architect
Shape decisions, standards and direction across the organisation.
This is a capability illustration, not a published salary, grade or promotion structure.
We are not publishing a training budget, certification policy or formal mentoring scheme here. Those need to be described as they actually operate, and that wording is not approved yet. Ask us directly and you will get a straight answer.
AI changes the job
AI should raise the value of judgement, not remove the expectation of it.
AI is already part of how consulting work gets done. It changes the mechanics of the job. It does not change who is responsible for the answer.
Where AI may help
- Research
- Documentation
- Testing
- Analysis
- Development
- Drafting
What stays with people
- Accuracy
- Recommendation
- Customer context
- Decision
- Security
- Professional judgement
Using AI is not the skill. Knowing when to trust it is.
Who thrives here
We value how you think as much as what you already know.
Curiosity
You want to know why the business works the way it does.
Ownership
You make the next action clear rather than waiting to be asked.
Clear communication
You can explain a complex position simply, in writing and in a room.
Professional judgement
You know when to decide, when to check and when to escalate.
Customer empathy
You understand the pressure the person on the other side is under.
Integrity
You say the difficult thing early, including when it is about your own work.
This may not be right for everyone.
It is fairer to say this now than after you have joined.
- If you need every decision made for you.
- If you avoid difficult conversations.
- If you prefer activity over outcomes.
- If you do not want accountability for your work.
What we cannot yet tell you on this page.
Candidates deserve straight answers on the practical questions. Where no approved wording exists, we say so rather than describe something that may not hold.
- Salary or pay ranges
- Holiday, pension, bonus and healthcare
- Office, hybrid and remote expectations
- Customer travel expectations
- Certification funding and training budget
- Mentoring, coaching and formal development plans
- Onboarding model
- Right to work and visa sponsorship
- Graduate, apprentice or trainee routes
- Candidate privacy notice
These are confirmed on the individual vacancy or in the first conversation, before you are asked to invest more of your time.
Open roles
Nothing is open today.
We publish vacancies only when we are genuinely recruiting for them. If your experience is strongly relevant to the work above, introduce yourself and we will tell you honestly whether there is anything worth a conversation.
A speculative introduction is not an application to a role. There is no timescale attached to it, and we will say if there is nothing suitable.
Applying
We want to understand how you think.
An outline, not a promise. The exact stages depend on the role and are confirmed with you.
Apply
Send your experience and tell us what kind of work interests you.
Initial conversation
A two-way discussion about the role, the work and what you are looking for.
Role discussion
A closer look at your functional, technical or delivery experience.
Final conversation
Meet the people you would be working with and ask what you still need to know.
Decision
We aim to close the process clearly rather than leave candidates uncertain.
How your information is handled
Applications reach us by email at hello@intelisenseit.com. There is no CV upload on this site yet, so please attach your CV to the email instead. Do not send identity documents, health information or right-to-work documents through the website.
AI, adjustments and decisions
No hiring decision is made by automation alone, and there is no automated screening of applications. If you need an adjustment at any stage of the conversation, tell us and we will discuss it with you.
How we think
Judge the intellectual fit before you apply.
This is the same thinking we publish for customers. If it reads like the way you would want to work, that is a good sign.
- ChecklistAssess
What we examine before another delivery commitment
Ten areas we work through to establish what is actually happening in a programme.
CIO · Programme leader
- GuidanceLearn
Start with the decision, not the technology
The decision-first principle that keeps data and AI work commercially grounded.
CEO · CFO · CIO
Common questions
Careers questions.
What candidates usually want to know before they apply.
Your next chapter
Bring your experience. Take real responsibility for what happens next.
If you like solving difficult business problems across Microsoft technology, process and people, tell us where your experience sits.