Contact Info
Miami
Why would a Miami company hire a freelance ERP consultant?
A Miami company hires a freelance ERP consultant when a systems decision sits between two countries and needs one independent person to settle it. That often means a Latin American group opening its first US subsidiary, a family trading business with relatives running the other end abroad, or a parent whose software partner wants to stretch its system north. I work remotely, with visits by arrangement, and sell no software.
Last reviewed by Vikas Saroj
Miami is where many Latin American companies open their first United States entity, and where family-owned trading groups keep a foot in more than one country. Businesses like these rarely need a large consulting firm. They need one experienced person who can sit with the founders, the parent company's finance team and the Florida accountant, then give an independent answer on systems. I do that work remotely, with visits by arrangement.
You work directly with Vikas. I do not resell licenses, take referral commissions or belong to any vendor's sales channel, so the advice can cover every option: extend the parent's ERP, start the US company on something lighter, or wait. The engagement runs in English. Spanish or Portuguese material is written and checked by bilingual people on your team or by a local partner.
What I Do
Each engagement is scoped to the decision in front of you, from a short second opinion to steady project leadership across both head offices.
Before the Florida company starts trading, I set out how its orders, purchasing, banking and books should run, which figures the parent needs back each month, and whether a light system is enough for the early years.
When the group's software partner in Bogota, Sao Paulo or Mexico City proposes adding the US company to the parent's ERP, I test what that means for sales tax, American banking, vendor reporting and local support.
For trading families with the buying side in Miami and the selling side abroad, I map who records what in each company and propose a structure that keeps both sets of books honest without daily phone calls.
I keep the Florida CPA firm, the parent's controller and the IT team working from one list of decisions, so account mapping, intercompany charges and the monthly reporting package are agreed once instead of argued every close.
During selection or rollout I take the project lead seat for an agreed block of hours, chair status meetings, hold the implementer to the written scope and keep a decision log that both offices can read.
If a proposal is already on the table, I read it against your requirements, list the assumptions likely to become change orders and tell you plainly whether to sign, renegotiate or look again.
My Consulting Journey
Business first, technology second. You can hire me for one step - a BRD, a gap analysis, a vendor shortlist - or for the whole journey.
How I Work
Agree the decision and who owns it
Call with founders or parent
List entities and bank accounts
Name the decision makers
Choose an engagement model
Compare the options with evidence
Map orders, purchasing and books
Collect parent reporting needs
Score extension against a new system
Write the recommendation
Leave clear owners in both countries
Brief the chosen implementer
Agree the month-end calendar
Record decisions and owners
Light follow-up after go-live
A manufacturer from Colombia, a food brand from Peru or a distributor from Mexico will often choose Miami for its first United States company. The reasons are familiar: flights and shipping routes back to the home market, bilingual staff, banks used to international clients and customers who already know the brand. The systems question tends to arrive late, usually when the first container is already at sea and someone asks where the invoices will be raised.
At that point only a handful of realistic paths exist. The new company can run inside the parent's ERP as another legal entity, start on a separate light system that reports back to the parent, or split the work between the parent's system and a local tool. Each path has consequences for US sales tax, banking, payroll run by an outside provider, the audit trail and the people who will support users on this side.
I help the founders and the parent's finance team weigh those paths before money is committed. The output is a short written recommendation with the reasons, the open questions for your tax advisors and a sensible order of work, not a slide deck. The wider picture of trade, regional offices and entity structures in the city is on my Miami ERP consultant page.
The parent company usually has an implementation partner it trusts at home, and that partner will often propose adding the US entity to the existing ERP. Sometimes that is exactly right. The group keeps one chart of accounts, one item master and consolidation without spreadsheets, and the partner already understands the business.
The risk sits in what that partner does not handle day to day. A localization built for VAT, electronic invoice clearance and local statutory books may offer little for American state sales tax, exemption certificates, ACH and check payments, year-end contractor reporting or the journal file a US payroll provider sends. Support may also come from a team whose holidays, language and priorities differ from those of the Miami staff.
As an independent reviewer, I ask the partner to show those US scenarios working with your own data before anyone signs, and I list what would need an add-on, a tax engine or a specialist on this side. If the extension holds up, you go ahead with clear eyes. If it does not, you have the evidence to choose a separate US system without a political argument with head office. The method is described in general terms on my independent second opinion page.
Miami has many family companies where one relative buys in the United States and another sells in Caracas, Santo Domingo or Guayaquil. Goods, money and decisions move between them constantly, often on trust and chat messages rather than formal intercompany agreements. That works until the next generation takes over, a bank asks for cleaner statements or one side of the family wants to sell.
Here the first job is not software. I map how an order really flows between the two companies, who sets the price charged across the border, how freight and duties are recorded, which balances are owed in each direction and where the records live. Then I suggest a structure both sides can keep up with: separate books with clear intercompany documents, or one shared system with an entity for each company. Transfer pricing and tax treatment stay with your advisors in each country.
Because family businesses run on goodwill, I keep the process open. Every workshop ends with written notes in plain English that a bilingual family member can summarize for relatives who prefer Spanish, and no recommendation reaches one side of the family before the other side has seen it.
A new Miami subsidiary usually has two finance voices. The Florida CPA firm looks after US tax returns, sales tax registration and the payroll provider. The parent's controller wants a monthly reporting package in the group's format, mapped to its chart of accounts and often prepared under a different accounting framework. Both are reasonable, and neither of them owns the system design.
I take that coordinating seat. Together we agree on a single list of decisions: how US accounts map to the group chart, which framework differences the accountants adjust outside the system, how goods bought from the parent are recorded when they land, which currency each bank account and report uses, and who closes each month by what point in the calendar.
Once those answers are written down, the system can be set up to produce both views without manual rework at every close. Practical design for several entities is covered on running several companies in one ERP, and foreign currency handling on multi-currency ERP. Accounting framework and tax questions remain with the CPA and the controller; my part is making sure the system records what they need to answer them.
A single independent consultant suits decisions, reviews and lean rollouts. It does not suit everything. If the US company will run a busy warehouse with scanners and label printers from the start, needs EDI with national retailers, or must go live alongside a group-wide upgrade, you also need an implementation team. In that case I stay on the client side, keep the scope honest and leave the volume of configuration to them.
Engagements are remote: video workshops, shared documents and a decision log both offices can read. A visit to Miami or to the parent company can be arranged when a workshop in a room would genuinely help, such as a joint kickoff. Your finance team decides which entity engages me and what paperwork it needs from an independent contractor, with advice from its own accountants where needed.
The general case for hiring an independent advisor in the US is on the freelance ERP consultant page for the USA. If detailed requirements are the first need, see ERP business analysis in Miami, and if the US company may run on Zoho, the Miami Zoho consultant page explains that route.
Tell me about your business and current systems. I’ll suggest the most sensible first step.
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FAQ
Possibly. It depends on whether the parent's system and its localization can handle US sales tax, American banking, vendor year-end reporting and a payroll provider's journals, and on who would support users in Miami. I compare that route with a separate light system that reports to the parent, using your real transactions, and give a written recommendation your tax advisors can review.
Yes. I act on your side, not theirs. I write down the US requirements, ask the partner to demonstrate them, review the statement of work and join testing. The engagement runs in English; if the partner's team prefers Spanish, a bilingual person from your staff can help in workshops, and the written decision log remains the shared reference for everyone.
Yes, as long as both sides want clearer records. I map how orders, payments and balances move between the companies, propose a structure each side can maintain and share every finding with both. Transfer pricing, tax and ownership questions go to your advisors in each country; I make sure the system captures the information they ask for.
Work is remote by default, through video workshops, shared files and a written decision log. A visit to Miami, or to the parent company abroad, can be organized by arrangement when a session in person adds real value, for example a joint kickoff with both head offices or a design review with the warehouse team.
That is a valid outcome. Some new subsidiaries are better served by a well-configured accounting system and clear procedures during their early phase, with a defined trigger for revisiting the ERP question, such as another warehouse or a new product line. I document that trigger so the next decision starts from evidence rather than from a sales call.
Every business is different. Share where you are today and what you want to fix, and I’ll tell you honestly whether and how I can help.
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