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Most nonprofits don’t go through ERP selection more than once every decade. When they do, the process demands serious commitment: 

• Time: Evaluating vendors, sitting through demos, reviewing proposals, and aligning internal teams often takes several months. Some organizations spend 6–12 months from initial research to final decision. 

• Effort: It requires cross-functional input from finance, HR, IT, and operations. Teams must review features, compare workflows, and document must-haves before signing any contract. 

• Change: ERP implementation reshapes how people work. Even a well-matched system introduces new processes, tools, and approvals. These shifts can drive big improvements—but only if the team is ready. 

• Risk: Choosing the wrong system can result in costly workarounds, poor adoption, or even the need for a second implementation down the road. 

The National Arts Centre (NAC) in Canada faced this challenge head-on when it set out to modernize its finance systems with a cloud ERP. Leading the effort was NAC’s Chief Financial Officer, Ikram Zouari.  
 
In this fireside chat with Meg Wilson, Ikram reflects on what worked, what she would do differently, and the advice she offers to other nonprofit leaders preparing for their own ERP journey. To watch the live fireside chat, check out our on-demand webinar page here.  

Can you tell us a bit about your background and experience with ERP systems? 

“I’ve been the CFO at the NAC for three years. I was brought in specifically to implement a new system. Before that, I worked with ERP platforms in both the private sector and government. In high tech, I implemented SAP, Oracle, Sage, and others. Then I moved into the nonprofit and government space, where I worked with Sparkrock. 

What makes NAC unique is that we had to manage two implementations: one for the NAC as a public sector organization, and another for the NAC Foundation, which uses fund accounting. Two systems, two sets of rules. That complexity shaped everything we did.” 

How did you prepare the organization for such a big change? 

“We spent a year preparing before procurement. We met with every department, documented existing processes, and asked: what do you need to improve? Then we looked at how to adapt some processes to the new system without customization and where customization was critical.  

We realized early on that success meant adjusting some of our processes to the system, not forcing the system to mirror the past. That mindset is critical.” 

Read the National Arts Centre success story here.

How did you approach change management? 

“Change management isn’t something you check off the list—it’s continuous. We started a year before procurement and we’re still doing it today. 

Three months before go-live, we launched weekly Know Your New Finance System sessions. They were only 30 minutes, so people could absorb information without being overloaded. 

After go-live, we kept the rhythm going. One week we introduced a feature; the next week was a Q&A session. That structure lets staff practice and then comes back with real questions. 

Even now, more than a year later, we still run sessions. They help new hires catch up and give existing staff a space to learn more advanced features like Power BI. It’s not about a one-time training; it’s about building confidence over time.” 

You created your own statement of work before selecting a vendor. Why? 

“We treated it as our reference document. It outlined milestones, defined responsibilities for both sides, and listed risks with mitigation strategies. Throughout implementation, we went back to it again and again: are we still on track? Is this in scope? 

Having our own statement of work gave us clarity and made discussions with the vendor more productive. It reflected our needs but made roles and responsibilities clear.”  

What pitfalls should nonprofits avoid when choosing a cloud ERP? 

“The big ones are: 

• Choosing the wrong system because you’re wowed by a demo instead of looking at requirements 

• Over-customizing instead of using the system’s best practices 

• Not having the right team in place before implementation 

We also categorized our requirements into three levels: must, should, and nice to have. That way, we focused on the essentials and saved the extras for later phases.” 

How did you build the right team? 

“Before implementation started, I brought in two people: a system administrator, a CPA with data science skills, and a BI specialist. They learned the system as it was built. They became trainers for other staff, and they led change management. 

That was key. You need internal experts, not just vendor support. The ‘train the trainer’ model gave us sustainability.” 

What did your demo and RFP process look like? 

“We prepared for a year before procurement. That meant when it came time for demos, we weren’t starting from scratch. We already knew our requirements. We sent vendors our questions ahead of time, so they came prepared. 

That made the demos efficient. We didn’t waste time. We got the answers we needed and could compare each vendor fairly.” 

How did you handle budget constraints? 

“For us, budget was always a factor, but we didn’t let it dictate everything. We asked: what is the best value for our organization? Sometimes that meant phasing functionality over three years instead of trying to do it all at once. 

For example, we delayed inventory and invoice approvals until later phases. The system could do them, but we weren’t ready. The point is: don’t overload your team or your budget. Begin with core functions, then layer on new capabilities in later phases.” 

How did you turn skeptics into champions? 

“We opened the process to everyone. If someone had a good idea, we adopted it. That gave people ownership. 

One example: an administrator from English Theatre suggested a new way to structure cost centers. We adopted her approach, and she became a champion. She even reviewed new forms and continues to give input today. 

That kind of empowerment builds trust and turns skeptics into champions.” 

Looking back, what made the project successful? 

“Two things: leadership buy-in and collaboration. As sponsor, I stayed involved in the day-to-day, which showed the team this project mattered. 

The sprint model also made it easier to stay engaged. We tested features in short cycles, adjusted processes, and built confidence as we went. That rhythm kept everyone accountable and invested in the outcome.”  

What advice would you give to other nonprofit leaders? 

• Start early—change management and preparation take time. 

• Build a capable team before implementation begins. 

• Create your own statement of work to guide the process. 

• Avoid over-customization. Stick to best practices. 

• Phase the rollout. Don’t expect everything in year one. 

• Empower staff by involving them in decisions. 

• Stay engaged as a leader—your presence matters. 

As Ikram put it: 

“I want other organizations to learn from our experience. We had a very successful implementation. With the right preparation, others can too.” 

New To ERP? Here’s What To Expect  

If this is your first time evaluating ERP software, you’re not alone. Most nonprofit teams go through this process only once every decade or more. Here’s how it typically works with Sparkrock:  

• Introductory conversation with a BDR to learn about your organization, challenges, and priorities 

• 7-minute demo video shared after the call, giving you a first look at the product 

• Follow-up with an Account Executive to dive deeper into your goals and explore fit 

• Custom live demo with a Pre-Sales Consultant or Architect, tailored to your team (finance, HR, scheduling, etc.) 

• Optional deep dives into modules such as payroll, procurement, or budgeting 

This process is flexible and based on your team’s needs. The goal is to focus on what matters most to your organization, not overwhelm you with features you won’t use.  

Ready To Reclaim Time For What Matters?  

Sparkrock is purpose-built for nonprofits. Our team includes former nonprofit finance and operations leaders who understand the realities you face. That experience shapes everything from how the software works to how we support your implementation.  

Sparkrock includes built-in tools for: fund accounting, grant tracking, multi-funder and program-level reporting, expense management, dimensional budgeting, and payroll and workforce management. 

Reach out for a personalized demo to see how integrated nonprofit payroll and finance software can help your organization thrive.