Enterprise Solutions
Quentin Mathonet, Head Of Professional Services At Odoo, On Redefining ERP Success.
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Overview
Here is a small introduction to Quentin :
As a Head of Professional Services at Odoo, Quentin Mathonet is an accomplished leader with 10 years of experience in digital transformation, change management and ERP implementation, recognized for his expertise in scaling high-performing teams and delivering complex business solutions across diverse markets. With deep experience overseeing end-to-end project delivery, optimizing operational performance and driving strategic client engagements, Quentin has been instrumental in Odoo’s international growth. In MENA alone, his consulting teams handled over 2000 customer implementations and onboarded over 1500 new implementation partners.
TD Editor: How do you design systems that scale people as fast as you scale revenue?
Quentin Mathonet: Scaling people alongside revenue is really about building adaptable structures that match company growth. When we launched Odoo’s Middle Eastern subsidiary, we grew from 2 to over 900 employees in almost 7 years. This meant a lot of standardized processes with significant investment in talent development, basically streamlining and accelerating onboarding without compromising the quality of it. That’s only possible when you empower teams, decentralize decision-making and implement clear KPIs for service quality. Your employees are the ones driving the pace of transformation, not the revenue.
TD Editor: What indicators do you use internally to assess whether your teams are not just delivering, but evolving?
Quentin Mathonet: We focus on both quantitative and qualitative indicators or KPIs. Quantitatively, we capture project delivery times, customer satisfaction scores and billable rates to understand the ratio of implementation related time versus other tasks such as coaching, internal improvement or even idle times. Qualitatively, we track internal improvements that individuals or teams propose, for example process improvements or new features relayed to R&D. We also monitor knowledge sharing across teams, not just within our services departments as sales need to keep being updated on the software’s capabilities. In summary, a team that comes up with new ideas, experiments them and iterates on their workflows is a team that is evolving, beyond simply hitting targets.
TD Editor: what’s one pain point ERP buyers consistently underestimate before starting?
Quentin Mathonet: Companies underestimate the internal alignment and change management needed. Most assume ERP success is about choosing the right technology, but the real challenge is the human factor: getting buy-in across business units and ensuring workflows don’t clash with new system requirements. In my experience, issues like user adoption and incomplete requirements gathering results in far more delays than technical obstacles. It’s crucial to tackle silos and misaligned goals before implementation begins.
TD Editor: How do you balance configuration flexibility with implementation standardization in fast-paced ERP rollouts?
Quentin Mathonet: The key is a modular approach: standardize core business processes to speed up delivery and minimize risk, but allow for customization where unique needs exist. At Odoo, we educate clients about which process areas should stick to best practices and which genuinely benefit from customization. This way, we accelerate 80% of the implementation while the remaining 20% is shaped by the client’s unique requirements. Always weigh the cost and technical debt of a customization versus not having it. Sometimes, going the extra mile to automate everything isn’t necessarily right, it’s about finding the right balance.
TD Editor: What’s the hardest part of aligning ERP design with client workflows—legacy systems, user behavior, or unclear business goals?
Quentin Mathonet: All three are challenging, but unclear business goals is, in my opinion, the most persistent problem. Legacy systems and user behavior can be managed if you have clarity on objectives. These days, organizations embark on ERP projects to “modernize” without aligning around outcomes. When goals are unclear, the risk of misaligned configuration and poor user adoption increases drastically.
TD Editor:What’s one implementation story that made you question how success should be defined in digital work?
Quentin Mathonet: In earlier times, we had a few implementations that hit every metric: on-time delivery, on-budget performance and technical acceptance. But a few months later, we realized that user engagement was low, the system wasn’t being used much or properly. Digging deeper, we realized that success isn’t just about getting the system live in record time and getting client’s management approval. Sometimes, there is a massive gap between what the management wants and how it is actually happening on the field. Now, we make sure end-users are actively involved in every phase of the implementation and track usage after go-live for enhanced support.
Mon, Sep 22, 2025
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