Briskman decided that the task would be done in-house. An ERP upgrade on this scale would have got most organizations to get a consultant, and hordes of subject matter experts - immaterial of the price. But he had realized that when organizations enlist consultants for such high level projects, the cost of consultancy usually makes up 60 to 70 percent of the total cost of the project. The rest largely goes in procuring hardware and software. By taking a D-I-Y approach, Ranbaxy lowered the total price of the project and reversed that ratio.

Ranbaxy's ERP was creaking under the weight of expansions and multiple acquisitions.

Upgrading the Rs. 4400 crore company's ERP without any consultants took all David Briskman's abilities and the team's dedication