Blog Posts

Implementation in Action: Q&A with Peter Zovath

4 minute read

To gain real-world insights into the complexities of technology implementations, Catena Solutions met with Senior Program Management Consultant Peter Zovath for an in-depth Q&A.

Peter has over 10 years of experience in technology business strategy, product development, and operations management across enterprise and mid-market environments. He’s known for developing and executing complex programs that drive customer satisfaction, revenue growth, and operational efficiency.

Can you share an example of a technology implementation you’ve been involved in that was particularly challenging?

It was my second time leading an enterprise-wide system implementation of a project management tool called Clarizen. But the real challenge wasn’t what you’d typically expect from an implementation like this.

The first time I implemented Clarizen, there was a ton of internal resistance, and change management was the biggest hurdle. This time, I was caught off guard by how excited and engaged everyone was. Employees across the board wanted to be involved. And since this was early in my career, I saw that as a great thing and latched on to it. I tried to incorporate every opinion, request, and suggestion.

The problem was the scope spiraled out of control. We lost sight of the minimum viable product (MVP) and the core metrics that were driving the implementation in the first place. Eventually, we had to take a step back, realign on why we were rolling out the system, and refocus on what success actually looked like. We put structured roadmaps in place, ensuring we could still address everyone’s needs—but in a way that didn’t derail the launch.

It was a huge lesson in balancing enthusiasm with execution and keeping a clear, strategic focus even when stakeholder engagement is at an all-time high.

How can organizations ensure that employee experience and usability are prioritized during a technology rollout?

One approach I always emphasize is conducting a listening tour. Essentially, this entails going around the company to understand which teams and employees will be using the tool and how it fits into their daily workflows and aligns with broader company priorities. By truly listening, you can uncover pain points, wish list features, and what success looks like from their perspective.

For example, during my first project management software implementation, employees consistently shared that time tracking and project tracking were major pain points. That insight helped us prioritize making those processes as intuitive and seamless as possible.

At the end of the day, you won’t fully understand challenges or needs until you talk directly to the employees who will be using the system. Their input is invaluable in making sure the implementation is not just functional, but truly user-friendly and impactful.

How can organizations accurately assess whether they have the right staffing and resources for a successful implementation?

The first step is for everyone involved to take an honest look at their own bandwidth and team capacity. Leaders can sometimes overestimate how much time employees have or underestimate how involved they’ll really need to be.

For projects led internally, it’s important for leaders to be realistic about where the implementation fits into their team’s priorities. For example, if the project is happening at the end of the quarter or year and involves a sales-driven tool, will it clash with their goal of hitting sales targets? Do they have enough time to balance everything?

Once leaders map out the time required for the project and understand what the implementation will actually involve, they’ll be in a better position to decide whether they need outside help.

How can leaders ensure their technology investments are driving measurable business outcomes?

It starts at the beginning by articulating the purpose of the implementation project. What challenge is it trying to solve, or gap it is trying to close? Sometimes, leaders may want a tool because it’s new and flashy, but they need to break it down and really ask themselves, “Why are we doing this?”

Once you know your goal, you have to confirm you can actually measure the results. I worked with an organization where the data needed to measure success wasn’t even being captured. So, although everyone assumed the implementation of the tool would help cut down on a certain customer support call, there wasn’t a way to measure a before and after difference.

Another tip: Write down the purpose and success metrics, so everyone is on the same page and you can reference it throughout the project.

How can companies prepare their data infrastructure for an implementation?

I always look at implementations as an opportunity to start fresh! It’s a chance to clean up your data and bring over what you need and in a fashion that will serve your organization going forward.

Ask yourself what you would do differently if you could do it again? What would you capture and measure? What questions are you going to use the data to answer? Can anything be archived or standardized? This is your chance—take it!

How can leaders identify early signs that an implementation is off-track and take corrective action?

To me, it all comes down to solid planning. A great phrase I always keep in mind is “slow is smooth, and smooth is fast.” Start with a clear plan, outlining the milestones, costs, timing, and expectations.

Next, it’s important to know your checkpoints and who’s responsible for tracking them; it’s usually a project manager or consultant. Be clear about when these checkpoints will happen and how often: Are they tied to specific milestones? Is it a regular cadence? And how will you gather the data to compare against the plan?

But again, it all starts with a solid plan. Without that, you have no way of knowing whether you’re on track or not.

How are trends like AI and automation reshaping how organizations approach technology implementations?

As a consultant, where I’ve seen AI be very helpful is quickly consolidating data and assets, polishing them, and putting them into documentation. AI is often able to do this faster than a human could, which is great for cost savings and efficiency during the implementation. It allows the consultant to focus on strategic and logistical items by freeing up some of the more tedious and tactical ones.

What’s interesting is that customers are not only looking for efficiency gains during the implementation, but they also want it in the final product as well. So, there is more demand for AI and automation to be incorporated into the tool and workflows being implemented.

The key is to understand if and how it will pay off in the long term. While AI and automation can add complexity and cost to the implementation process upfront, they often deliver substantial benefits over time.


At Catena Solutions, we know successfully implementing new systems isn’t easy. For more information on how we can help, view our Technology Strategy & Implementation solutions or contact us here.