How Jordan-headquartered PMC guides business and digital transformation

Headquartered in Jordan, Post Modern Consulting (PMC) has built a strong reputation in digital transformation and enterprise technology consulting. We spoke with Managing Director Raed Salameh about the firm’s journey, approach and what sets it apart in a competitive market.

Can you introduce Post Modern Consulting?

PMC was established in 2019 as an independent consulting firm operating at the intersection of business and technology. From the beginning, our focus has been helping organizations navigate complex digital transformation journeys in a practical and sustainable way.

We work with medium-to-large organizations across both the public and private sectors, supporting them with everything from transformation strategy and governance to enterprise system implementations and execution support.

While we are headquartered in Amman, most of our work today spans multiple countries across the Gulf region, which has given us exposure to a wide range of industries, transformation challenges, and organizational cultures.

What are the key services PMC offers to clients?

We support clients across the full transformation lifecycle – from early-stage planning and strategy all the way through implementation, optimization, and recovery when projects go off track.

Our work is structured around three main consulting areas.

The first is Enterprise Applications Consulting, where we help organizations with system selection, tendering, implementation oversight, project management, change management, system health checks, project recovery, and computer system validation. We also provide independent software expert witness services when needed.

The second area is IT Consulting, which covers IT strategy, operating models, cybersecurity, business continuity, cloud transformation, and technology assessments.

The third is Digital Consulting, where we focus on customer experience, digital operating models, automation, data and analytics, as well as emerging technologies such as robotic process automation and agentic AI.

What ties all these areas together is that we do not just advise clients on what to do – we work closely with them to make sure transformation actually happens and delivers value.

PMC’s approach goes beyond technology, with a strong focus on change management and capability building. Can you elaborate?

Absolutely. One thing we have learned over the years is that technology alone never guarantees success. Real transformation only happens when people, processes, and technology evolve together.

That is why we put a strong emphasis on change management, stakeholder alignment, and capability building in every engagement. We want organizations to feel ownership of the transformation, not that something is simply being imposed on them.

For us, success is not just delivering a system or completing a project. Success is when the organization is able to sustain the change, continue improving, and build internal confidence long after the formal programme ends.

Could you share some examples of projects delivered over the years?

We have been involved in and successfully delivered a wide range of projects over the years. For example:

National Paints – Global ERP Transformation & Business Continuity Enablement
PMC successfully led a large-scale enterprise transformation initiative for National Paints by conducting a comprehensive assessment of all existing ERP platforms across the group’s global entities. Following a detailed evaluation process, we selected and designed a unified global ERP strategy to standardize operations across all companies and worldwide branches.

The initiative included the harmonization and unification of master data structures to establish a centralized ERP and MRP model across the organization. We successfully completed the rollout across eight companies and established a dedicated Business Continuity Unit to lead and sustain future deployments under our strategic supervision, ensuring scalability and long-term operational consistency.

GSF – Successful Sage X3 Manufacturing & Distribution Implementation
We successfully implemented Sage X3 at GSF in Egypt, one of the key entities within the global GSF organization. The project involved managing complex manufacturing workflows, distribution processes, and operational requirements unique to the business environment. Through structured project governance and deep business process alignment, the implementation was delivered successfully and achieved outstanding operational results.

The implementation was recognized internally as one of the most successful Sage X3 deployments compared to other GSF branches globally, serving as a benchmark for future implementations.

AIG – ERP Project Recovery & Independent Audit Engagement
Post Modern Consulting was engaged to conduct a full independent audit and recovery assessment of AIG’s ERP implementation project after the initiative had experienced major delays and remained stalled for over a year. Our team performed a comprehensive evaluation to identify critical bottlenecks, governance gaps, and project execution challenges.

We successfully pinpointed the root causes impacting delivery and developed a structured recovery roadmap. Under our leadership and guidance, the project was revived, realigned, and transformed into a successful implementation, restoring stakeholder confidence and ensuring project completion.

How does PMC differentiate itself in the market?

One of the things clients value most about PMC is our technology-agnostic approach. We are not tied to any vendor, platform, or system integrator, which means our advice is completely independent and focused on what genuinely works best for the client.

That flexibility is particularly important in the Middle East, where organizations can vary significantly in terms of scale, maturity, priorities, and operating environments. We tailor our engagement model accordingly rather than applying a one-size-fits-all methodology.

Another major differentiator is our people. We have built a multidisciplinary team with strong expertise across industries and technologies, and that collective experience allows us to guide clients not only on technical decisions, but also on strategic direction and business priorities.

Most importantly, we see ourselves as long-term partners rather than traditional consultants. We work very closely with executive leadership and key stakeholders throughout the transformation journey, helping organizations manage complexity, reduce risk, and make confident decisions during periods of change.

Finally, what are the ambitions going forward?

Our ambition is to cement our status as a trusted advisory partner in the region for business and technology transformation, helping organizations navigate increasingly complex digital landscapes with confidence and measurable impact. We also aim to strengthen our presence beyond the Middle East.

Additionally, we aim to expand our role beyond traditional consulting by becoming a strategic transformation enabler guiding organizations throughout their entire journey from strategy and assessment to implementation, governance, optimization, and long-term operational excellence.

Our long-term vision is not simply to deliver successful projects, but to create lasting transformation and become a trusted advisor that organizations rely on as a partner in growth, innovation, and strategic evolution.