ERP implementation practitioner and creator of The Silent Handshake.
For 19 years, Pradeep has worked across Workday, Oracle, and PeopleSoft delivery—studying why approved agreements break down between teams and turning those patterns into practical diagnostic tools.
PMI Global Summit 2026 speaker · Detroit ↗
The session taught project leaders how to spot three signals before scope locks. It paired those signals with sponsor-safe language and an assumption map that records evidence, ownership, and where the confirmed answer lives.
Pradeep Billa is the creator and named architect of the Silent Handshake — an original diagnostic framework built from 19 years of direct ERP and Workday implementation experience. The framework formalizes repeatable failure patterns observed across enterprise delivery environments: how agreements dissolve into divergence, how assumptions go unverified until the cost is embedded, and how context fails to survive handoffs between teams.
These patterns are documented with diagnostic precision - specific gaps, a named intervention point, and structured anchoring requirements derived from direct field observation. The framework formalizes a practitioner taxonomy for patterns that are often experienced in implementation work but rarely documented with diagnostic precision. The framework is published in full at silenthandshake.com.
Pradeep's implementation work spans ERP and Workday HCM deployments across enterprise organizations. Credentials — PeopleSoft HCM, Oracle Global HR Cloud, Workday Pro HCM, PMP, PMI-ACP — reflect depth of specialization within the implementation domain.
Advisory involvement in applied ERP intelligence systems, including ai.tekglen.com, where implementation diagnostics are translated into practitioner-facing tools.
ERP failure is not a technical event — it's an organizational one. This article names the invisible space between teams and frames the three gaps that define it.
Towards AI
Misalignment occurs after agreement, not because of poor communication, but because implicit expectations were never converted into written artifacts before execution began. This article introduces anchoring as the intervention that prevents post-decision divergence.
