Our largest single engagement to date: a custom ERP system for a retail chain operating across multiple locations with over 200 staff. Here is how the project ran — from discovery to go-live.

The Client's Problem

The client was running their business on a combination of three separate legacy systems, two spreadsheet-based workflows, and a WhatsApp group for inter-branch communication. None of the systems talked to each other. The finance team was manually reconciling sales data from each branch at the end of every week. The HR team was tracking attendance in a spreadsheet shared over email. Inventory decisions were being made on stale data that was sometimes four days old.

They needed a single system. Not an off-the-shelf product that sort of fit — a system designed around how their business actually operated.

Discovery Phase

We spent four weeks in discovery. We interviewed branch managers, warehouse staff, finance officers, HR, and the CEO. We mapped every workflow. We counted every data handoff. We identified every point where information was being lost, delayed, or manually re-entered.

The discovery produced a 47-page functional specification and a risk register with 23 items. Both were reviewed and approved before development began.

The System We Built

The ERP covers six modules: Inventory & Warehouse, Point of Sale, Human Resources & Payroll, Finance & Accounting, Procurement, and Reporting & Analytics. Each module was designed as an independent service but shares a unified data model for cross-module reporting.

The most complex module was HR & Payroll, which had to handle variable shift patterns, overtime rules, advance salary requests, and tax calculation — all configurable by the client's HR team without developer involvement.

Go-Live

We ran a parallel period of four weeks where both the old systems and the new ERP operated simultaneously. Staff used the new system; the finance team cross-checked outputs against the old system. This gave the client confidence in the data before they switched off the legacy tools.

Go-live was clean. No rollback. The finance team closed their first week using only the new system in half the time it previously took.