Real problems.
Measurable outcomes.

A precision engineering MSME running production on spreadsheets and a legacy Tally setup. No real-time inventory, no BOM-driven planning, month-end close taking 14 days. We deployed a composable cloud ERP covering finance, production planning, and inventory — live in 14 weeks. Inventory reduced ₹1.1Cr in the first year through demand-driven replenishment. Month-end now closes in 4 days.

A consumer goods distributor selling across 3 marketplaces, their own website, and 40 retail partners — with inventory managed in a manually updated spreadsheet. Overselling 80+ units per month. We built a unified inventory layer connected to all channels in real-time, with ATP-driven allocation rules and automated replenishment triggers. Stockouts on core SKUs dropped 73%. ₹85L in redundant safety stock was released as working capital.

A 60-person IT services firm losing 35% of billable capacity to miscoded timesheets and unbilled work. Finance closing books in 12 days. AR collections manual and inconsistent. We implemented a project-based ERP with integrated time capture, automated billing triggers, and a dunning workflow. ₹1.2Cr in previously un-invoiced work recovered in year one. DSO dropped 18 days. Book close now 5 days.

A payments fintech with a ₹28L/month AWS bill and no cost governance. Idle instances, dev environments running 24/7, and every workload on on-demand pricing. We ran a four-week audit, rightsized 60% of instances, implemented automated dev environment scheduling, moved stable workloads to reserved pricing, and deployed tagging and budget governance. Monthly bill dropped to ₹18.4L — ₹9.6L saved per month — with identical performance and improved reliability.

A SaaS platform on a monolithic cloud-hosted architecture — traffic had grown 8× in 3 years but infrastructure cost had grown 11×. Manual server provisioning before traffic spikes, 12% utilisation post-spike. We extracted core services into containers, deployed on Kubernetes with horizontal autoscaling, implemented a CI/CD pipeline, and moved to infrastructure-as-code. Infrastructure cost per user dropped 61%. Deployments went from monthly to daily. The next Black Friday required zero manual intervention.

A logistics company's core booking system was a 2007-era application running on a server nobody was allowed to move. One engineer understood the codebase. Every feature request took 3× longer than planned. We applied the strangler fig pattern — building new services alongside the legacy system, routing traffic module by module until the legacy was handling nothing critical. Completed in 9 months. The legacy system was decommissioned with zero production incidents. The new architecture supports feature deployment in days, not months.

460 documents per week — supplier invoices, customs declarations, delivery notes — processed entirely by hand across a 4-person team. 29 errors corrected per week. 3-day average processing lag. We deployed an IDP system combining OCR, vision models, and validation rules against the ERP. 91% of documents now post to the ERP without human touch. Processing time dropped from 3 days to under 2 hours. The team of 4 now handles exceptions only — and manages 30% more document volume with the same headcount.

A demand forecasting model that had been "nearly ready" for 14 months — accurate in a notebook, never deployed. The data science team had the model. Nobody had built the production infrastructure around it. We took over the engineering: rebuilt the data pipeline with validation and drift detection, containerised the model, wired it into their ERP via API, and deployed with monitoring. Live in 11 weeks. Six months later — 22% reduction in excess inventory, near-zero stockouts on the 40 highest-value SKUs. The model retrains automatically on new transaction data weekly.

A procurement team of 4 managing 340 suppliers and 1,200 POs per month — at capacity, unable to absorb growth without additional headcount. We deployed an agentic AI procurement assistant: automated PO generation from approved requisitions, three-way invoice matching, standard supplier query handling, and contract expiry alerting with draft renewals. One year later, the same 4-person team manages 520 suppliers and processes 1,900 POs per month. Headcount: unchanged. The team now focuses on supplier negotiation and strategic sourcing.