The work.
In detail.
Every case here started the same way. A business that was running on goodwill, informal habits, and the same people solving every problem. What changed was the decision to build something that holds.
Four WhatsApp groups running procurement. Eight weeks to one system.
Lagowood Furnishings Ltd., a Lagos-based furniture manufacturer, had production running but no visibility between the floor and finance. Purchase orders lived in chat groups. Stock valuation was wrong. Payroll was manual. ERPNext configured across manufacturing, procurement, inventory, and HR. Nigerian VAT and statutory payroll built in from the start.
Invoicing in USD. Paying staff in KES. One system for both.
Savanna Trade Co., a Nairobi fresh produce exporter, needed FIFO inventory valuation for perishables, batch tracking with expiry dates, and a GL structure that handled foreign currency without manual reconciliation. Kenya statutory compliance built in: PAYE, SHIF at 2.75%, NSSF under the 2022 Act.
68 staff. UAE VAT, WPS payroll, end-of-service gratuity. All of it configured before go-live.
Gulf Medica LLC, a Dubai medical supplies distributor, needed UAE-compliant payroll across a large team and full purchasing workflow from PO to supplier payment. Payroll processing cut from 2 days to under 3 hours.
Wanted an ERP. Needed a process audit first. We said so.
Meridian Wholesale, an Accra FMCG distributor, came in ready to implement. The audit found three undocumented core workflows and one handover point with no owner. Process map delivered first. Implementation followed on clean foundations. Order-to-dispatch: 48 hours to same day.
Three supplier markets. Two warehouses. One spreadsheet. Not anymore.
Calloway Supply Co., a Miami import and distribution business, was managing purchasing across Latin America and inventory across two US warehouses entirely in spreadsheets. Multi-currency ERPNext configured end-to-end. Month-end close from 8 days to 2 days.
Billing six-figure engagements. Running the back office on a spreadsheet.
Hollis & Partners, a 22-person London management consultancy, had strong client delivery and informal internal operations. Project tracking in spreadsheets. Billing approval undocumented. Resource allocation decided in ad hoc conversations. We redesigned the full project lifecycle from brief to invoice, implemented the supporting tooling, and built the reporting layer that gave leadership visibility for the first time. Invoicing cycle: 11 days to 3 days. Billing disputes: zero in the following quarter.
The thinking behind the work.
Implementation breakdowns, process observations, and honest notes from inside growing businesses. If the case studies show what was built, How It Runs shows why and what went wrong on the way there. Published fortnightly. Free.
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You have seen what is possible. The businesses in these cases were not exceptional. They just decided to stop running on goodwill and build something that holds. That decision starts with a 30 minute call.