Selected work
Processes I have fixed, and what changed afterwards.
These are from roles I held rather than client engagements — a decade of being the person inside
the finance department who ended up building the fix. That is exactly the experience I now bring
to ERPNext projects.
Dorsch Holding GmbH · seconded to Abu Dhabi Municipality · 2023 – present
An automated reporting system for an AED 300 million portfolio
Thirty large-scale municipal projects, more than 150 client accounts, and a reporting cycle
that ran on manual consolidation. I built an automated financial reporting system on Microsoft
Power Apps, then rebuilt the invoicing workflow around it.
Before
Reports assembled by hand each cycle; invoicing effort and errors scaling with the portfolio; forecasting based on last month's spreadsheet.
After
Reporting generated from the system; invoicing automated with manual effort and errors materially reduced; cash-flow forecasting accuracy improved through data analysis.
Baynunah Group of Companies · 2014 – 2015
A new ERP, and 25 hours a month given back
A portfolio of 30 clients and eight projects with budgets over AED 5 million, running on
accounting workflows that had grown by accretion. I implemented a new ERP system and trained
the staff on it — the training being the part most implementations skip.
Before
Manual, duplicated data entry across the accounting workflow, with errors surfacing at month-end and no single source of truth.
After
Data-entry errors reduced through system training and process redesign; 25 hours of manual processing removed every month; ledgers and monthly statements produced on schedule.
Parsons International · seconded to Abu Dhabi Municipality · 2015 – 2023
A database for project financials, and payment procedures that held
Eight years advising section and unit heads on project finance. I developed and maintained a
database system for tracking project financial information, and wrote the payment processing
procedures that contractors, consultants and internal teams worked to.
Before
Project financial information scattered across files and owners; payment handling inconsistent between departments and vendors.
After
A single tracked system for project financials; documented payment procedures aligned to operational guidelines and KPIs; payment disputes resolved through one clear process.
Your process is probably not that different.
Manual consolidation, a spreadsheet nobody trusts, a month-end that takes a week. Tell me
which one is yours.