Real problems. Real solutions. No invented metrics.

The problem

OPD registration happened on paper. Pharmacy dispensing wasn't linked to patient records, so unbilled medications disappeared into the gap between ward and billing. Lab results were printed and walked to doctors by hand — by the time a result reached the treating physician, the patient had sometimes already been discharged. Revenue cycle took 18–22 days to close after a patient left because billing staff had to reconstruct what actually happened from three disconnected sources.

What was built

A fully integrated Hospital Management System covering OPD queue and registration, IPD admission and discharge with bed assignment, real-time bed occupancy dashboard for ward supervisors, pharmacy dispense linked to the active patient file, lab result auto-push to the doctor's patient view, insurance billing with procedure code mapping, and a React Native ward app for nurses to update room status and vitals without leaving the ward.

The problem

Three schools, three separate Excel files for attendance, three separate receipts books for fees, and no way for the central office to know what was happening across campuses in real time. Fee reminders were sent by front desk staff making phone calls one by one. Teachers manually compiled monthly attendance registers by hand — a task that took 4–5 hours at the end of each month. Parent queries consumed roughly 30% of front desk call volume.

What was built

A unified school ERP covering multi-campus admissions workflow, daily teacher-marked attendance with automatic absent-parent SMS alert, online fee collection via UPI and card with instant digital receipt, exam scheduling and marksheet generation, and a parent-facing portal for attendance records, fee status, and result access. A single admin console gives the central office a live view across all three campuses.

The problem

Each outlet ran its own billing software with no connection to the others. The central office had no view of stock levels across the chain — procurement decisions were made by calling outlet managers on WhatsApp. Drugs near expiry were only discovered during physical stock takes, by which point write-offs were unavoidable. GST return preparation required manually exporting 12 separate sales files and reconciling them in Excel — a two-day job every month.

What was built

A centralised pharmacy management platform with per-outlet POS billing, real-time group-level inventory dashboard, automated expiry alerts at 90, 30, and 7 days, GST-compliant invoicing with single-click monthly returns export, and a purchase order management module that lets procurement negotiate bulk quantities based on actual group consumption data.

The problem

Stock in transit between warehouses was invisible for days at a time — goods marked dispatched from one location wouldn't be acknowledged received at the other until a manager called to ask. Mis-picks were causing a 6% customer return rate that the operations head could not trace to a root cause because there was no picking record. All counts were manual, meaning discrepancy investigations required physically re-counting entire bays.

What was built

A barcode-based Warehouse Management System covering goods receipt, put-away location assignment, barcode-scan picking with pick-list generation, inter-warehouse transfer with real-time in-transit visibility, dispatch confirmation, and daily stock reconciliation. The system syncs with their existing Tally accounting setup via a scheduled integration, eliminating the three hours of daily manual data entry that had previously been the job of one full-time staff member.

The problem

Donor records in Excel, beneficiary case files in paper folders, grant utilisation tracked manually against budget heads in a separate spreadsheet. Quarterly grant reports took 5 days to compile — a process that involved hunting for documents across filing cabinets and matching disbursements to programme milestones by hand. A FCRA compliance audit the previous year had flagged missing donor acknowledgement letters. No system existed to track whether a beneficiary had completed programme milestones or was still mid-journey.

What was built

An NGO management platform with a donor CRM tracking contributions and auto-generating 80G acknowledgement letters, grant management with budget head tracking and utilisation reports, beneficiary registration with per-programme milestone tracking, a document vault with role-gated access, and quarterly grant report generation that compiles utilisation data directly from the system rather than from manual spreadsheet work.

The problem

Bookings came in from three OTAs, direct phone calls, and walk-ins — with no central availability grid. Overbooking happened twice in a single month, once resulting in a guest being turned away after a 4-hour drive. Housekeeping staff had no live view of which rooms were vacant, checked-out, or under maintenance — the supervisor managed this with a physical whiteboard. Checkout billing required pulling charges from three separate places (room, restaurant, mini-bar), causing queues at front desk during peak checkout hours.

What was built

A Property Management System with a real-time room availability grid, OTA channel manager integration for Booking.com and MakeMyTrip so all reservations flow into one calendar, housekeeping task assignment by room with live status updates from a mobile interface, a single-screen checkout that aggregates all charges automatically, and a management dashboard with occupancy rate, revenue per room, and source-of-booking analytics.

The problem

The lab was running sample tracking on a combination of paper registers and Excel sheets maintained by front desk staff. Internal audits kept flagging inconsistencies between intake records and test results. With ISO 15189 accreditation under consideration, the manual system had become a liability — not just an inconvenience.

What was built

A custom web-based Lab Information Management System (LIMS): sample intake with barcode assignment, stage-by-stage tracking through collection and testing, automated report generation as PDF, and a full audit log for every record state change. Admin dashboard for daily turnaround tracking.

The problem

The sales team was managing plot availability on a manually updated Excel file shared over WhatsApp. Double-booking incidents happened twice in six months — once leading to a legal dispute. The developer had over 400 plots across three phases and no reliable way to show availability to walk-in customers in real time.

What was built

A custom web portal with an interactive SVG-based plot map per phase — each plot clickable, showing real-time availability, pricing, and dimensions. A booking workflow with payment status tracking, internal approval stages, and automatic status updates on the map. Separate admin and sales rep logins with role-appropriate views.

The problem

The company was running Salesforce — a tool built for B2B sales teams — to manage a dispatch operation. The mismatch was severe: Salesforce assumed a pipeline, they had trips. The real coordination happened in a WhatsApp group, which meant key decisions were invisible to management and unbillable disputes were frequent. Billing ran 12–15 days behind operations.

What was built

A purpose-built dispatch CRM: trip creation with pickup/drop assignment, driver status updates, client delivery confirmation via a lightweight web link, route notes, and a weekly billing export pre-formatted for their accounting software. Management dashboard with live trip status and exception flags.

The problem

All appointment booking happened by phone. Front desk staff took calls, manually entered appointments into a spreadsheet, and sent SMS appointment reminders by hand. No-show rate hovered around 23%. Three front desk staff were spending roughly 60% of their time on scheduling logistics rather than in-clinic support. The clinic had tried two off-the-shelf booking platforms — both were built for single-doctor practices and couldn't handle per-doctor availability rules.

What was built

A custom booking system with patient-facing scheduling (doctor-specific availability, 30-min slots), automated WhatsApp confirmation and 24-hour reminder via the WhatsApp Business API, appointment management dashboard for front desk staff, and a daily schedule view per doctor. Integrated with their existing accounting software for billing capture.

The problem

The brand was running Shopify with three separate inventory management plugins that frequently fell out of sync with each other. Returns processing was entirely manual — a team member would update inventory by hand after each return was inspected. At their scale (~800 orders/month), the inventory discrepancy rate had reached 8%, which was showing up as customer complaints about out-of-stock items being ordered.

What was built

A custom inventory synchronisation layer that sat between Shopify and their fulfilment warehouse: real-time stock updates triggered by order events, a structured returns workflow (inspection → restock or write-off → automatic Shopify inventory update), and a daily reconciliation report. The three existing plugins were retired.