Things we’ve built, and what changed after. No invented metrics.

The problem

OPD registration was done on paper. Pharmacy dispensing wasn't tied to patient records, so medicines went out on the ward and never made it to the bill. Lab results were printed and carried to doctors by hand, and now and then a result reached the treating doctor after the patient had already gone home. Closing the revenue cycle took 18–22 days after discharge, because the billing team had to piece together what had actually happened from three systems that didn't talk to each other.

What was built

One integrated Hospital Management System. It covers OPD queue and registration, IPD admission and discharge with bed assignment, a live bed occupancy dashboard for ward supervisors, pharmacy dispensing linked to the active patient file, lab results pushed straight into the doctor's patient view, and insurance billing with procedure code mapping. Nurses get a React Native ward app to update room status and vitals without walking back to the station.

The problem

Three schools meant three Excel files for attendance, three fee receipt books, and a central office that had no idea what was happening on any campus until someone called. Fee reminders went out as phone calls from the front desk, one parent at a time. Teachers compiled monthly attendance registers by hand, which ate 4–5 hours at the end of every month. Parent queries made up roughly 30% of the front desk's calls.

What was built

A single school ERP for all three campuses. Admissions workflow across campuses, daily attendance marked by teachers with an automatic SMS to parents when a child is absent, online fee collection over UPI and card with an instant digital receipt, exam scheduling and marksheet generation, and a parent portal for attendance, fee status and results. The central office gets one admin console with a live view of every campus.

The problem

Every outlet ran its own billing software, and none of them were connected. Head office couldn't see stock across the chain, so purchasing decisions were made by messaging outlet managers on WhatsApp. Near-expiry drugs only surfaced during physical stock counts, by which time the write-off was already locked in. GST returns meant exporting 12 separate sales files and reconciling them in Excel. Two days of work, every month.

What was built

A central pharmacy management platform. Each outlet gets POS billing; head office gets a live, chain-wide inventory dashboard. Expiry alerts fire automatically at 90, 30 and 7 days. Invoices are GST-compliant, and the monthly returns export is one click. A purchase order module lets procurement negotiate bulk quantities using real consumption data from across the group.

The problem

Stock moving between warehouses went invisible for days. Goods marked dispatched from one site wouldn't show as received at the other until a manager picked up the phone to ask. Mis-picks were driving a 6% customer return rate, and the operations head couldn't trace the cause because nobody recorded who picked what. Every count was manual, so investigating a discrepancy meant physically recounting whole bays.

What was built

A barcode-based Warehouse Management System: goods receipt, put-away location assignment, pick-list generation with scan-verified picking, inter-warehouse transfers with live in-transit status, dispatch confirmation and daily stock reconciliation. It syncs with their existing Tally setup on a schedule, which removed three hours of manual data entry a day that had been one person's full-time job.

The problem

Donors lived in Excel, beneficiary files in paper folders, and grant utilisation in yet another spreadsheet tracked by hand against budget heads. Each quarterly grant report took 5 days, most of it spent digging through filing cabinets and matching disbursements to programme milestones manually. The previous year's FCRA compliance audit had flagged missing donor acknowledgement letters. And there was no way to tell whether a beneficiary had finished a programme or was stuck halfway.

What was built

An NGO management platform with a donor CRM that tracks contributions and generates 80G acknowledgement letters automatically, grant management against budget heads with utilisation reports, beneficiary registration with milestone tracking per programme, and a document vault with role-based access. Quarterly grant reports are now compiled straight from the system's data instead of from spreadsheets.

The problem

Bookings arrived from three OTAs, phone calls and walk-ins, with no single availability grid. The hotel overbooked twice in one month, and one of those times a guest was turned away after a 4-hour drive. Housekeeping had no live view of which rooms were vacant, checked out or under maintenance; the supervisor ran it all off a whiteboard. Checkout meant pulling charges from three places (room, restaurant, mini-bar), so the front desk had queues every peak morning.

What was built

A Property Management System with a live room availability grid and channel manager integration for Booking.com and MakeMyTrip, so every reservation lands in one calendar. Housekeeping tasks are assigned by room and updated from a phone. Checkout is one screen that pulls in every charge automatically. Management gets a dashboard with occupancy, revenue per room and where bookings come from.

The problem

Sample tracking ran on paper registers plus Excel sheets kept by the front desk. Internal audits kept finding mismatches between intake records and test results. With ISO 15189 accreditation on the table, the manual setup had gone from inconvenient to genuinely risky.

What was built

A custom web-based Lab Information Management System (LIMS). Samples get a barcode at intake and are tracked stage by stage through collection and testing. Reports are generated as PDFs automatically, and every change to every record is written to an audit log. An admin dashboard tracks daily turnaround.

The problem

Plot availability lived in an Excel file that someone updated by hand and passed around on WhatsApp. The sales team double-booked plots twice in six months, and one of those ended in a legal dispute. The developer had over 400 plots across three phases and no dependable way to show a walk-in customer what was actually available.

What was built

A custom web portal with an interactive SVG plot map for each phase. Tap a plot and you see its live availability, price and dimensions. Behind it sits a booking workflow with payment status tracking and internal approval stages, and the map updates itself as bookings move. Admins and sales reps have separate logins with the views each of them needs.

The problem

They were running a dispatch operation on Salesforce, a tool designed for B2B sales teams. It was a bad fit: Salesforce thinks in pipelines, and they had trips. The real coordination happened in a WhatsApp group, so management couldn't see key decisions and billing disputes were common, with no record to settle them. Billing ran 12–15 days behind operations.

What was built

A purpose-built dispatch CRM: trip creation with pickup and drop assignment, driver status updates, delivery confirmation by the client through a simple web link, route notes, and a weekly billing export already formatted for their accounting software. Management gets a dashboard with live trip status and exceptions flagged.

The problem

Every appointment was booked over the phone. Front desk staff took the call, typed it into a spreadsheet and sent SMS reminders by hand. No-shows hovered around 23%. Three front desk staff spent roughly 60% of their day on scheduling instead of helping patients in the clinic. The clinic had already tried two off-the-shelf booking platforms; both were built for single-doctor practices and couldn't cope with each doctor having their own availability rules.

What was built

A custom booking system where patients book directly against each doctor's availability in 30-minute slots. Confirmations and a 24-hour reminder go out automatically through the WhatsApp Business API. Front desk staff get an appointment dashboard, each doctor gets a daily schedule view, and billing flows into the accounting software the clinic already used.

The problem

The brand ran Shopify with three inventory plugins that kept drifting out of sync with each other. Returns were handled by hand: after each return was inspected, someone updated stock manually. At around 800 orders a month, the inventory discrepancy rate had hit 8%, and customers were complaining about ordering items that turned out to be out of stock.

What was built

A custom inventory sync layer between Shopify and the fulfilment warehouse. Stock updates fire in real time off order events. Returns follow a set workflow (inspection → restock or write-off → automatic Shopify stock update), and a reconciliation report runs every day. All three plugins were switched off.