Built, Shipped, and Delivered — At Every Scale

Key Challenge

Construction project managers on active jobsites were making financial and schedule decisions from data that was days or weeks old. The gap between what was happening on site and what decision-makers could see was the root cause of most cost and schedule overruns. The technical challenge was building a production system with enterprise-grade security, multi-tenant data isolation, and real-time analytics that actually worked in field conditions — with unreliable connectivity and non-technical users.

Approach

Built the platform on PostgreSQL 16, FastAPI, and React with 50+ REST endpoints. Integrated the Anthropic Claude API to enable natural language queries via WhatsApp, so project managers could pull earned value metrics (BAC, EV, AC, SPI, CPI, EAC), cost variance reports, and schedule status through conversation — without opening a dashboard. Implemented JWT with refresh tokens, RBAC, and TOTP 2FA across a multi-tenant environment. Incorporated in Delaware (March 2026) and set B2B pricing at $500–$2,000/month.

Key Challenge

Enterprise performance management tools typically require months of implementation and dedicated IT resources. The challenge was building a platform that could onboard enterprise clients quickly, maintain strict data isolation across tenants, handle complex background processing reliably, and operate with the security standards enterprise clients demand — while being built and shipped by a small team under resource constraints.

Approach

Built on Next.js 14, tRPC, and Prisma 7 with a four-level multi-tenant schema providing full data isolation between clients. Implemented BullMQ background pipelines for asynchronous processing and eight security layers covering authentication, authorisation, and data access controls. Designed onboarding flows that let enterprise clients go live quickly without dedicated implementation support.

Key Challenge

Multi-party stakeholder environments where DFI appraisal teams, infrastructure operators, governments, and private co-investors each had different risk tolerances, reporting requirements, and decision timelines. Cross-border infrastructure added sovereignty dimensions that standard feasibility frameworks do not address. Maintaining rigorous appraisal standards while keeping multiple parties aligned through months of review cycles required structured governance that adapted to each funder's accountability norms.

Approach

Structured each feasibility study around the specific appraisal criteria of the lead DFI, while building a parallel stakeholder alignment process that surfaced objections early rather than at submission stage. Designed risk modelling frameworks that spoke to both technical and financial audiences, and maintained consistent project governance across all four studies simultaneously.

Key Challenge

25 companies across different sectors, each at different maturity stages, with real-time capital allocation decisions depending on performance visibility that did not exist. Investment committee members were making decisions from financial statements alone, with no operational or programme data. The governance gap was creating lag between performance deterioration and intervention — a costly delay at portfolio scale.

Approach

Designed a tiered PMO framework that distinguished between operational reporting (company-level) and portfolio reporting (investment committee level), with KPI architectures appropriate to each sector. Built dashboards that surfaced leading indicators, not just financial results, and structured appraisal cycles that gave investment managers a consistent language for portfolio conversations.

Key Challenge

Investor-grade pitch preparation requires more than a well-designed slide deck. The financial model had to withstand scrutiny from Airtel's corporate finance team, the market analysis had to be defensible against sector knowledge the investor already had, and the narrative had to present a compelling growth case without overreaching on projections. Coordinating across multiple internal teams while maintaining pitch coherence under a compressed timeline added execution pressure to the intellectual challenge.

Approach

Structured the engagement as a programme rather than a one-off deliverable: separate workstreams for financial modelling, market analysis, competitive positioning, and executive presentation — each with their own review cycles before integration into the final pitch. Maintained a single narrative thread throughout to ensure the investor's key questions were answered at every level of detail.