From system chaos to clear financial decisions.
I design the Odoo structure, reporting and automation behind your finance team, so the month closes on time and management trusts one number.
The problem is rarely the system.
Companies buy a strong ERP, and a year later reports are still rebuilt in Excel, every department has its own number, and management waits two weeks for profit. The line stops at one of three stations.
Process
Who does what, and when?
Approvals, cut-offs and ownership that live in the workflow, not in someone's head.
Data
Is it recorded correctly?
One chart of accounts, clean master data, and intercompany entries that post on both sides.
Report
Does it answer management's question?
Reports designed from the decision backwards, not screens full of numbers.
What I put back on green
Finance-first ERP work. I come from the accounting side, so every setting is tested against the close, the audit and the report it has to feed.
Odoo ERP architecture
Multi-company structures, chart of accounts, intercompany flows and inventory valuation that hold up as the group grows.
Odoo Enterprise · multi-company · StudioFinancial close and controls
A close calendar people follow, reconciliations that tie out, permission matrices and checks on what the system produces.
Close management · internal controlsReporting and BI
Management dashboards and KPIs built on the questions leadership actually asks, fed straight from the ERP.
Power BI · Odoo dashboards · SQLAutomation and integrations
Server actions, automation rules and integrations that remove copy-paste work and the errors that come with it.
Python · JSON-RPC · Apps ScriptI've run the factory floor. Now I design the systems.
I started in accounting in 2010, moved into IT and system administration, ran accounting and operations in Saudi Arabia, and managed a factory of about 150 people before returning to finance and ERP. That's why I design systems around how work really happens.
Today I'm Group Business Information Systems Manager at Aquarabia, running Odoo, BI, automation and governance for a group of companies.
- 15+years in finance and ERP
- 8companies on one Odoo instance
- ~150people managed on a factory floor
- 2markets: Egypt and Saudi Arabia
How an engagement runs
Diagnose
Walk the line: process, data and reports. Find the exact station where the numbers break.
Design
Agree the structure, controls and report specs before anything is configured.
Build
Configure Odoo, automations and dashboards, tested against a real month-end close.
Hand over
Documentation, training and a named owner, so the line keeps running after I leave.
Tell me where your numbers break.
Send one line on WhatsApp: your ERP, how many companies, and what hurts. I reply personally.