Selected enterprise case studies.

Context

A long-established assembler and distributor of Scania heavy vehicles, operating across manufacturing, distribution, and after-sales — with the complexity of a multi-site industrial operation under heightened economic constraints.

Scale

Multi-site industrial operation spanning assembly, parts, dealer network, and corporate finance; thousands of end-users across plant, commercial, and after-sales functions.

Challenge

Fragmented systems, inconsistent master data, and an operating model that no longer matched how the business actually ran — limiting visibility across production, supply chain, and after-sales economics.

My Role

ERP Implementation Lead at SandPardaz — accountable for architectural decisions, operating-model alignment, and end-to-end programme delivery across the two-year engagement.

Transformation Approach

Re-architected the enterprise operating model and ERP landscape as a single integrated platform across production, supply chain, after-sales, and finance — establishing master-data governance and a unified delivery cadence between business and IT.

Indicative Outcomes

• End-to-end ERP architecture spanning production, materials, finance, and after-sales.
• Cross-functional operating-model redesign uniting business and IT under a single delivery cadence.
• Governance and master-data foundations enabling reliable enterprise reporting.

Context

A four-year engagement across FANAP (one of Iran's leading financial technology groups, anchored within the Pasargad ecosystem) and MIDHCO (a large mining-and-metals conglomerate) — two structurally different enterprises with shared demands for multi-entity ERP design.

Scale

Multi-entity holding structures spanning financial services and heavy industrial operations; thousands of users across banking, treasury, mining, and metals subsidiaries.

Challenge

Designing a coherent ERP architecture that serves fintech and heavy-industry contexts within a single governance model — without collapsing the operational specifics of either.

My Role

Enterprise ERP Programme Lead and Solution Architect — accountable for reference architectures, integration patterns, and master-data governance across both groups over a four-year mandate.

Transformation Approach

Designed reference architectures and integration patterns spanning core banking, treasury, and industrial operations; established master-data and inter-entity governance as the connective tissue of the multi-entity model.

Indicative Outcomes

• Reference architectures for multi-entity ERP serving both fintech and heavy-industry contexts.
• Integration patterns across core banking, treasury, and industrial operations.
• Foundational governance for master data and inter-entity processes.

Context

A near-decade trajectory inside Iran's enterprise software sector — first building and leading the ERP implementation and support function at Farapayam Software Group, then assuming executive leadership as CEO of Mandegar Yekparche Farapayam.

Scale

Multi-client ERP delivery across manufacturing, distribution, and services; tens of subsidiaries and thousands of cumulative users over the period.

Challenge

Industrialising ERP delivery as a repeatable, vendor-independent practice — and later scaling it as the executive of a delivery firm with full P&L accountability.

My Role

Manager, ERP Implementation & Support Unit at Farapayam (2008–2016); Chief Executive Officer of Mandegar Yekparche Farapayam (2016–2017).

Transformation Approach

Built repeatable implementation, integration, and support methods; established the practitioner foundation that later enabled architect-level engagements at SandPardaz and FANAP / MIDHCO.

Indicative Outcomes

• A scaled, repeatable ERP delivery practice across multiple industrial sectors.
• Executive (CEO) accountability for delivery, client portfolio, and P&L.
• The practitioner foundation underpinning fifteen subsequent years of enterprise architecture work.