A few of the programmes I've led, written up plainly.

Context

MIDHCO is one of Iran's largest industrial holdings, operating across mining, steel, copper, ferroalloys, logistics, engineering, construction and industrial services. While each subsidiary maintained its own operational structure, all operated within a shared governance environment.

Programme Environment

The programme covered more than twenty subsidiary companies operating across diverse industrial sectors including mining, steel, copper, ferroalloys, coal processing, engineering, logistics and construction. Delivering transformation at this scale required a unified enterprise information architecture while preserving the operational characteristics of each subsidiary.

These organisations operated within a shared governance environment while maintaining distinct operational processes, reporting requirements, and business priorities.

The organisations listed above are provided as contextual references to the broader MIDHCO programme environment and industrial ecosystem.

Scale

20+ subsidiaries · 9,000+ enterprise users. Enterprise-wide ERP deployment, integrated information architecture, master-data harmonisation and cross-company operational transformation across one of Iran's largest industrial groups.

Challenge

Designing a common enterprise operating model capable of supporting standardised business processes, integrated information architecture, master-data governance, executive reporting and performance management across structurally different industrial organisations.

My Role

Led the enterprise-wide design, deployment and operational integration of the ERP programme, including integrated data architecture, master-data harmonisation, KPI framework design, executive reporting architecture, cross-company business process alignment and enterprise-wide operational integration.

Transformation Approach

Designed a unified enterprise transformation model combining business process harmonisation, enterprise information architecture, data governance, KPI frameworks, executive reporting and cross-company operational integration into a single coherent transformation programme.

Context

A four-year engagement through FANAP Infrastructure delivering enterprise ERP transformation across the MIDHCO Group, with responsibility for enterprise solution architecture, information architecture, operational integration and data governance.

Scale

20+ industrial subsidiaries · 9,000+ enterprise users. Large-scale ERP transformation across mining, steel, metals and related industrial operations.

Challenge

Designing an enterprise ERP and information architecture capable of integrating structurally different industrial organisations within a shared governance model while preserving the operational requirements of each business.

My Role

Enterprise ERP Transformation Lead responsible for enterprise information architecture, integrated data models, master-data governance, cross-company integration patterns, KPI framework design, executive reporting architecture and operational integration across the MIDHCO programme.

Transformation Approach

Established the enterprise information architecture underpinning the transformation by defining integrated data models, master-data governance, enterprise integration patterns, executive reporting frameworks and decision-support capabilities across the holding.

Indicative Outcomes

• Enterprise information architecture supporting more than twenty industrial subsidiaries.
• Integrated data models and master-data governance across the holding.
• Executive KPI framework and management reporting architecture enabling enterprise-wide decision support.
• Cross-company operational integration spanning finance, procurement, warehouse, production and other enterprise functions.

Context

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

Scale

5 operational sites · 100+ users · Manufacturing, Supply Chain, Finance & After-Sales Operations. Multi-site industrial operation spanning assembly, parts, dealer network, and corporate finance.

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

Indicative Outcomes

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

Context

A central-London hospitality operation undergoing digitalisation of its front-office, housekeeping, and finance workflows within a live operating environment.

Scale

Multi-team, daily-operations hospitality environment in central London.

Challenge

Migrating core operations onto a cloud-based property management platform while keeping a live hotel running — and improving operational visibility and reporting.

My Role

Digital Operations & Systems Analyst — supporting the implementation and the migration from SiteMinder PMS to Cloudbeds, including workflow redesign, staff onboarding, and post-migration operational stabilisation.

Transformation Approach

Supported adoption of integrated digital processes, workflow automation, and improved operational reporting within a live hospitality environment.

Context

A large agro-industrial operation requiring ERP coverage across production, materials, and operational reporting.

Scale

Industrial operation with integrated agro-industrial scope.

Challenge

Designing and deploying ERP and process integration aligned to the operational realities of an agro-industrial business.

My Role

Lead on ERP design, deployment, and process integration.

Transformation Approach

Shaped ERP scope and process integration around the company's operating model and reporting needs.

Context

A textile manufacturer requiring an ERP foundation aligned to production, materials, and operational reporting needs.

Scale

3 operational sites · 30+ users · Textile Manufacturing & Operations

Challenge

Designing and deploying ERP coverage that maps to the company's real production and operational processes.

My Role

Lead on ERP design, deployment, and process integration.

Transformation Approach

Aligned ERP scope and process integration with the company's operating model and reporting needs.

Context

A food-manufacturing operation requiring an ERP foundation aligned to production, materials, and distribution workflows.

Scale

4 operational sites · 40+ users · Manufacturing, Supply Chain & Business Operations

Challenge

Designing and deploying ERP and process integration across the company's operating model.

My Role

Lead on ERP design, deployment, and process integration.

Transformation Approach

Aligned ERP scope and process integration with the company's operating model and reporting needs.

Context

An industrial HVAC manufacturer requiring ERP coverage aligned to production and operational processes.

Scale

2 operational sites · 30+ users · Manufacturing & Operational Processes

Challenge

Designing and deploying ERP and integrating processes across the company's operating model.

My Role

Lead on ERP design, deployment, and process integration.

Transformation Approach

Aligned ERP scope and process integration with the company's operating model and reporting needs.

Context

An industrial operation requiring ERP design, implementation, and ongoing operational-process support.

Scale

7 operational sites · 45+ users · Manufacturing & Business Operations

Challenge

Designing and implementing ERP coverage aligned to the company's operating processes.

My Role

Lead on ERP design, implementation, and operational process support.

Transformation Approach

Aligned ERP and process work with the company's day-to-day operating routines.

Context

A livestock-inputs enterprise requiring ERP design, implementation, and continued operational-process support across its sourcing, supply, and distribution activities.

Scale

Single-entity enterprise operation in the livestock-inputs sector.

Challenge

Aligning ERP coverage with the company's operating model and the process realities of an inputs-and-distribution business.

My Role

Lead on ERP design, implementation, and operational process support.

Transformation Approach

Worked with the business to shape ERP scope and the operating processes around it.

Context

A commercial-industrial enterprise requiring ERP design, implementation, and operational-process support.

Scale

3 operational sites · 50+ users · Commercial & Operational Processes

Challenge

Implementing ERP coverage aligned to the company's operating processes.

My Role

Lead on ERP design, implementation, and operational process support.

Transformation Approach

Aligned ERP and process work with the company's day-to-day operations.

Context

A multi-year trajectory inside Iran's enterprise software sector — first building and leading the ERP implementation and support function at Farapayam Software Group, then taking executive leadership as CEO of Mandegar Yekparche Farapayam within the same group ecosystem.

Scale

100+ client organisations supported · ERP implementation, deployment & support services · Multi-client delivery across manufacturing, distribution, and services.

Challenge

Industrialising ERP delivery as a repeatable, vendor-independent practice — and later running a delivery firm as Chief Executive Officer with full P&L accountability.

My Role

Manager, ERP Implementation & Support Unit at Farapayam (Jun 2008 — 2015); Chief Executive Officer (CEO) of Mandegar Yekparche Farapayam (2015 — 2017 / 1394 — 1396).

Transformation Approach

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

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 the subsequent fifteen years of enterprise architecture work.