A working product, not a deck
In daily production use across a multi arm property and automobile group. Twenty eight modules, nineteen role permissions and 187 screens, shipped and in use rather than planned.
How these are counted. Value routed is the naira value of requisitions and payments that have passed through an approval chain to date. Staff on the platform counts active accounts with an assigned role. Both reconcile from the audit log and are evidenced on request.
Software the incumbents will not sell to
Firms of 50 to 1,000 staff across African cities, formalising fast, and priced out of every global ERP on the market.
Why this compounds
The market
Firms of 50 to 1,000 staff are numerous and structurally underserved. Global vendors scope for a dedicated IT function these companies do not have.
Why now
Regulatory pressure is pushing mid market firms toward auditable records, and the infrastructure barrier has gone.
The moat
The routing engine. Competitors ship one fixed path. Every company onboarded deepens the pattern library, so each deployment is faster than the last.
The model
Setup fees fund acquisition, annual licences compound, and premium modules expand revenue inside an existing account.
Use of funds
Multi tenancy and self service onboarding to remove the services bottleneck, a commercial team for Lagos and Abuja, and the controls that clear procurement review at larger accounts.
What exists today
A deployed system with audit logging, push, email and a configurable routing engine already in production. Not a prototype seeking validation.
Approval infrastructure is hard to rip out
Once a company's approval chains, budgets and audit history live in one system, replacing it means re documenting how the business makes decisions.
- It sits across departments. Finance, HR, sales and operations all depend on the same records, so no single department can remove it.
- The audit trail accumulates. Its value grows with age, and it cannot be migrated to a competitor without losing the history.
- Expansion is natural. Companies start with requisitions, then add HR, then revenue, without a new procurement cycle.
Group oversight
Read only| Department | Projection | Achieved | State |
|---|---|---|---|
| Sales and Mktg | ₦180m | ₦206m | Above |
| Facilities | ₦24m | ₦19m | Below |
| Operations | ₦52m | ₦52m | On track |
| Projects | ₦96m | ₦71m | At risk |
Questions we expect
Is this a product or a services business today?
Today revenue mixes a one time deployment engagement with an annual licence. The use of funds is explicitly aimed at shifting that mix toward licence revenue by building multi tenancy and self service onboarding, which is what removes the services bottleneck on growth.
What stops a global vendor moving down market?
Price and process. Serving a 200 person Nigerian group profitably requires a deployment model measured in weeks and priced in naira. That is a different business from an enterprise ERP sale, and incumbents have repeatedly chosen not to build it.
How defensible is a workflow product technically?
The code is not the moat. The accumulated library of real approval patterns is, alongside the switching cost of a live audit history that spans every department in a company.
What is the concentration risk?
Real and acknowledged. The product is proven inside one multi arm group, which is a strong reference but a single one. Broadening the customer base is the primary objective of this round.
Request the deck and the data room
The deck, the metrics with their definitions, and a guided walkthrough of the live system rather than a recording.