What we’ve shipped.

A scale-stage fintech had grown to 5,000+ employees on three different expense tools and a long tail of spreadsheets. Field collections couldn’t pause; hiring couldn’t slow. The CFO wanted one platform, one GL feed, and a reimbursement cycle measured in hours, not weeks — and the rollout couldn’t look or feel like an enterprise IT project.

• End-to-end Happay rollout in under 8 weeks
• Expense cycle compressed from 14 days → 48 hours
• Zero downtime to field collections during go-live

A diversified manufacturer ran three SKUs of business across eight plants, each generating thousands of invoices per day. GST e-invoicing and e-way bill compliance was being held together by a controller’s team spending two-thirds of every month on reconciliation. The penalty exposure was real; the burnout was visible; the existing tax tooling had not been wired correctly to the ERP.

• Real-time IRN + e-way bill generation across 8 plants
• Manual reconciliation hours reduced by 80%+
• Zero compliance breaches in 4+ quarters

GST compliance ran on two parallel manual tracks — e-invoicing on one, e-way bills on another — with invoice data lifted out of Oracle ERP by hand and validated against a half-dozen spreadsheets before either system would accept it. Reporting delays were the norm, not the exception, and the team had no real-time view of what had cleared the IRP versus what was still in flight.

• Automated e-invoicing + e-way bill generation end-to-end
• Real-time IRN status visibility for the finance team
• Manual intervention down to exception cases only

Malaysia’s LHDN e-invoicing mandate landed with a real go-live deadline and no path from the existing Oracle ERP to the government-authorised platform. Invoice submission, status tracking, and acceptance/rejection handling all needed to run automatically — and the existing process had none of that.

• Full compliance with Malaysia’s LHDN e-invoicing mandate
• Automated submission with real-time acceptance/rejection sync
• Audit-ready invoice trail from ERP through the IRP

The lender generated e-way bills directly through the government portal whenever financed assets moved — manual data entry, manual validation, manual reconciliation across multiple systems. Volume kept rising; the team’s capacity to keep up didn’t. Compliance risk was visible on the floor.

• Automated e-way bill generation across financed-asset movements
• Manual portal touches eliminated for the standard path
• Real-time compliance status feeding the ops dashboard

An earlier vendor’s Oracle EBS → IRIS integration had been bolted on rather than engineered. Complex manufacturing tax scenarios broke it routinely; extraction was slow; mismatches between EBS and IRIS forced daily manual reconciliation. The finance team had stopped trusting the pipeline.

• Per-transaction processing time down to 2–3 seconds
• Daily manual workload eliminated — fully scheduled background runs
• No EBS↔IRIS data discrepancies through multiple quarters

GST compliance spanned multiple state registrations, and preparing sales and purchase data for GSTR filings was a slow, error-prone manual exercise. Invoice matching for GSTR-2 reconciliation was the worst of it — vendor discrepancies surfaced late, ITC slipped, and filings consistently missed the comfortable end of the deadline.

• Filing-ready outputs for GSTR-1, 3B, and 2 across all states
• Automated GSTR-2 reconciliation surfacing vendor mismatches up-front
• Architecture absorbs NetSuite config changes without rework

After Happay went live across the group’s auto and power businesses, the question turned to operations. Finance leadership did not want a body shop, did not want a help desk, did not want a separate vendor relearning the system every quarter. What they wanted was the engineers who had built it to still be on the system the morning after go-live, and the morning after that.

• On-call SLA support post-go-live
• Real-time transaction monitoring with alerts
• Continuous enhancements over multiple quarters

A retail-financial-services group was hiring fast across lending, asset management, and insurance distribution. The HR team was running attendance on one tool, payroll on another, and onboarding through a shared spreadsheet, and the CHRO wanted a single HRMS that the line managers would actually adopt — with payroll and statutory automated, and integration into the existing ERP and ticketing systems.

• Keka rollout across 800+ employees
• Payroll automation with statutory compliance
• Integrated ERP + ticketing flows live at go-live

ZATCA Phase 2 in the Kingdom landed with a real clearance deadline — real-time IRN, QR codes, FATOORA-compliant XML — and the group’s billing ran on Oracle JDE. Existing processes were manual end-to-end; compliance risk and delivery risk were both real on the same timeline.

• ZATCA-certified clearance in production
• Real-time IRN + QR-code transmission from Oracle JDE
• Audit-ready archival across every cleared transaction

A national apparel retailer had no centralised system for store-level expense claims or petty cash. Advances and reimbursements lived in Excel, reporting was fragmented across three legal entities, and the corporate finance team had no real-time view of what stores were spending.

• 200+ stores live on a single T&E platform inside 12 weeks
• Paperless claims with audit-ready digital trails
• Real-time visibility for corporate finance across all entities

Reimbursements were slow, advances were poorly tracked, and travel bookings happened on email outside any system the finance team could audit. TA/DA calculations diverged across the field force, and compliance gaps were normal rather than exceptional.

• Reimbursement cycles compressed and consistent across geographies
• TA/DA calculated automatically — no spreadsheet arbitration
• Travel bookings centralised and visible to corporate finance

The legacy expense process was rigid, the UX drove non-compliance, and the HRMS sat disconnected from the claim flow. DA validation was loose enough that policy breaches were going through without anyone noticing in real time. A real go-live deadline didn’t make the brief any easier.

• Full T&E rollout end-to-end in 7 weeks
• Policy breaches caught in-flow, not in audit
• Real-time finance visibility from claim to GL posting

Hiring had outpaced HR. There were no documented processes, no policy library, and payroll was running unstructured — compliance was reactive and the salary structures weren’t tax-efficient enough to compete for senior talent. The founders wanted HR foundations laid down before the next funding round, not after.

• HR foundations stood up from scratch — policies, payroll, statutory
• Tax-optimised salary structures live across the org
• Scalable processes that hold up through next-stage hiring

Payroll was running with two structural defects: PF admin charges were only partially loaded into CTC, and Loss of Pay was being computed against CTC rather than Gross Salary. The two together inflated deductions, misrepresented take-home, and left statutory contributions wrong — quietly, every month.

• Payroll method aligned to statute end-to-end
• Accurate PF/ESI contributions on the correct base
• CTC transparency restored — full breakdown visible to every employee

Oracle NetSuite was the system of record, but a number of structural gaps were forcing manual workarounds every month — no auto-reversal for accrual JEs, only single-GSTIN-per-state support for India localisation, limited bank-reconciliation rules that couldn’t handle partial payments, and one-by-one e-invoicing that throttled billing during peak periods. The finance team was patching gaps the platform left open.

• Auto-match rate on bank reconciliation up from ~60% to 95%+
• Bulk e-invoicing replaced one-by-one IRN generation end-to-end
• Month-end close shortened materially — accruals reverse on their own

The advisory firm needed an AI-enabled vendor-management product for its enterprise clients — covering the full vendor lifecycle, performance tracking, compliance, and procure-to-pay touchpoints. The brief was a multi-tenant SaaS, agent-assisted, with two-way integrations into the customer’s ERPs. Not a slide; a shipping product.

• Vendor onboarding cycle compressed materially with workflow + OCR
• Agent-assisted vendor matching live in the production P2P flow
• Two-way ERP integrations shipping audit-ready vendor data

An advisory and assurance firm needed data pipelines for client onboarding, case management, and partner billing — pipelines that would have to satisfy their own audit standards. The systems already in place were not built with lineage as a first-class concern, and the partner team had begun to lose confidence in the numbers their own dashboards were producing.

• Audit-ready pipelines with full lineage
• Onboarding cycle reduced significantly
• Continuous post-go-live ownership