01 / Context
A subsidiary that needed operational order
At Crown Paints Kenya, I worked as an ICT/ERP administrator with direct responsibility for remotely running business operations at Tintas Berger, the company's Mozambique subsidiary.
The assignment lasted roughly one and a half years and covered the full operating spine of the business: accounting, manufacturing, procurement, HR, sales, inventory, and reporting.
02 / Before
An incomplete implementation and departments that were not working cleanly
The starting point was messy. The implementation was incomplete, departments were not working cleanly, and leadership needed exportable results they could trust.
When every department has a systems gap, the work cannot be solved by one dashboard. The system has to be stabilized from the operational foundations upward.
03 / Approach
Accounting first, then the operating pieces one by one
The work started with accounting because financial reporting is where operational confusion becomes visible. From there, the improvements moved one department at a time.
Manufacturing, procurement, HR, sales, and inventory each had to connect back to a reporting structure that made sense from Kenya while operations continued in Mozambique.
04 / Result
Correct exportable results and a lasting operating lesson
The directional result was reliable, correct, exportable reporting across the subsidiary's operating areas. The business could produce outputs leadership could actually use.
That assignment shaped the way I work today: I learned that systems are only useful when they reflect what is happening on the ground, across departments, not just inside the software.