Professional decision · SIDE
Build targeted tools; keep Finance in control.
The problem
Internal ERP modules carried operating costs, while Finance, Operations and Sales worked across disconnected data. Reporting and process changes still required substantial manual effort.
What I owned
I owned product work on internal ERP alternatives and AI-assisted reporting, working across Engineering, Finance, Operations and Sales. This was a cross-functional delivery effort, rather than a claim that I built or operated every financial component myself.
The decision
Replace selected third-party modules with Windsurf-assisted internal reporting and reconciliation applications, rather than rebuilding the entire financial system. The ERP remained the system of record.
Use Microsoft Enterprise Copilot for aggregation and exception triage across commercial deals, bookings and ledger data. Finance retained approval over postings: AI could help prepare the work without acquiring accounting authority.
Results and period
- ERP operating costs reduced by 20% within four months.
- Manual financial reporting reduced by 30% during the Mar–Aug 2025 engagement.
- Reported idea-to-feature time fell 90%, with engineering capacity allocated to innovation increasing from 40% to 60%.
Evidence and limits
These are employer-work outcomes reported in my CV, not independently audited measurements. Internal dashboards, cost baselines and the underlying before/after samples are not public. The 30% reporting and 90% delivery figures do not have separate measurement windows in the public record; the four-month window applies to ERP operating costs.
The company link provides context; it does not independently verify the outcomes.