Secco Group operates across three sectors in Zanzibar: civil construction, logistics and freight, and hospitality. Before 2024 the group ran on six disconnected systems with reconciliation done in spreadsheets. Today the same group runs on a single EmeronBiz tenancy with three sector-specific module sets sharing one chart of accounts, one suppliers master, one HR database, and one finance backbone.
Secco's construction arm ran a job-costing system from one vendor. The logistics arm ran a fleet management package from another. The hospitality arm ran a hotel PMS plus a separate F&B system. Finance ran an off-the-shelf accounting package. HR ran in spreadsheets. None of them spoke to each other. Every Friday, a senior accountant produced consolidated reports by manual reconciliation across six exports. Inventory was double-counted between the construction yard and the logistics warehouse. Customers of the hotel who also rented vehicles from logistics appeared as two unrelated parties. The group could not answer the basic question of total receivables per counterparty without two days of work.
Suppliers, customers, employees, accounts — all duplicated across systems with no reconciliation key.
Construction billing the hotel for refurbishment work created two unrelated entries that an accountant had to match each month.
The board could not see, at a glance, where group capital was committed across the three sectors.
Because the auditors had to reconcile six systems before they could begin testing.
Five separate vendor renewals, three of them in foreign currency, with no consolidation discount.
Secco evaluated three options: a mid-market global ERP from a tier-one vendor, a regional ERP from a Kenyan implementer, and Emeron. The tier-one vendor was priced at roughly four times the Emeron proposal and offered no in-country presence. The Kenyan implementer was competitive on price but ran on a platform Secco's IT lead judged would not extend to hospitality without significant custom code. Emeron's metadata-driven model meant the three sectors could be configured rather than custom-built, and the regional proximity (Sharjah to Zanzibar is a five-hour flight, two-hour time difference) made the operational cadence workable.
The headline numbers below are reported by Secco's finance department after twelve months of full operation. They are not engineered. They are not extrapolated from a pilot phase. They are what the group actually achieved.
Case studies that present only triumph are not useful. Three things were harder than the proposal anticipated. The first was data migration from the legacy hotel PMS — the data model was idiosyncratic and the supplier was uncooperative. Two months of additional effort. The second was Kiswahili adoption. The platform supports it but the workforce vocabulary in construction and hospitality differs from textbook Kiswahili. The localization had to be re-done with workshop input. The third was change management on the procurement function. The aggregation discipline required a behaviour change that took longer than expected; the savings reported above were realised in months 7–12, not months 1–6.
Self-service shipment tracking, online booking, guest folio access. Built on CitizenOS surface adapted for commercial brand identity.
Daily progress capture, materials request, sub-contractor attendance, snag tracking. Offline-capable.
Capital deployment view across sectors. Board pack auto-assembled. Forward-looking cashflow forecast.
By end of 2027, Secco's own ICT team certified to run platform operations and configure new modules. Emeron in second-line support role only.
Secco's Group CFO has consented to take a small number of reference calls per quarter from prospective customers and procurement officers evaluating Emeron. Mediated by us. Conducted by them. Always under signed mutual NDA.