Montréal · twenty years inside enterprise technology
Your business is losing money somewhere. I find where, then I build the fix.
Not a deck, and not a discovery phase that ends in recommendations. I go into how the operation actually runs, find where the hours and the dollars go, then build the software that stops it.
Thirty minutes. No pitch. If I'm not the right person, I'll say so.
DAPIOSFixed operations · August 2026
In testingUnbilled hours, last 12 weekshrs
Twelve weeks ago this was noise. Now it is $11,840 a month walking out the door.
What the month found4
DAPIOS · the dealership product I'm building now. This is the monthly read a dealer principal gets.
What that has been worth
a week of teacher time handed back to one school, by killing a whiteboard.
of overtime avoided at the City of Edmonton by choosing the right tool instead of writing more code.
from an idea described over a call to a live auction platform in Abu Dhabi.
Two ways in
People arrive with one of these.
You have a problem.
Something is slow, manual, expensive or invisible, and you cannot quite put your finger on it. That is the part I am good at. I go into how the work actually happens, find where the hours and the dollars go, then build what fixes it.
Start with the problemYou have an idea.
A system you wish existed. A product you keep describing to people. You do not need a spec, a stack or a technical brief. Bring the idea and we work out what should actually get built, then I build it.
Start with the ideaThe one who finds the problem is the one who builds the fix. Nothing gets lost in the handoff, because there isn't one.
How it goes
Diagnose. Build. Run.
Find where it actually leaks
I sit with the operation, not the org chart. Where the hours go, where the money leaks, what people quietly work around. Sometimes the honest answer is that you should not build anything, and I will tell you that.
Production software, not a prototype
Real software you own, on a modern stack. Fast, because I use AI-assisted development. Right, because I have spent twenty years learning what right means once people depend on it.
Stay until it holds
It goes live, people use it, and reality finds what no plan did. I take a limited number of projects at a time so this part is real and not a ticket queue.
What I've built
The method does not care what industry you are in.
A dealership loses money in places the DMS will not show you.
found in one month, one store
Unbilled diagnostic time. Warranty claims that aged past the submission window. An advisor whose effective rate slid two dollars a month for a year.
None of it looks like a problem on any single repair order, and all of it is real money. Dapios watches fixed operations and reports what it finds, monthly, in numbers a dealer principal can act on the same day.
DAPIOSEffective rate by advisor
In testingOne advisor, one year, twenty-three dollars an hour below the matrix. Nobody was hiding it. Nobody was looking.
She had the idea. She needed to know whether it was worth building.
idea to a platform people could bid on
A real estate auction platform for the UAE market. No spec, no technical brief, just a market she understood better than anyone I could have hired and a question about whether the thing could exist.
Two weeks later it was live, with real accounts and real bidding, credible enough to put in front of her own network instead of describing it to them.
FULLCIRCLELot 0284 · Al Reem Island
Bidding openRecent bids27 total
Every work order was approved by hand, then copied onto a whiteboard.
built, deployed, in use
Teachers were scheduling real customer vehicles into real class hours, then rewriting the whole thing on a physical board so the shop could see it. Hours every week, and still nobody had a current picture.
Now a student scans a QR code in the shop, the teacher approves it in one tap, and the board on the wall redraws itself overnight.
SHOP BOARDWeek of 24 August · redrawn 07:02
LiveIn their words
Started with a problem
The work order system really simplified how we manage things day to day. Our teachers now have a much clearer and more efficient way to plan the work, follow the vehicles and know what needs to be done. It let us replace several manual steps with a tool that actually matches the way we work.
Started with an idea
We came to Amine with an idea for an online auction platform, but we weren't sure exactly how to turn it into a real product. He helped us think through the concept, understand what we actually needed, and then built something we could see and use. Watching an idea we had discussed become a working platform was a great experience.
What automation actually looks like
The part worth paying for is the part nobody is awake for.
A student scans the QR code in the shop and submits a work order for the car in bay three.
It reaches the teacher for approval with the vehicle, the job and the hours already attached.
The board on the shop wall has redrawn itself for the day. Nobody opened a laptop.
Nobody touched the whiteboard. There is no whiteboard.
Why me
I spent twenty years learning where organisations lose money.
I started in the unglamorous work. Data migrations, ERP workflows, translating what a business wanted into what a system could actually do. That training never left me, and it is where I learned to see where an operation quietly bleeds.
Then IT Director, Data Lead at Accenture on SAP for Rio Tinto and Alstom, CRM Manager for the City of Edmonton. Big organisations, complex environments, real consequences.
A few years ago I noticed that the businesses that needed serious software the most were the ones getting burned. Agencies that promised everything, delivered late, and handed the work to whoever was cheapest. Akafal is the opposite of that. I take a limited number of projects, you talk to me and not an account manager, and I do not start something I cannot finish properly.
And I like the building part.
Twenty years inside
These were roles and engagements inside those organisations, not Akafal clients. It is where the training came from, and it is why I can walk into an operation and know what I am looking at.
Where most engagements start
Not sure where it is leaking?
Six questions I ask at the start of every engagement. They are the ones that surface where the hours actually go, and most owners find they cannot answer two or three of them. That is usually where the money is.
If you want the actual answer rather than a direction, that is the Operational Read. I go into the operation, sit with the people doing the work, and come back with where the hours and the dollars really go, what is worth building, what it would take, and what it would cost. Fixed price, and it comes off the build if you go ahead.
The six questions6 questions
- 01How many people touch a job between the request and the invoice?
- 02Where does the same information get typed in twice?
- 03What do you find out at month end that you wish you knew on the day?
- 04Which spreadsheet would hurt most if the person who maintains it left?
- 05What does your team work around instead of using?
- 06If one recurring task disappeared tomorrow, which one?
Have a problem worth solving, or an idea worth building?
Book thirty minutes. We pressure-test it together and you leave knowing whether it is worth doing, roughly what it takes, and whether I am the right person to do it. If I am not, I will tell you who is.