It began with a simple insight: software projects failed not because of technology, but because they ignored real workflows. Vendors built imaginary systems and expected users to adapt.

Seeing this at her family’s college—where ERP resistance, long queues, lost records, and poor communication were common—she chose a different approach. She built software around how staff actually worked, and within months, even the most resistant users were asking for new features.

That was the proof of concept that became a company.