The Riyadh branch was losing SAR 150K a year. Analysing the true cost per child showed the problem was pricing — and the branch swung to +570K.
Before: net profit was only 7% (SAR 294K a year), the Riyadh branch lost 150K, bookkeeping ran on four accountants at a cost of 240K — 6% of revenue — and there was no analysis of true cost per child.
A team of five worked on Odoo and iDonsahn. We replaced manual bookkeeping entirely with Odoo Branches plus an iDonsahn dashboard, making each branch a separate yet consolidated profit centre. We calculated the real cost per child and built a smart pricing strategy: Riyadh moved from SAR 1,650 to 1,950 — which is what fixed the loss — and Jeddah from 1,800 to 1,950.
We set up central purchasing for food and educational materials, and reduced accountants from four to two alongside the Equity Code team.