Four of seven projects were losing money, invisible inside aggregate reporting. We split each project into its own profit centre, the truth surfaced, and the decision followed.
Before: four of seven projects were loss-making, contractor collection ran 120 days late, material stock was 35% over, and wrong decisions had cost SAR 2.4M.
A team of five worked the engagement — a CPA head of accounts with 10 years in real estate, a financial project manager, a senior financial analyst, an advanced Odoo accountant, and a business developer.
We classified profit centres, then computed true percentage-of-completion and tied contractor payments to it instead of paying at random. We built a property-specific Odoo model with the Projects module and BOM, giving every project its own P&L, contribution margin, and annual forecast. Loss-making projects were closed and profitable ones expanded, with a central FIFO inventory system.
The hardest call was shutting projects down quickly — and that is what saved the millions.