I have been the one being sold to

Operations and technology executive with twenty-four years across commercial leadership, international trade and organisational change. My work is consistently the same shape: a company running on habit, paper or a system nobody trusts, moved onto one that holds — and handed over so it keeps holding.

For most of those years I was the client, not the vendor — the COO signing off the project, the CEO explaining to a board why the last one did not land. That is an unusual thing for someone who now builds these systems to have on their record, and it is the most useful thing about me.

It means I know what the presentation leaves out. I know which part of the plan quietly assumes the staff will change how they work, and I know that they will not unless the system makes the old way harder than the new one.

I work as Alvand Asha. The work is mine; the trading name exists so invoices have somewhere to come from.