SmartLink
Services

Enterprise software, delivered and then supported.

Seven practices covering the systems an organisation actually runs on, from ERP and databases through to factory software, custom builds and AI. Every service below has its own page explaining the scope, the handover and the platforms involved.

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Practices
Seven
Documented services
Thirty five
Base
Karachi, Pakistan
Scope
Software, data and AI
How this is organised

Pick the practice closest to your problem.

Most enquiries start in one of two places. Either a system is already live and something about it is painful, or a decision has to be made before any budget is committed. Both are good starting points, and they lead to different kinds of work.

If a system is live, the practice pages below describe the operational side: administration, tuning, integration, migration and support. If you are still choosing, start with consultation and selection, where the output is a decision pack rather than an implementation.

Whichever route you take, the boundary is the same. We design, build, migrate, integrate, test and run software, data and AI. On data centre, networking and hardware we advise and coordinate your existing vendors, and we say so plainly rather than quoting for work we do not do.

The seven practices

Our practices

Each card opens a practice page listing the individual services, what each one covers and what you receive at handover.

01 ERP

ERP & core systems

Selection, blueprint, configuration, migration and integration across SAP, Oracle and mid-market platforms.

Open service page → 02 Business applications

CRM & HRM

Customer and people systems that field teams actually use, plus the reporting layer over both.

Open service page → 03 Data platform

Oracle & databases

Architecture and build, administration, hardening, performance tuning and tested recovery.

Open service page → 04 Manufacturing systems

Factory & operations

Production orders and confirmation, planning and scheduling, maintenance, quality and systems mapping.

Open service page → 05 Software engineering

Development & SaaS

SaaS products, internal applications, documented APIs, secure environments and release control.

Open service page → 06 Web design & development

Web & digital

Interface design, corporate sites, e-commerce, portals and dashboards, plus ongoing maintenance.

Open service page → 07 AI & automation

AI solutions

Document processing, forecasting, assistants over your own data, and automation of routine approvals.

Open service page →
01

Most real problems cross a practice boundary

An ERP project is rarely only an ERP project. It needs interfaces to a plant system, a database that can carry the load, a portal so people outside the finance team can see what they need, and often a report nobody has been able to produce until now.

Split across suppliers, those become four contracts and four opinions about whose fault the latency is. Held in one team, they become one plan with one accountable owner, which is a materially different experience when something goes wrong at two in the morning.

That is the reason to keep the practices together. Not so we can sell more of them, but because the seams between them are where projects usually fail.

  • One contract and one plan across practices
  • No argument about whose component caused an issue
  • Interfaces designed once, by the people on both sides
  • A single escalation path
02

Where an engagement usually starts

Two openings account for most of our work. Either a system is live and something about it is painful, or a decision has to be made before any budget is committed.

If a system is live, we start by measuring rather than proposing. What the close actually takes, where the interface fails, which query is slow, what users work around. The proposal comes after that, and it is often smaller than expected.

If the decision is still open, the engagement is advisory and deliberately separate from implementation, so the recommendation is not shaped by who would build it.

  • Live system: measure first, then propose
  • Open decision: advisory work, kept separate from the build
  • No licence commission, so platform advice stays neutral
  • Sometimes the honest answer is a smaller piece of work
03

Scope is agreed in writing before anything is configured

The single largest cause of a difficult project is a scope that was understood differently by the two sides and never written down. Everything after that inherits the ambiguity.

So the blueprint is a real document with sign off, and the acceptance criteria are agreed at the start rather than judged by impression at the end. Changes go through written change control with the cost and schedule effect stated before the work proceeds.

It is a slower start and a much faster middle. It also means that when we say something is out of scope, we can point at the page where both sides agreed it.

  • A signed blueprint before configuration begins
  • Acceptance criteria written at the start
  • Change control with cost and schedule stated up front
  • No work proceeds on a verbal instruction alone
04

What we do not do, stated plainly

We deliver software, data and AI. On data centre facilities, networking hardware, plant hardware, sensors, PLCs and end user devices we advise and coordinate your existing suppliers rather than quoting for the work ourselves.

We are not a tax adviser, a safety consultancy, an audit firm or a law firm. Where an engagement touches those areas, we build the systems that hold and evidence the requirement and work alongside your own professional advisers on interpretation.

We are also not a licence reseller. Where a licence has to be bought we help you evaluate and negotiate it, and you buy it from the vendor or a reseller of your choosing.

  • Software, data and AI is the delivery scope
  • Infrastructure and hardware are advisory and coordination
  • Interpretation of tax, safety and legal obligations stays with your advisers
  • No licence commission on any recommendation
05

How the work is supported once it is live

Going live is a milestone, not the finish. Hypercare runs through the first period close, because that is when an implementation is genuinely tested and when the awkward questions arrive.

After that you choose. A managed service with agreed response targets, where we keep running it. Or a documented handover, where your own team takes it with the configuration rationale, administrator training and a checklist that was actually worked through.

Both are offered deliberately. A system only its implementer understands is a liability, and building that dependency on purpose would be a poor way to earn a renewal.

  • Hypercare through the first period close
  • Managed service with agreed response targets, if you want it
  • A real, checklisted handover if you do not
  • Configuration decisions documented with their reasons
How we deliver

How we run an engagement, whichever practice it starts in.

The same six steps run on every engagement, scaled to the size of the work. Nothing is configured before the design is agreed, and nothing goes live without a rehearsed way back.

  1. 01

    Discover

    Process walkthroughs with the people doing the work, plus an honest read of current system and data quality.

  2. 02

    Blueprint

    Functional design, data model, integration list and scope boundary, signed before configuration starts.

  3. 03

    Build

    Configuration and development in sprints, demonstrated to your key users as it lands rather than at the end.

  4. 04

    Test

    Integration testing, then user acceptance with written cases and recorded evidence. Defects triaged by severity.

  5. 05

    Go live

    Cut-off procedure, data load, an agreed window, go and no-go criteria, and a rollback point that genuinely exists.

  6. 06

    Run

    Hypercare, then ongoing support, enhancement and release management, or a clean handover to your own team.

Credentials

The accreditations behind every practice.

Enterprise buyers ask what we are accredited to do and how we handle regulated data. These are the answers, stated precisely.

Oracle

Partner

Delivery across Oracle Database, E-Business Suite and Fusion Cloud, including upgrades, migration and performance work.

Microsoft

Partner

Dynamics 365, Power BI, SQL Server and Azure, from implementation through to reporting and hosting design.

Google

Partner

Google Cloud and Google Workspace delivery, with analytics and measurement configured to the same standard.

FBR digital invoicing

Compliant integrations

Point of sale integrated with the Federal Board of Revenue computerised system for real time reporting, with the invoice number and QR code on the receipt.

HIPAA

Compliant practices

Protected health information handled under HIPAA aligned controls: access limited by role, encryption in transit and at rest, audit logging, and a business associate agreement where we are a business associate.

A note on wording. HIPAA has no government certification programme, so no vendor can hold a HIPAA certificate. What we can evidence is compliant practice: documented controls, signed business associate agreements and audit ready logging. We would rather say that accurately than claim something that does not exist.
Client words

What clients say about working with us.

Comments from the people who own the systems we build, run and hand back.

  • What sold us was that they argued with our brief. We asked for a reporting layer and they came back saying the reporting was fine, the batch data underneath it was not, and fixing that first would cost less. That turned out to be right. Our first mock recall after go live took an afternoon instead of the better part of a week.
    Finance Director Food manufacturing group, Karachi
  • We had been through one failed implementation already, so we were sceptical of the whole category. The difference here was the migration work. Two full rehearsal loads before the real one, with a reconciliation pack we could check ourselves. Nobody had ever handed us evidence like that and asked us to sign it.
    Head of IT Wholesale distribution business
  • Our cost reports used to show what we had paid, never what we had committed. Once the subcontract orders and approved variations started registering as commitment, the forecast stopped flattering us. It was uncomfortable reading for a month and then it became the most useful number we have.
    Chief Financial Officer Construction and contracting firm

Not sure which practice fits?

Describe the system and the symptom. We will tell you which practice it belongs to, and say so honestly if it is not work we should be doing.

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