Kavod designs, builds and runs enterprise software, AI and automation for organisations that refuse to stand still. From Addis Ababa, for Ethiopia and beyond.
One operations platform for every branch
Every branch, warehouse and department on one system. Stock, sales, finance and approvals update live, and leadership opens one dashboard every morning instead of chasing reports.
Running on Kavod systems
A spreadsheet for stock, a chat group for approvals, paper for receipts, a different app for every department. Nothing talks to anything else, so people spend their days copying, chasing and checking.
Before: stock_FINAL_v7.xlsx, Approvals (group chat), Receipt book No. 0418, Re: Re: Fwd: invoice, Bank SMS, HR app, “Call me about the order”, Customer list.docx, Monthly report (draft). After: one system with Inventory, Approvals, Sales & receipts, Payables, Payments, People & payroll, Orders, Customers, Live reports.
One team for the whole stack: the systems that run operations, the automation and AI that run themselves, and the apps, platforms and cloud underneath.
ERP, inventory and warehouse, HR and payroll, hospital, school and fleet management, built around how your organisation really works.
Approvals, documents and decisions that move on their own, with AI that reads and answers from your own data.
Live dashboards that bring every system together.
Self-service your customers will actually use.
Fast on everyday phones, working offline.
Every system talking to every other.
Hosted, protected, backed up and watched.
Fast, credible, found on Google.
These are the platforms we build and adapt for each sector. Pick one: what opens is a working example, running on sample data.
| Branch | Orders | Revenue | On time | Stock days |
|---|---|---|---|---|
| Addis Ababa (HQ) | 486 | 1,962,400 | 97% | 18 |
| Adama | 214 | 812,300 | 95% | 22 |
| Hawassa | 168 | 640,900 | 96% | 25 |
| Bahir Dar | 142 | 538,700 | 94% | 21 |
| Dire Dawa | 118 | 431,200 | 93% | 27 |
| Mekelle | 96 | 297,600 | 92% | 31 |
| Jimma | 60 | 179,200 | 95% | 24 |
| Total | 1,284 | 4,862,300 | 95.4% | 23 |
| Product | On hand | Against reorder point | Days of cover | |
|---|---|---|---|---|
| Edible oil 3 L | 2,140 cartons | 12 | OK | |
| Pasta 500 g | 8,600 cartons | 21 | OK | |
| Wheat flour 50 kg | 940 sacks | 6 | Reorder raised | |
| Sugar 25 kg | 1,310 sacks | 9 | OK | |
| Detergent 1 kg | 5,420 cartons | 30 | OK | |
| Bottled water 0.5 L | 3,050 packs | 4 | Reorder raised | |
| Tomato paste 400 g | 680 cartons | 5 | Reorder raised |
The marker is the reorder point. Below it, the system raises a purchase request and routes it for approval.
| Time | Entry | Accounts | ETB |
|---|---|---|---|
| 08:14 | Sales, Addis Ababa (HQ) | Receivables / Revenue | 186,400 |
| 08:12 | telebirr receipt TB7A3F | telebirr wallet / Receivables | 46,500 |
| 08:05 | Goods received, GRN-2207 | Inventory / Payables | 612,000 |
| 07:58 | Fuel advance, route 4 | Advances / Cash | 18,500 |
| 07:40 | Bank transfer from customer 0441 | CBE / Receivables | 254,000 |
In the real system these arrive on the approver’s phone and in Telegram, and each approval is recorded with who, when and why.
| Branch | Applications | Approved | Disbursed | PAR 30 |
|---|---|---|---|---|
| Addis Ababa, Bole | 96 | 61 | ETB 8.2M | 2.9% |
| Adama | 54 | 33 | ETB 4.4M | 3.6% |
| Hawassa | 48 | 27 | ETB 3.5M | 4.1% |
| Bahir Dar | 41 | 24 | ETB 3.1M | 3.9% |
| Shashemene | 39 | 22 | ETB 2.9M | 4.8% |
| Debre Markos | 34 | 20 | ETB 2.5M | 4.4% |
| Department | Waiting | Seen today | Average wait |
|---|---|---|---|
| Outpatient | 23 | 214 | 24 min |
| Emergency | 4 | 61 | 6 min |
| Paediatrics | 11 | 97 | 19 min |
| Maternity | 6 | 58 | 15 min |
| Laboratory | 17 | 188 | 12 min |
| Pharmacy | 9 | 241 | 7 min |
| Grade | Students | Fees paid | Attendance |
|---|---|---|---|
| Grades 1–4 | 1460 | 91% | 96.8% |
| Grades 5–8 | 1530 | 87% | 95.4% |
| Grades 9–10 | 980 | 83% | 94.1% |
| Grades 11–12 | 850 | 80% | 93.6% |
| Route | Vehicle | Stops | Status | Arrival |
|---|---|---|---|---|
| Addis Ababa → Adama | Truck 3-41872 | 6 of 9 | On time | 14:20 |
| Addis Ababa → Hawassa | Truck 3-40215 | 2 of 7 | On time | 17:45 |
| Modjo → Djibouti corridor | Truck 3-39904 | Border | Customs | — |
| Addis Ababa city, route 12 | Van 2-10433 | 18 of 24 | 25 min late | 15:10 |
| Region | Revenue | Margin | Growth | Receivables |
|---|---|---|---|---|
| Addis Ababa | ETB 168.4M | 29.1% | +21% | ETB 5.2M |
| Oromia | ETB 96.2M | 26.8% | +17% | ETB 3.4M |
| Amhara | ETB 61.9M | 25.9% | +15% | ETB 2.6M |
| Sidama | ETB 38.7M | 26.4% | +19% | ETB 1.5M |
| Dire Dawa | ETB 27.3M | 24.7% | +11% | ETB 1.1M |
| Tigray | ETB 20.1M | 23.9% | +9% | ETB 0.6M |
Watch one purchase travel through an organisation we automated: from low stock to a posted ledger, with people only where a decision is needed.
Six systems and two people. Nobody typed a number twice. Most of those five hours is the supplier’s delivery.
Web apps, mobile apps, portals and dashboards. Fast on any device, in the language your people work in.
Workflows, rules, notifications and AI that read, route and decide, so routine work moves without being pushed.
The core system and its data: one record of every customer, order, asset and payment, connected to banks and partners.
Cloud infrastructure, security, backups and monitoring, watched around the clock so the rest never stops.
A hospital and a distributor both need stock, approvals and reports, but not the same ones. We build in your sector’s language, around its rules.
Every project starts as a patchwork and ends as a system. Here is how each one looked before, how it runs now, and what it is made of.
BeforeSeven branches, three warehouses, one spreadsheet each; approvals in a chat group; month-end in a week.
AfterStock, sales, finance and approvals live across every branch; leadership opens one dashboard each morning.
Enterprise · Process · Data, · Integration, Case study
BeforeLoan files passed between desks for days; field officers recorded collections in notebooks.
AfterApplications scored and routed by rule, approved on a phone, and repayments recorded offline in the field.
Digital · Mobile · Process · Integration, Case study
BeforePatient cards lost between visits, queues at every counter, medicines expiring on shelves.
AfterOne record per patient across departments, live queues, pharmacy stock with expiry alerts and billing at the point of care.
Enterprise · Process · Data, Case study
BeforeProducts found by name at the counter among 1,300 lookalikes; transfers confirmed from customers’ screenshots.
AfterOne photo names the product and adds it to the sale, offline; every transfer is confirmed against the bank’s own record.
Mobile · Enterprise · Integration, · Process Case study
BeforeSix years of programmes scattered across social posts and photo folders; enquiries in a personal inbox.
AfterA dated record of every programme with a regional impact map, and a staff workspace holding enquiries and the team’s domain mail.
Websites · Enterprise · Cloud, · Process Case study
A typical system project, week by week. Smaller projects move faster; larger ones repeat the build phase. The shape never changes.
Weeks 1–2
We sit with the people who do the work, map how things run today, and agree what to build first: the part that pays back fastest.
What you receive
In the room
Your team leads, our project lead and solution architect
Weeks 2–4
You click through the screens before a line of production code exists, and change your mind while it is still cheap.
What you receive
In the room
Your users, our product designer and architect
Weeks 4–13
Two-week phases, each ending in something that works. Every week you get a link to the real system, not a status report.
What you receive
In the room
Our engineers, with your project owner every week
Weeks 13–16
Your data comes across and is reconciled against your own totals. Your people are trained in their language. We are on site for go-live.
What you receive
In the room
Everyone, including the people at the counter
From then on
We stay. The system is monitored, backed up and improved, with response times written into the agreement.
What you receive
In the room
Our support team and your project lead
Every Kavod project ends with a handover: what was built, who was trained, what is live. These are the records.
Kavod Delivered and handed over, Team Paragon Training and Consult
2026
Kavod Delivered and handed over, Apex Ethiopia
2026
Kavod Delivered and handed over, River Rwizi Charity Conservation
2026
Kavod Delivered and handed over, Lideta Catholic Cathedral School
2026
Kavod Delivered and handed over, Morning Star
2026
The questions serious organisations ask before they sign, answered before they ask them.
Source code, data, domains and accounts are in your organisation’s name from day one. No lock-in.
Role-based access, two-step sign-in, encryption, audit logs on every change, and security review before launch.
Architecture, operating guides and training for your team, in English and Amharic.
Monitoring, backups and response times written into a care agreement, not promised in conversation.
Every transaction traceable to a person and a time, with exports your auditors can work with.
Personal data handled in line with Ethiopia’s Personal Data Protection Proclamation, collected only where needed.
systems that carry the load, built here, by people who answer when you call.
Make the kind of systems large institutions run on affordable and achievable for growing companies, not only the largest.
Train the people behind every system we build, in their own language, so the system is theirs from the first day.
Build one of the strongest engineering and design teams in Addis Ababa, doing work that the region relies on.
Building websites and systems for organisations in the city.
A staff workspace with its own mail, a student platform, an offline point of sale that recognises products by photo, and a data platform for a conservation charity in Uganda go live.
Operations, lending, healthcare and education platforms running for organisations across Ethiopia’s regions.
GoalKavod systems behind the daily work of organisations across Ethiopia and East Africa.
GoalTsion leads every client relationship personally: understanding the organisation, shaping what to build first, and making sure what we deliver is what was needed.
About KavodAnything else? Ask us directly: we reply within one working day.
Ask a questionFrom growing companies replacing their first spreadsheets to large organisations with many branches and departments. We scope every project to what will pay back first, then build in phases.
A first phase is usually in use within two to three months, and larger systems arrive in phases after that. Corporate websites take three to six weeks. You get a written plan and timeline before work starts.
Yes. We integrate with what works, replace what does not, and migrate your data with reconciled totals before anything old is switched off.
We sign confidentiality agreements, limit access by role, encrypt data, log every change, and review security before launch. Your data stays in systems you control.
We design with the people who will use the system, train them in Amharic or English, and stay on after launch. Systems are built to be learned in an afternoon, not a course.
You do. Code, data, domains and accounts are in your organisation’s name, and everything is documented so any capable team could take it over.
A care agreement covers hosting, monitoring, backups, security updates, improvements and support, with response times agreed in writing.
Yes. We work with organisations across Ethiopia’s regions, with diaspora-led companies, and in East Africa, including a data platform for an organisation in Uganda.
Tell us how things run today. We reply within one working day with what we would build first and how long it would take.
Talk to Kavod
We reply within one working day.
