Running ERP and LMS for 60+ academies and 5,000 students
The brand's education arm spanned dozens of academies and thousands of enrolled students across India. I oversaw the ERP running the academies and the learning platform serving the students.
Role — IT Manager
- Academies on centralised ERP
- 60+Academies on centralised ERP
- Students served by the LMS
- 5,000+Students served by the LMS
- Footprint across India
- NationalFootprint across India
Context
Alongside the salon network sat an education business: academies training stylists, spread across India, each enrolling and certifying students.
Education operations have a different failure mode from retail. In retail, a bad day costs a day’s takings. In education, records are the product — a student’s enrolment, attendance, assessment and certification have to be correct months or years after the fact, and they have to be correct across every location. A fragmented system does not just make reporting hard; it puts the credibility of the qualification at risk.
What this involved
Two systems, serving two different populations:
A centralised ERP across 60+ academies — the operational backbone. Admissions, student records, academic operations and the reporting that lets a central team understand performance across sites it cannot visit.
An LMS serving 5,000+ students — the delivery layer, and the part where scale is felt most directly. Five thousand concurrent learner records is the point at which manual process stops being viable and system design starts to matter.
Why it belongs here
It is the clearest evidence in the record of something that is easy to claim and hard to prove: that the same person who negotiates a payments partnership and sets enterprise application strategy has also carried responsibility for systems where thousands of individual people’s records had to be right.
Scale in enterprise IT is usually described in transactions. This one was measured in students.