OdooRun helps organisations that have hit a wall in their Odoo implementation reach a result. Those who start with us from the beginning get a smooth implementation. Our expertise is managing organisational processes; the software is our tool.
OdooRun does not offer software development or server services. We focus on what rescues projects: understanding the business need, managing processes and the right way to implement. You can order each service separately or as one complete package.
Before spending, know whether Odoo is right for you, with which contractor and with what level of readiness.
The customer has stated their needs for Odoo. We assess whether Odoo meets those needs and can cover all the processes and activities you plan to carry out.
For signing the contract and the implementation, we help the customer choose the best option, contract and developer based on their track record.
We assess the gaps your organisation has for implementing Odoo: organisational maturity, process maturity and the distance from the current state to an ERP implementation.
Execution services for employers and implementing companies.
Whether you are a customer or an implementing and development company, we carry out the implementation end to end.
We train on any Odoo module or process, case by case, at the customer’s request.
Companies that have Odoo can have their processes and implementation audited to learn how optimal and correct the implementation output is. We fix the errors.
Organisations that use Odoo can use our services to manage, document and define their processes.
We deploy Power BI and the dashboards you need on your Odoo data.
The section above covers the activities. This section shows which services each customer group needs most.
Small and medium companies, start-ups, service, manufacturing and trading companies that are choosing or running Odoo, or whose project has run into trouble.
Companies with programming and development capacity that want an implementation and process-consulting team alongside them. This section becomes active in OdooRun’s second phase.
| Common market practice | OdooRun | |
|---|---|---|
| Starting point | Module configuration | Process map and needs analysis |
| Team focus | Programming and development | Implementation and process management |
| Non-technical managers | Little training, heavy dependence | Proportionate training and support |
| After handover | End of contract | Review and continuous improvement |
| Reporting | Default reports | Power BI indicators and dashboards |
Eight questions about the very points where projects fail. Answers are calculated only on this page and are neither stored nor sent anywhere. The full gap analysis is done by a consultant.
This list comes from a project the employer stopped after the very first session. The same pattern repeats in many organisations.
Odoo modules and processes are interdependent. The organisation chose the system without advice and did not understand how the modules connect.
The common assumption is that implementation means configuring a few modules and using them at once. Real implementation is a time-consuming process.
The organisation did not know that to adopt the software it had to review, and sometimes re-engineer, its work processes.
No owner or backup was appointed for the software, and senior managers wanted to learn the configuration themselves.
The configuration scope was imagined as that of an accounting and warehouse package, while an ERP covers the whole chain.
To cut costs, proportionate training and necessary developments were dropped. The result was higher cost in later stages.
Odoo is without doubt one of the best ERP software in the Iranian market, but without good consulting the desired result is not achieved.
Hossein Yousefian, from implementation experience in 2025 projects
In most of these projects the previous implementation had run into trouble: incomplete configuration, warehouse-accounting discrepancies, or a version that never reached productive use. Our work has been to bring the project back on track.
Status: the project started at the beginning of Mehr 1405 and its first phase is under way. Development company: Tashilgostar. shakibapaint.com
Status: employer: Mr. Iman Arzanlou. whiteroof.ir
Status: the first phase of implementing marketing and sales processes was completed in summer 1405. Employer representative: Mr. Adib. Development company: Tashilgostar. gooshtik.com
Status: the company’s activity includes a game and gaming club. oxingame.com
Status: training and initial implementation were done and the project stopped after this phase. hani.restaurant
Status: the project had been running for about two years and needed configuration fixes and training.
Status: employer: Mobtakeran Shahr Sanat Engineering. Site: Shahid Ghandi factories, Yazd.
Status: about three years had passed since implementation, but configuration problems and warehouse-accounting discrepancies had not been resolved.
Status: the Odoo package had been bought from Chitalk and the accounting and warehouse configuration needed improvement.
Status: employer: Chitalk. Site: Artiman Sanat Rostakrad Engineering.
Status: the group had a history of implementing Odoo 9 with several in-house development teams, but not all modules and project goals had been achieved.
Status: version 16 had problems during implementation and use.
Status: a consulting contract with a process-first, software-second approach. Software developer: Chitalk.
Status: the first complete Odoo implementation experience, inside an industrial organisation.
This list is taken from the published record on the professional LinkedIn profile. More detail on each project is provided with the employer’s agreement.
Years of ERP implementation experience in organisations, from needs analysis and process engineering to training and data analysis. Responsible for Odoo and planning at Patron Group and founder of OdooRun. The OdooRun team is growing with specialists in process management, project management and Odoo accounting.
Co-founder of OdooRun and founder of Patron Group, with experience and expertise in strategic management, business process management and steel production management.
An experienced chief executive with a track record in the mining and metals industry and a graduate of the Industrial Management Institute. Co-founder of OdooRun.
The first conversation is about the current state of your project or organisation. OdooRun answers calls in the morning hours.