Implementing a Financial Management System for Shuraako's Investee Companies

01Cover letter

Dear Linzar, dear George,

Good to put a concrete plan on the table after our conversations since March. Below is our full technical and financial proposal: a standardised Odoo rollout for 26 investee companies, built for adoption, delivered through Somali capacity on the ground, priced per company so Shuraako pays for each investee that proceeds.

It follows the decisions from our call of 17 August. A first cohort of roughly half the portfolio, balanced across regions, sectors and readiness, with a joint review before cohort two. Delivery led from the ground by local partners and resident Somali trainers. And a setup that works in tandem with the audit support Shuraako plans to contract, so every company is audit-ready from day one.

We can mobilise on signature. We look forward to your questions.

02Compliance matrix

Every requirement of the Terms of Reference is answered in this document. This matrix is the index. An evaluator can verify compliance without reading a page twice.

03Executive summary

Shuraako set out to provide technical assistance at scale: one standard financial management system across the portfolio, so every company keeps reliable books and produces reports the fund can trust. That is what this proposal delivers. Advance Insight deploys Odoo for 26 investee companies (the scope agreed on 17 August, revised from up to 28) across Somaliland, Puntland and South Central Somalia, trains and coaches their staff, and leaves behind a playbook Shuraako owns.

Cohorts, as agreed. We start with roughly 13 companies, selected with Shuraako for regional, sector and readiness balance. The first company is live within 30 days. The full first cohort is live before the end of December. A joint gate review then confirms cohort two, which inherits the mature template and certified trainers at lower unit cost.

Adoption over installation. Installing software is the easy half. The programme is built around behaviour change: two trained people per company minimum, coaching two to three times per week during each company's active window, and adoption measured weekly on real usage (transactions recorded, days since last entry, reconciliations current). Shuraako gets a one-page monthly dashboard built to be forwarded unedited.

Local by design. Resident Somali trainers carry the day-to-day work in each region, recruited through an accredited local partner and certified by us on the standard template. Advance Insight builds the template, trains the trainers, checks the work. Jobs and skills stay in the market.

Audit-ready from day one. An auditor is critical to this programme. We design the chart of accounts, closing routines and report pack for the audit support Shuraako will contract in parallel. Every company can then be audited without rework, and the audit habit grows with the system.

The price. Priced per company: a deployment unit of €3.6k for a standard company, within the per-SME range we have discussed since May, plus a shared programme foundation that builds the assets Shuraako keeps. The recommended configuration comes to ≈ €272k, about €10.5k per company including its full coaching programme. A conventional single-organisation ERP implementation runs to roughly $80k before licences. This programme delivers a company for about a seventh of that.

What Shuraako buys is a capability, not 26 installs: the standard template, a Somali training suite, a certified trainer cadre, the assessment framework and the playbook for the next cohort. Cohort two starts at the mature unit cost, roughly 30% below wave one. So does every cohort after it.

04Understanding of the assignment

The Danish Green Growth Technical Assistance and Market Development Program is a DKK 22.5 million initiative to expand green investment in SMEs across the Somali region, implemented by Shuraako Capital, manager of the Nordic Horn of Africa Opportunities Fund. This assignment is its post-investment technical assistance layer: give investee companies a working financial management system and the skills to run it.

The portfolio runs on fully collateralised Murabaha financing: cost-plus instalments on hard assets, flat, non-amortising. That has a system implication most implementers would miss. Each investee's Odoo needs a fixed-asset register for the collateralised asset and an instalment schedule that does not amortise. We configure for the instrument the fund actually uses.

Today the investees keep their books in Excel or not at all. Across the Somali market, roughly 58% of SMEs that keep records keep them manually. The consequences are the ones Shuraako lives with: late reports, figures that can be changed without trace, businesses that cannot show bankable books, owners crunching numbers instead of running the company. The goal, in the fund's own terms: a system that makes the work easier, reports that are consistent and tamper-resistant, quicker repayment, and the audit and governance culture that lets these companies access finance and grow.

We read your published client profiles before writing this. Aggregated, the portfolio sits at roughly 18 companies in Somaliland, 10 in Puntland and 4 in south central. It concentrates in manufacturing, agribusiness and renewable energy, with water and sanitation, fishing, hospitality and construction behind them. Close to four in ten are women owned, a category Shuraako maintains itself. Almost every company is classified small or medium. We have assumed the 26 in scope sit inside that group, and the actual list is confirmed at inception.

One thing follows from that reading, and it shapes the whole design. These are financed businesses. Your own client stories describe investments running from under $200,000 to over $1.2 million, spent on plant: boreholes, cold storage, LPG filling equipment, solar conversion, a second factory. Capital at that level has to be accounted for to a standard an auditor will accept. That is why the audit track below is part of the design rather than an extra.

Two realities shape everything that follows. First, adoption is the hard half. "That's not a software problem" is the correct diagnosis, and the methodology is built on it: readiness criteria, two trained people per company, coaching as behaviour change, honest measurement. Second, each investee's books are confidential. Work that touches a company's own data happens with that company alone. No investee's figures are ever discussed in front of another.

The audit track

An auditor is critical to this programme's success. Shuraako plans to contract audit support in parallel, and we have designed for it. The chart of accounts and closing procedures are built audit-ready, with auditor feedback at design time. The auditor gets structured read access per investee once appointed. The workplan carries defined touch points so implementation and audit move in tandem. Every implemented company can then be audited without rework.

The green thread

A uniform chart of accounts lets green indicators fall out of ordinary bookkeeping instead of a separate chore. We configure analytic tags on the template (energy and fuel, water, logistics, renewable and resource-efficient revenue), so a portfolio roll-up and a cut-over baseline come free with the books. Ledger-derived proxy indicators, not emissions accounting. A modest number the fund can defend.

05Approach and methodology

5.1 · Principles

1. One standard, tweaked at the margins. One template for all 26. Per-company work is configuration within it, never custom development. Standardisation is what makes the portfolio roll up and the programme repeatable.
2. Adoption over installation. Every design choice optimises for the system being used in month six, not installed in month one.
3. Local by design. Somali trainers deliver in their own regions and language. Advance Insight builds, certifies and checks the work.
4. Per-company confidentiality. Skills can be taught in groups. A company's data is only ever handled with that company.
5. Evidence, honestly reported. Adoption is measured on usage, weekly. Problems reach Shuraako from us first, with a fix attached.
6. Bounded asks. Everything not explicitly listed as Shuraako's in §6 is ours to do.

5.2 · The Shuraako Standard Company Template

Before any company is touched, we build and test the Shuraako Standard Company Template: a complete, opinionated Odoo configuration for a Somali SME on the fund's portfolio. It carries:

• A uniform chart of accounts on the standard international baseline, with the fund's reporting needs and auditor input designed in, so 26 sets of books roll up into one portfolio view.
• USD as functional currency, with Somali and Somaliland shilling handling designed into readiness per region. Mobile money (EVC Plus, Zaad, eDahab) is where these companies' cash actually flows, so the template reconciles it as a process: dedicated journals, statement import and reconciliation rules. No custom integration is required, and none is proposed.
• The Murabaha pattern: fixed-asset register for the collateralised asset, flat instalment schedule, matching the instrument.
• Roles for a two-to-three-user company: owner and finance operator, with management sight. Permissions set so the books cannot be quietly edited.
• The standard report pack: the monthly statements Shuraako needs for loan monitoring, generated directly from Odoo, plus the green analytic tags.
• Audit-ready closing routines, designed with auditor feedback so year-end work is a review, not an excavation.

Hosting is Odoo Online, which enforces the no-customisation rule at platform level: it cannot run custom code. An investee that later genuinely needs custom development moves its own database to dedicated hosting without touching the other 25. The investee owns its database throughout and a full export is available at any time, to self-hosting or to any local partner. The handover documentation says exactly how. We run the licensing conversation with Odoo SA on Shuraako's behalf: one consolidated quote, one contract position, one invoice line instead of 26 procurement events.

5.3 · The per-company cycle

Each investee moves through the same six-step cycle, run by a named local trainer with remote specialist support:

1. Readiness assessment and data intake (ToR §5.2): existing processes, systems, infrastructure, staffing and user requirements, plus current digital practice scored on defined bands, using a standard instrument so 26 assessments are comparable. Desk review of the company's financial procedures manual, financial reports, applicable government finance directives and donor compliance requirements, plus staff interviews (ToR §4). A pre-migration cleanup workshop on the company's Excel.
2. Provisioning: instance created, template instantiated, batch-run per wave.
3. Company configuration: the margins only. Names, users, sequences, tax details, opening structure.
4. Master data and opening balances: customers, suppliers, products, balances as at a clean cut-over date, validated against a reconciliation checklist. Historical Excel is archived read-only and referenced from the system. We deliberately do not migrate transaction history (§9, decision 7).
5. Training: hands-on, on the company's own live data, minimum two staff (owner plus operator), in Somali.
6. Go-live, validation and sign-off: per company, at go-live, collected by the local trainer. Then two weeks of hypercare before the coaching cadence takes over.

Companies differ in starting point, so the cycle comes in three depths: Enhance for companies with a working system that needs aligning to the standard, Standard for the Excel-based majority, and Foundation for companies starting from paper, which carry extra basics coaching before the system lands. The readiness assessment assigns the tier. Pricing follows it (§16).

We expect that spread to be wide. Some investees already sell online and have staff who work in a system every day. Others have no digital footprint at all and need the idea of a record before the idea of a ledger. The assessment scores this rather than assuming it, and the score drives both the depth of the cycle and the price.

5.4 · Cohorts and waves

As agreed on 17 August, the rollout runs in two cohorts. Cohort 1 covers roughly 13 companies, selected jointly at inception: regional balance, sector spread, and a mix of readiness tiers so the programme learns on a representative slice. Cohort 1 is an earlier cohort, not a pilot. Its companies get the full treatment, and its lessons make cohort 2 cheaper.

To make that selection concrete, here is the balance we would aim for, taken from the composition of your own published portfolio. Around six companies in Somaliland, five in Puntland and two in south central. Seven of the eight sectors represented. All four enterprise sizes present, from a micro business up to a regional utility. And close to 40% women owned, matching the portfolio itself. Those are targets to select against, not a list of companies. The companies themselves are yours to pick, with George and Mahad setting the criteria as agreed on 17 August.

Within each cohort, companies deploy in staggered regional waves so nobody competes for attention with 12 others. A lighthouse investee, chosen with Shuraako's field staff, goes first and is live within 30 days. Between cohorts sits a joint gate review: evidence on the table, criteria agreed at inception, a shared decision to proceed, adjust or pause. Cohort two starts only when cohort one has proven the model.

5.5 · Training and coaching

The curriculum comes from the skills audit (ToR §3.2). We audit each investee's finance capability first and build the modules against the critical capacity gaps found. Customised, participatory and interactive, in Somali, anchored in daily transactional discipline: record the sale, record the purchase, reconcile the till. Competency covers all four ToR areas (navigation, transaction processing, financial reporting, system administration), transactional-first. The eight support areas of ToR §5.7 map one-to-one onto curriculum modules, including cash and treasury management, project accounting and job costing, and data backup, recovery and security. On Odoo Online that last one means automated backups, access control and credential hygiene, taught in plain terms.

Several investees have been through donor funded business support before, and some came to their investment with technical assistance attached. They know what a capacity building programme looks like and they will measure this one against it. That is a reason to build the curriculum from their own skills audit rather than from a standard syllabus.

Materials are generated from a maintained master: manuals, job aids, Somali screencasts, and a bilingual glossary of the 40 to 60 Odoo terms that matter, agreed once so 26 companies and every trainer use the same words. Everything lands in Shuraako's institutional repository, illustrated as the ToR requires. Trainers carry their own kit (laptop, MiFi with data bundle, power bank, printed job aids), so a session never depends on the investee's connectivity.

Delivery formats. Generic skills can be taught in groups. Company data cannot. In every format, group sessions run on a demonstration company only, and no investee's data ever appears in any group setting. We split the two and offer Shuraako three priced formats (§16):

In every format, coaching runs two to three times per week per company during its active window, delivered by the regional trainer, with WhatsApp (text and voice notes in Somali) as the channel between sessions. Participation is tracked per person, gender-disaggregated. Certificates are issued jointly by Advance Insight and Shuraako.

Competency is assessed against a defined instrument: pre-assessment at the skills audit, post-assessment before sign-off, a remediation cycle for anyone below the bar. The 80% target of ToR §6 is measured and reported per cohort, not asserted.

5.6 · Delivery model: on the ground, by design

The question that matters most in this market is who shows up. Our answer: a resident Somali trainer in each region carries the day-to-day work, recruited through an accredited local partner and the university accounting pipeline (SIMAD, University of Hargeisa, Puntland State University, East Africa University), certified by Advance Insight before touching a company, backed by a Nairobi bench for continuity. Somalia is not an Odoo greenfield: the market carries roughly 480 live Odoo customer references (odoo.com, August 2026) and ten accredited partners, three of them Gold. We have mapped them and shortlisted delivery partners. Final selection happens during inception, with Shuraako's input invited, against published criteria (capability, regional reach, conflict-of-interest declaration, non-circumvention).

Advance Insight travels where our insurers cover us. A Hargeisa week early in the programme anchors the train-the-trainer certification and the first wave kickoff in person. Our insurers cannot cover staff travel to Puntland or South Central, so delivery there runs through resident local capacity from day one, with remote specialist support: the model donors have run in Somalia for a decade, here executed with named people. Shuraako's offices in Hargeisa, Garowe and Mogadishu are natural venues for regional sessions where Shuraako agrees, with commercial venues budgeted as the default. A mid-programme convening for investee leads (Djibouti, for visa practicality) is available as a priced option.

Readiness includes the unglamorous part: laptops over desktops, sessions inside known grid hours, connectivity expectations set in writing per company at assessment, Starlink as fallback for Puntland and South Central.

5.7 · Governance and quality assurance

Reporting is two artefacts, no more: a five-line weekly status note and a one-page monthly dashboard built to be forwarded unedited, showing per-company status, adoption metrics and issues with owners. One 30-minute monthly gate review is the only standing meeting. Every deliverable carries an acceptance checklist agreed in the inception report, so approval means ticking a pre-agreed list.

Our commitment on problems: Shuraako will never learn of a problem from anyone but us, never more than 48 hours after we know it, and never without a proposed fix attached.

Change requests are Shuraako's cost control. The default answer to per-company change requests is no, backed by a published price list so nobody negotiates in the room, and a quarterly template release that absorbs genuinely common requests for all 26 at once. Scope boundaries are written into each onboarding pack, so the "no" comes from the programme, not from a Shuraako field officer.

5.8 · What our cohort programme taught us

We have run a structured multi-SME cohort programme before: two years deploying our Odoo-based platform across an agri-SME cohort in Sub-Saharan Africa, three maturity tiers, remote support, quarterly evidence reporting. Its most valuable output was honest: early adoption was lower than anyone wanted. What failed was not software. It was single trained users leaving, training that ended at go-live, and support that waited for the SME to ask. Each of those findings is a rule in this programme: two trained people per company, coaching that continues after go-live, adoption measured weekly on usage, a support channel that reaches out instead of waiting. We would rather show you what we learned than pretend there was nothing to learn.

06What we need from Shuraako

The Program Manager Green Growth is the focal point for all communications, per ToR §10. This programme is designed to run on about ten hours of the Programme Manager's time in the inception month, then no more than four hours per month, and about two hours per investee across the programme from regional staff. No helpdesk, no scheduling, no chasing, no scope negotiation, no training delivery. Every activity not listed in a Shuraako column below is ours.

The access machinery. After the introduction batch, all scheduling and chasing is ours. An investee unreachable after three attempts across two weeks moves automatically to the next wave. A second stand-down triggers a 15-minute gate decision: defer, replace from the reserve list, or drop. Dropped investees cost nothing beyond work already delivered, because pricing is per company (§16).

Channel discipline. We never discuss financing, loan terms or repayment with a borrower. Financing-adjacent questions get a standard deflection to the relationship manager. Each regional officer receives a monthly one-line-per-investee digest.

Data visibility, agreed at kickoff. The investee owns its database. Shuraako receives the standard report pack and, where the dashboard option is taken, usage metadata. Never login access, unless an investee separately agrees. Confidentiality and data-integrity safeguards are written, signed and shared with the investees. That is what makes honest participation possible.

07Programme governance, integrity and safeguarding

Anti-corruption. Zero tolerance for bribery and facilitation payments. Rules on gifts and hospitality. Local procurement competitive and documented. Sanctions and counter-terrorism-financing screening of the local partner and all sub-contracted parties before contracting. A named reporting channel. All obligations flow down contractually to the local partner and every trainer.

Safeguarding. A trainer code of conduct covering PSEAH, signed before certification. A defined reporting route. Duty-of-care provisions for any convening we organise.

Data protection. Controller and processor roles defined per investee. Trainer and partner access bounded in scope and duration, with a data-processing agreement signed by every person who touches a ledger. Credential revocation at exit. Breach notification commitments. This doubles as our answer to ToR §5.7's backup, recovery and security requirement.

Duty of care, both sides. Trainers are resident nationals working in their home regions through a local employer. No inter-region travel is required of them. The partner's security protocols and insurance apply, with an incident protocol and a stop-work trigger. Advance Insight staff travel within insurer constraints (Hargeisa and Berbera only). Sub-contracting is proposed as a mechanism with prior written approval and full flow-down of terms, not self-granted.

08Workplan and timeline

The workplan assumes signature in September and a start on 1 October 2026, per the timeline we discussed: visible traction before the end of 2026, completion allowed to run past the provisional end date where quality requires it. Calendars run Sunday to Thursday. Training happens in morning blocks with prayer times respected. Each company's busy fortnight is captured at assessment and avoided. Ramadan begins around 8 February 2027: all intensive work lands before it, light-touch remote support during it, the final tail after Eid.

Milestone and payment mapping

The ToR's four payment milestones map to this workplan as follows, with installation and migration evidenced and invoiced per completed wave rather than as a single end-state claim:

09Design decisions: where this proposal varies the ToR, and why

Eight deliberate decisions, each argued once in its home section and indexed here. On approval of the inception report, these decisions constitute the agreed variation of scope: one ratification with a paper trail.

10Deliverables mapping

All reports in English, in Word and PDF. Optional deliverables (usage dashboard, convening, aftercare) are specified in §16.

11Results framework

The ToR asks for indicators, resources and tools. This is the indicator set we carry into the inception report and report against monthly, grouped under the ToR's three objectives. The per-company pre-assessment is the baseline for every indicator. Each ToR §6 expected outcome maps to at least one measured indicator.

12Risk management and mitigation

Objective 3 of the ToR asks us to identify risk areas and develop mitigation plans. The full register is an inception deliverable. The material risks and our designed answers:

13Team

Advance Insight staffs this assignment from its Nairobi delivery centre and Netherlands base, with the Somali trainer cadre recruited and certified as described in §5.6. Summarised CVs are in Annex B. The specialties the ToR names map to named people as follows.

Key-personnel substitution: named individuals are replaced only with persons of equivalent qualification, with Shuraako's prior written consent.

14Experience and references

Advance Insight is an Odoo Gold Partner and three-time winner of Odoo Best Partner Africa (2023, 2024, 2025), with over 70 implementations delivered in the past five years across more than 25 countries, from offices in the Netherlands and Nairobi. Our specialty is exactly this assignment's shape: standardised Odoo implementations for SMEs in frontier markets, delivered remotely with local capacity, in multi-entity and multi-country configurations.

Fragile and frontier market delivery is our normal terrain: a seven-entity multi-company implementation across the UK, China, Nigeria, Sierra Leone, Liberia and DRC replacing four legacy systems. A DRC operation with an offline-first Android field application. Francophone West Africa delivery in EN/FR. And a build-once, deploy-many microfinance model in Burkina Faso structurally identical to this programme. In each, the pattern held: remote specialists, local delivery capacity, standard template, disciplined migration.

The training side of ToR §7 is equally covered ground: the Burkina Faso model and our agri-SME cohort programme both ran on training materials we authored, local trainers we certified, and skills-gap assessments we designed, for middle and senior finance staff. All materials development runs through our documentation pipeline: manuals and walkthroughs generated from maintained masters with annotated screenshots, in English and, here, Somali.

The ToR requires demonstrable Odoo deployments in for-profit institutions with at least three testimonies. Annex A carries three signed testimonials from for-profit clients, and we separately provide a contactable referee list with names, roles, email and phone, so Shuraako can hear it directly.

15Sustainability and exit

The system must outlive the assignment. Four mechanisms make that concrete rather than aspirational:

• Year-2 licences, faced now. Shuraako funds year 1. Each investee carries its own subscription from year 2, roughly $490 per year at the two-to-three-user profile (fixed in the consolidated Odoo SA quote). We publish that figure per company before go-live, give the renewal conversation a named owner in the final quarter, and hand Shuraako the renewal calendar at exit. No investee should discover its subscription by invoice.
• A documented exit path per company. The investee owns its database. A complete export is available at any time, and the handover pack documents the move to self-hosting or any local partner. Odoo's open-source foundation is exactly why it was chosen: a company that steps away from its subscription keeps its data and can continue on the open-source edition on its own hosting, with reduced features but its books intact. No lock-in.
• Capability stays in the market. Trainers leave certified and CV-credentialed. The local partner keeps a maintenance relationship it can sell. Materials sit in Shuraako's repository in Somali and English. Post-programme support is a priced drawdown block (§16), not a dependency.
• The playbook and the next cohort. The final deliverable includes the full programme playbook: template specification, wave method, training kit, coaching cadence, adoption metrics, per-region logistics. Cohort 2 starts from the mature template at the mature unit cost. So does any future cohort across the wider portfolio, with the fund's reporting arriving, in the phrase that started this conversation, without basically any effort.

16Financial proposal

16.1 · What one company gets, and what it costs

The deployment unit covers everything in §5.3 for one company from provisioning through hypercare: configuration, migrated and validated opening balances, hands-on training for at least two staff, go-live and sign-off. The assessment itself is a separate unit, below. Priced per readiness tier, assigned at assessment:

A separate readiness assessment unit of €850 per company is payable for every company assessed. A company that stops after assessment has cost Shuraako only the assessment. Companies are invoiced as they proceed: pro-rating is built in, in both directions, and the difference between 26 and 28 companies is arithmetic, not renegotiation.

16.2 · The two anchors

Two reference points frame these numbers. The per-company deployment unit sits within the per-SME range we have discussed since May. The ToR then adds what that conversation did not cover: formal migration, structured training, the coaching programme and the assets Shuraako keeps, which is what carries the all-in figure to ≈ €10.5k. And a conventional single-organisation ERP implementation runs to roughly $80k before licences: this programme delivers a company, coaching included, for about a seventh of that, 26 times over.

16.3 · The programme foundation: assets Shuraako owns

The fixed layer, €98k, is what makes 26 affordable implementations possible and repeatable. It buys, once: the Shuraako Standard Company Template, the Somali training suite and glossary, a certified regional trainer cadre, the assessment framework, programme management and QA with the monthly reporting machinery for the full period, and the playbook. Cohort one carries the build. Cohort two, and every cohort after, starts from the mature template at the mature unit cost, roughly 30% below wave one.

The template is not one file. It is a core finance configuration plus a small set of sector variants, and the shape of your own published portfolio says how many are needed. Five variants cover 33 of the 38 companies you publish, and seven cover all of them. Four water and sanitation utilities share one billing and collection pattern. Five fishing businesses share catch, processing and export. Nine farms share one crop and livestock chart of accounts. That is the mechanism behind the mature unit cost. The second farm is cheaper than the first because the farm variant already exists.

16.4 · Coaching: three formats, priced

16.5 · Programme totals

Travel, security accommodation, insurance riders, visas, local facilitation and Somali translation are inside the fixed fee. There are no reimbursables. Licences never pass through our invoices: Shuraako contracts and pays Odoo SA directly on the consolidated quote we negotiate.

How the layers meet the ToR's four milestones, so every invoice is predictable:

Per-company invoicing and the 20/30/30/20 schedule are the same money seen two ways: each milestone invoice is computed from the companies that actually reached that milestone's evidence (for example, milestone 2 pays out as 60% of each certified wave's deployment units). If cohort 2 does not proceed at the gate, milestones 2 to 4 recompute on cohort 1's units plus the foundation. Nothing else changes.

16.6 · Priced options

16.7 · The commercial shape: commit to the gate, not the whole

Shuraako's commitment at signature is the programme foundation plus cohort 1. Once cohort 1 is live and the gate review has the evidence on the table, Shuraako decides on cohort 2 at prices already fixed here. If the envelope is tighter than the recommended configuration, the honest lever is fewer companies at full quality, never thinner training spread across all of them. Per-company pricing makes that Shuraako's call.

16.8 · Value for money

• Total cost of ownership, stated: programme fee + year-1 licences (Shuraako, direct to Odoo SA) + year-2 licences (investees, ≈ $490/company/year) + investee staff time (two people, training and coaching windows).
• Efficiency curve, quotable: wave-1 unit cost → steady-state unit cost ≈ −30%. Cohort 2 starts at the mature rate. The programme gets cheaper per company as it scales.
• Price reasonableness: as listed on odoo.com (August 2026), Somalia carries roughly 480 Odoo customer references and ten accredited partners. Implementation pricing in this proposal is consistent with the market for standardised SME deployments, while adding the coaching and adoption programme the ToR mandates and one-off implementations omit.
• Equity: trainer recruitment carries a gender-balance target. Women-led investees are identified at assessment and participation is gender-disaggregated in every report.

16.9 · Terms

• Milestone payments per the ToR's 20/30/30/20, mapped as in §8, with milestone 1 split 10% (inception pack) / 10% (assessment report).
• Invoices payable 30 days from milestone approval. Approval within 10 business days of submission against the pre-agreed acceptance checklist, after which approval is deemed.
• Prices exclusive of any withholding taxes. Gross-up clause proposed.
• Proposal validity: 90 days. Currency: EUR.

17Assumptions and exclusions

1. Odoo Enterprise on Odoo Online. Licences contracted and paid by Shuraako directly to Odoo SA for year 1, by investees thereafter. Licence provisioning by the dates in the workplan is a schedule dependency.
2. Remote-led delivery through resident local trainers, as described in §5.6, constitutes compliant delivery under §10 of the ToR, per our agreement to explore remote delivery.
3. 26 investee companies per the revised scope. Unit pricing governs any change in count.
4. Two to three users per investee. Additional users are a licence matter, additional trained staff a rate-card matter.
5. One company, one Odoo instance, one functional currency per investee. Some investees appear to run more than one site, a sister company, or operations across a border. Where that is the case the configuration changes, and the scope for that company is agreed at inception and priced per §16.
6. No customisation or custom development for any investee unless separately requested and funded. The change-request process of §5.7 governs.
7. Data migration comprises master data and opening balances as at the agreed cut-over date. Transaction history is archived, not migrated.
8. Shuraako provides the items listed in §6 (master list, introductions, approvals, gate decisions) within the stated windows. Client-caused delay is a schedule event, not a cost event, up to 15 days, beyond which re-planning is jointly agreed.
9. Delivery through Advance Insight group companies and contracted local partners under §7's flow-down terms is pre-agreed. Sub-contracting beyond that list requires written approval.
10. Investee readiness failures follow the defer-replace-drop mechanism of §6. Remediation of readiness gaps (hardware, connectivity) is outside the fee and flagged per company at assessment.
11. Training materials and configurations: Shuraako receives a perpetual licence for programme use and its institutional repository. Underlying methods and tooling remain Advance Insight's.
12. Liability capped at the contract value. Neither party liable for indirect or consequential loss. Force majeure per region as described in §12.
13. All reports in English, Word + PDF. Contract governed by [law/jurisdiction TBD].
14. Shuraako's parallel audit support is contracted by end of month 1. If it lands later, auditor feedback folds into the quarterly template release. No workplan dependency on the audit contract.

18Annexes

Advance Insight · draft v0.3 · 17 August 2026 · internal · produced from proposal-outline.md v2.1 + research corpus