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Our origin
A decade in the making.
The name Andrometiq is recent. The capability behind it is not.
Where it started
Nobody called it a product.
Every company has an about-us page that starts with a founding date. Ours starts earlier than the name.
Essdee, our family’s apparel business, sold through distributors across several states. Every state had a file of order sheets, and a tick mark beside an item meant it had gone out. Nobody could say what was pending across all of them, what to make next or what to dispatch first. We were stuck.
In June 2016 we wrote the first lines of an order-management system, because the way orders were being tracked was costing us money and sleep. It was a problem, and we refused to live with it.
That refusal became a habit. It is the oldest thing about Andrometiq, and the truest.
Built for our own floor
We met each problem, and we solved it.
A growing manufacturing business meets every kind of problem: work that moves faster than the Excel sheets and paper that record it, roles that blur as the team grows, software that fights the way the business actually runs, people who leave and take the knowledge with them.
We met each of these on our own account, with our own money at stake. And for each one we did whatever the problem actually needed.
Whatever it needed
Not one of these was done for a pitch deck.
Found the right people
And when a role did not exist, defined it.
Used the right tools
And paid for them, so we know what a paying customer feels.
Built the tools that did not exist
Starting with that first order-management system, and never stopping.
Set things up the right way
An HR team, an audit team, a finance team, each with its own process, set up along the way to keep the business growing.
The other side of the table
We were software customers first.
We have been in your spot. We sat through demo after demo, paid for software, and lived with implementations that were left half done.
We know the sentence “this is what we have, you have to use it like that” from the paying side. That is why we built our own.
We know that pain first-hand, and we will not pass it on to you. That is our whole business model.
The failure
We built the wrong system first.
Early on, confidence got ahead of us. We spent a year building the complete system — every module, the whole business in one release. The people who were meant to live in it, our own floor, would not use it. We dropped the project.
The floor rejected it. The floor was right.
Then we started again, and this time the only rule was: whatever we build, we use, and then we build more.
We own that failure plainly, because everything about how we now build came out of it: one piece at a time, each piece easier than the Excel sheet it replaces, each proven in daily use before the next. That discipline has a page of its own.
The work we own here
Every solved problem left a capability behind.
Invoicing stopped being a job.
Our sales invoicing was once a dedicated, full-time job: every item on the packing slip was typed again into a bill, and errors still got through. We kept closing the gaps until the role itself no longer existed. Today nobody at Essdee raises a sales invoice, and billing errors stand at zero. The data-entry work disappeared.
One record for every movement.
Goods movement at the factory is recorded 100% in one system, not on scattered paper — every delivery challan, every goods receipt, entered once, at the point it happens. Our competition was pen and paper: each entry had to be easier than writing it down, so nobody had a reason to skip it.
Audits started producing outcomes.
Two years of monthly inventory audits taught us that finding a problem is the easy half. The practical methods we use to make sure the fix actually lands — the right software with the right control points, and where it takes more, training and ownership changes — were developed on that floor, one audit cycle at a time.
The organisation was redrawn.
As Essdee grew, the structure that had carried it stopped fitting, and so did the old habit: the goods had to move, so they moved, and the documents could wait. We redrew it: departments, reporting lines, and above all roles and responsibilities, so that every outcome had one accountable owner instead of a shared shrug. It was slow, uncomfortable work, and it taught us what a restructure actually costs and what it actually returns.
Brands went onto shelves.
The house we grew inside builds and sells brands of its own. The brand practice learnt its trade on those shelves first, and now does the same work for clients.
The code met a public standard.
We have shipped code into ERPNext, the open-source business software that companies around the world run on. Work that survives a public maintainer’s review is the standard we hold everything else to, for ourselves and for our clients.
One name
That capability, under one name.
Person by person, tool by tool, year by year, those capabilities accumulated — inside one company, across our team’s earlier careers, through client and freelance work along the way.
Andrometiq is the services division of Essdee, Tiruppur. It is that accumulated capability, given a name and offered to you.
For ten years we have been building this. We have failed enough times, and we started solving and never stopped.
The promise
Your problems are always new.
Nobody has seen your exact problem before — not us, not anyone — and anyone who claims otherwise is selling you a template.
What we guarantee is the capability to figure it out: to look at your problem the way we have looked at every one of our own, find the right people, use the right tools, build what does not exist, and stay until the result is real.
That is not a service line. That is who we are. How every one of us behaves while doing it is written down as the Andrometiq Way.