The finance, technology and corporate infrastructure international companies run on.

AI & Automation

Month-end close cut from twelve days to four

A Tema-based manufacturer with 140 staff was closing the books in twelve days. Invoice capture, reconciliation and the reporting pack were still largely manual. The hours sat with finance, not on the floor.

We started with Diagnose. We interviewed the team, walked the close and read the numbers before we recommended anything. The delay was a sequence of hand-offs: invoices arriving as paper and email, a reconciliation that waited on both, and a pack assembled by hand.

Design produced a written plan with scope, sequence, cost and the measure we would be judged on. A four-day close. Invoice capture into the ledger, automated reconciliation, and a reporting pack the team could run without us.

Implement was built alongside their people, not in a vacuum. Intelligent extraction from invoices, receipts and statements went straight into the ledger. Reconciliation ran as a workflow. The reporting pack was rebuilt so the same numbers landed in the same place each month.

Optimise closed the work. We reviewed against the four-day measure, tightened what drifted, and handed over documentation the team can run.

What we did

• Mapped the close end to end before any automation
• Automated invoice capture and reconciliation
• Rebuilt the reporting pack
• Cut the close from twelve days to four

Cross-Border Payments

Corridor redesign cut payout costs by more than a third

A remittance platform serving the UK-Ghana corridor asked us to look at payout cost. The product worked. The economics did not. Cost sat in the licence pathway, the partner structure and the settlement design.

Diagnose meant sitting with the operators, walking the corridor and reading the numbers. Inward international remittance and the termination of inbound international transfers sit under different Bank of Ghana licences. Choosing the wrong path costs months. The existing structure was paying for that mismatch.

Design produced a written plan. Scope, sequence, cost and one measure: cut payout cost by more than a third. We reworked the licence pathway, the partner structure and settlement end to end, so the corridor matched how money actually moves from the UK into Ghana.

Implement was done with their team. Licence pathway, partners and settlement were rebuilt as one design, not three separate projects. We filed alongside their people so the change would survive our exit.

Optimise reviewed the corridor against the measure. Payout costs fell by 38 percent. We tightened what drifted and left documentation they can run.

What we did

• Diagnosed the UK-Ghana corridor, including the licence pathway
• Reworked partner structure and settlement design end to end
• Built and filed alongside the operator
• Cut payout costs by 38 percent

Market Entry

From incorporation to a trading entity in ten working days

A Gulf-based trading group wanted a Ghana entity that could trade, not a nameplate. Registering a company in Ghana is not one process. It is a sequence: the Office of the Registrar of Companies, beneficial ownership, a tax identity, the GRA, SSNIT, a district assembly permit. For foreign-owned entities, the Ghana Investment Promotion Authority sits on top.

Diagnose came first, before anyone filed. We interviewed the principals, walked the intended activity and read the capital position. We confirm that position before funds move.

Design set the measure at ten working days. Incorporation, GIPA registration, capital confirmation, permits and a resident director. A written plan with scope, sequence and cost, agreed before we started.

Implement ran the sequence as one process from Accra. Name search and incorporation at the ORC. Beneficial ownership and tax identity. Capital transfer confirmed through the dealer bank to Bank of Ghana, then GIPA registration. Business operating permit. A resident director in place, a genuine governance function, never a nameplate.

Optimise was the hand-over: registers, filings and the resident presence the entity needs to stay in good standing.

What we did

• Incorporated the Ghana entity at the ORC
• Completed GIPA registration and capital confirmation
• Secured permits and a resident director
• Took the group from incorporation to a trading entity in ten working days

CEO & Founder

Abdul Rashid Lamptey

Abdul Rashid Lamptey is CEO and Founder of ARL Consultancy Services and of Apptechhub Global Ltd/Inc. He leads daily operations and the implementation of business strategy.

He has over 15 years across accounting, finance, management, operations, local and international business formation and advisory, product development, real estate, international partnerships, cross-border payment advisory, fintech and web acquiring, Web3 and blockchain, artificial intelligence, project financing, trade facilitation, and sourcing investment opportunities in Africa.

His work also includes value-added services (VAS) in telecommunications and information technology, and precious metals in Africa. That mix has given him a practical view of the challenges and openings businesses face, including multinational clients of different industries and nationalities.

He thinks in systems: find the opportunity, tighten how the organisation runs, and develop the people who have to carry it. He keeps learning so the advice stays current.

COO & Strategic Partnerships

Nana Kwaku Aforo

Nana Kwaku Aforo is COO, with responsibility for strategic partnerships. He has over 10 years in international trade, marketing, product sourcing, logistics, human resources and business advisory.

He has worked with Millicom Ghana Ltd, Yijia Doors Industry Ltd and Amasa International Group Co Ltd. His work with Chinese businesses has given him a working knowledge of the Chinese market, culture and business practices.

He holds an MBA in Marketing and International Trade. He advises on marketing for international business, on human resource strategy (attracting and retaining people), and on the decisions companies make as they trade across borders.

Director of Talent & Public Relations

Edwin Dankwa Bediako

Edwin Dankwa Bediako is Director of Talent and Public Relations. His work sits in business management, operations and human resources.

He has worked across food and beverage, oil and gas, real estate, trade and logistics, event organisation and field works.

He attracts, retains and develops talent, and aligns operations with the organisation's goals.

Financial Analyst (Oil & Gas)

Kwame Kwakyi

Kwame Kwakyi is a financial analyst in oil and gas, with over 7 years in finance divisions in the sector. He has worked on the finance teams of two of Ghana's major oil discoveries.

His work covers tax and other impost issues in upstream oil and gas, as well as financial analysis, reporting and forecasting. He has supported financial management on those projects and the allocation of resources, with attention to regulatory compliance.

He completes professional courses as part of ongoing development.