Know what is actually happening in your business, without piecing the answer together yourself.
OraOS Business connects sales, customers, stock, purchasing, expenses, cash and the day to day running of the company into one operating view. Not a monthly report about the business. The place the business is run from.
The demonstration opens on a fully populated company, with fourteen months of records already in it. No account, no email address, no sales call.
The information exists. It is just never in the same place.
A growing business is not short of records. The sales are made, the stock is received, the payments go out, the receipts come back. The difficulty is that each of those lives somewhere different, and nothing reconciles any of them to each other.
So the business runs perfectly well at the level of a single transaction, and becomes very hard to see at the level of the company. Every ordinary management question turns into an investigation, and the only person who can complete it is the owner.
None of these questions is difficult. They are only difficult to answer quickly, because answering one means going to five places and trusting that all five are current. OraOS Business is what happens when the five places become one.
One business. One operating view.
OraOS Business is not a set of separate tools sharing a login. A record is entered once and then carries through every consequence it has. That is the whole idea, and everything else on this page follows from it.
Record a receipt against an invoice and five things move at once: the customer balance, the receivables ageing, the cash position, the six week projection and the home screen the owner reads in the morning. Not because five systems were synchronised, but because there was only ever one record.
Open it once in the morning, and the business has already answered.
These are the figures from the demonstration workspace as it stands today. They are not marketing totals. This page reads them out of the same records the product does, so it cannot quote a number the product would contradict.
Two bank accounts, two mobile money wallets and petty cash, added up without opening four apps.
- UGX 24.3M came in this month
- UGX 19.7M went out
- Tightest week ahead: UGX 10.2M in the week to 30 Aug
Every unpaid invoice, aged by how late it is, with the follow up history against each customer.
- UGX 6.8M overdue across 3 invoices
- UGX 4.4M is 1 to 30 days late
- UGX 2.5M is past 30 days
What is owed, what is already late, and which payments are waiting on a decision that only the owner can make.
- UGX 4.8M is already past due
- 4 approvals waiting
- Above UGX 2,000,000 needs the owner, by rule
Valued at cost, by location, with movements recorded as they happen rather than counted at month end.
- 8 lines across 3 locations
- 2 below the reorder level set for them
- The largest single line is nearly a third of the value
Sales this month against last, and the gross margin the trading actually produced after cost of sales.
- 17 days in. July closed at UGX 33.5M
- Gross profit UGX 13.3M, margin 42.1%
- Running costs UGX 11.4M against a budget of UGX 10.9M
How much of what a lender, an investor or a serious buyer will ask for is already on file and current.
- Eight weighted components, scored from records
- Each one names what is holding it back
- Six actions, each with the person who can do it
Figures shown as at 17 August 2026 in the demonstration workspace. Acting inside the demonstration, approving a payment for example, changes them, because the screens read the records rather than quoting a saved total.
Nine areas of the business, one place, nothing to reconcile.
An owner should not need five systems to answer the most basic operating questions. Each area below is a live part of the product, not a planned one, and every one of them reads the same records.
| Category | This month | Budget | Against budget | Last month |
|---|---|---|---|---|
| Salaries and wages | UGX 4,850,000 | UGX 5,000,000 | 3% under | UGX 4,850,000 |
| Transport and cold chain | UGX 1,940,000 | UGX 1,500,000 | 29% over | UGX 1,410,000 |
| Rent | UGX 1,500,000 | UGX 1,500,000 | On budget | UGX 1,500,000 |
| Brooding gas and consumables | UGX 1,260,000 | UGX 1,100,000 | 15% over | UGX 1,050,000 |
| Repairs and maintenance | UGX 460,000 | UGX 300,000 | 53% over | UGX 120,000 |
Quotations, orders, invoices and what each one became. Sales this month, this year, and against the same month last year.
Who buys, how much, how often, what they owe, how late they are and what was agreed with them in writing.
Bank, mobile money and cash in one balance. Money in, money out, and a six week projection of what is left.
What is held, where, what it cost, what is below its reorder level and every movement that got it there.
Requests, approvals, purchase orders, goods received, supplier bills and what is already past due.
Running costs by category, each against its own budget and its own previous month, so a jump is visible in the week it happens.
Who is responsible for what, which decisions need whom, the rules that route them, and a trail of what was done.
Sales, cost of sales, gross profit, running costs and profit, month against month, from the records rather than an estimate.
Overdue invoices, late bills, low stock, expiring documents and pending approvals, ranked, on the screen the owner opens first.
Seven rooms, each answering one question in the owner's own language.
The product is not organised around accounting concepts. It is organised around the questions a person running a company actually asks, in the order they ask them.
Sales and customers
Who buys from you, what they have taken, what they owe and how long they have owed it. Collections stop being a memory exercise.
Purchasing and suppliers
What was requested, who approved it, what was ordered, what arrived and what is now owed for it. The chain that most businesses only have in fragments.
Money and finance
Every account in one balance, what came in, what went out, what each cost category is doing against its budget, and what the next six weeks look like.
Stock and locations
What you hold, where it sits, what it is worth at cost, what is running out and what has stopped moving. Every movement is a record, not a monthly guess.
People and approvals
Who is responsible for what, which decisions come to whom and at what value, and a trail of what was actually done. Delegation without losing control.
Documents and compliance
The company document room. Incorporation, tax, licences, insurance, contracts and bank records, each with a state and an expiry that is watched for you.
Financing readiness
How much of what a lender will ask for is already in place, scored from the records, with the specific gap and the person who can close it.
Connections, planned
Mobile money and bank feeds, tax filing status, WhatsApp for invoices and reminders, and document capture from a phone camera. Named in the product as planned, because that is what they are.
It does not only record the business. It says what deserves your attention.
Not a chat window bolted onto a database. A layer that reads the connected records and raises the observations a good finance director would raise, with the figure it found and the reason it is raising it. Every one of these is produced from the demonstration records, not written by hand.
Cash tightens to UGX 10.2M in the week to 30 August.
Only UGX 4.9M is expected in that week against UGX 14.6M going out, because the August payroll and the bulk of the supplier bills fall together. The position recovers the following week.
Today's balance across all five accounts, carried forward week by week through what is contractually due in and due out. It is a projection from records, not a forecast someone typed.
UGX 6.8M of the UGX 26.7M owed to you is already late.
Three invoices. UGX 4.4M is between one and thirty days late and UGX 2.5M is beyond thirty. The oldest is Lakeview Hotel Entebbe at 33 days, with no follow up logged since 4 August.
Ageing is computed from each invoice's own due date every time the screen opens, so it is never a report that someone forgot to run.
A fast moving feed line is 45 bags below the level you set.
Broiler starter feed stands at 75 bags against a reorder level of 120, which is about six days of brooder consumption. Feed premix concentrate is at 22 bags against 40, and there is already a purchase request for it waiting on approval.
The reorder level is the one the store officer set for that item, measured against issues actually recorded, so the warning is in the business's own terms rather than a generic threshold.
UGX 5.2M is sitting at one location with no movement recorded this month.
Layer day-old chicks at the Kayunga agent hub. Nothing has been issued from or received into that line since the start of the month, and the hub itself was last counted in June, which is also holding back the inventory records component of your readiness.
Working capital tied up in a line with no movement is money the business has already spent and has not yet earned back. The stock ledger shows the absence, so it can be raised.
Running costs are UGX 510K above budget, and two lines explain all of it.
Transport and cold chain is at UGX 1,940,000 against a budget of UGX 1,500,000, and 38 percent above last month. Repairs and maintenance is at UGX 460,000 against UGX 300,000, nearly four times the UGX 120,000 spent last month. Every other category is within range.
Each category is compared to its own budget and its own previous month. A large line that behaved is left alone, and a small line that jumped is not lost inside a total.
One customer is 28.7% of everything you have invoiced.
Nakasero Fresh Markets accounts for UGX 14M of UGX 48.6M invoiced, and UGX 8.5M of that is still outstanding. The next largest is under fifteen percent.
Share of invoiced value per customer. Ora raises this as a management warning rather than a lending rule: institutions assess concentration differently depending on the borrower, the industry and the facility. It is the same arithmetic that scores the sales evidence component of readiness.
Each observation links back to the records it came from, so it can be checked rather than believed. Act on one inside the demonstration, approve the UGX 4,800,000 supplier payment for instance, and the cash projection and the observations move with it. In early access this layer is a rules engine reading the records. It is not a general purpose assistant, and it is not asked to have opinions the records cannot support.
Accounting records what happened. An operating system builds a company that can be financed.
A business can be trading well and still struggle to raise finance when the evidence a lender needs is incomplete, out of date or scattered: accounts that are not closed, decisions that were never minuted, contracts that were agreed on a call, a licence that quietly expired, no forecast anyone outside the business can read.
Financing readiness scores eight weighted components from the records already in the system. It is not a credit score and it does not judge the business. It is a checklist of what a lender, an investor or a serious buyer will ask for, showing what is in place, what is missing, and which single action moves the most.
When it is ready, the same records assemble into a Financing Room: one document, in the order a credit committee reads, that prints as a pack rather than an email thread with eleven attachments.
The lowest component is cash flow planning, and the product names the reason: a six week view exists inside the system, but there is no forward forecast a lender can read. It also names who can fix it and roughly how long it takes.
Businesses with real activity whose systems have not caught up with their growth.
Not startups looking for a first tool, and not large enterprises replacing an ERP. Companies with customers, stock, staff, suppliers and money moving every day, still being run from records that were designed for a smaller version of themselves.
The whole business, in one view
Cash, what is owed both ways, stock, trading, and the short list of things only they can settle.
What is happening today
Orders to fulfil, stock to move between locations, what is running out and what production produced.
Customers and collections
Quotations, orders, invoices raised, and the customers to chase, with what was agreed with each one.
Cash and obligations
Accounts, receipts, supplier payments, running costs against budget and the month's performance.
Stock and suppliers
Goods received, issues, counts, reorder levels and purchase requests routed to whoever must approve them.
Everyone works from the same records, with what they can see and what they can approve set by their role. A store officer raising a purchase request and an owner approving the payment for it are two ends of one chain, not two people typing into two systems.
OraOS Business fits businesses that sell, hold stock, buy from suppliers and manage cash. It is not claimed to fit every industry, and where a sector needs its own operating model, that becomes its own product in the OraOS family rather than a setting in this one.
See OraOS Business working with a full set of records.
The demonstration is the product, not a video and not a guided tour. It opens on a complete workspace with fourteen months of trading in it: customers, invoices, suppliers, bills, stock across three locations, five money accounts, staff, approval rules, a document room and a readiness assessment.
Approve a payment and watch the cash projection move. Open an overdue invoice and see what was delivered against it. Ask Ora what is holding back the readiness score.
Prefer to see how a business is set up from nothing? The guided setup walkthrough builds the workspace step by step instead.
Early access, and clear about what that means.
OraOS Business is in early access. The demonstration is open to anyone, and deployments are being arranged one business at a time so the product is shaped by companies actually running on it rather than by a roadmap written in advance.
Early access
For a business evaluating OraOS Business seriously and wanting to see it against its own operation.
- A walkthrough against your own sales, stock and cash
- An honest view of what fits today and what does not
- Direct influence on what gets built next
Pilot
Running the system inside a selected part of the business, with your existing records brought in and support through the pilot period.
- Onboarding of customers, suppliers, stock and opening balances
- Training for the people who will use it daily
- A defined period, with an agreed way to judge whether it worked
Growth
For larger companies, several branches or locations, bigger teams, or requirements that go beyond what early access covers.
- Multiple locations, teams and permission structures
- Migration from systems already in place
- A conversation about scope before anything is quoted
There is no published price list yet, and inventing one would be dishonest while the product is still being shaped by its first deployments. Commercial terms during early access depend on the size of the business, the number of people using it, the number of locations and what deployment involves. We will tell you what it costs before you spend time on it.
Not ready for the whole operating system? Start with one calculation.
Ora Tools is a growing catalogue of free, browser based working tools. Nothing to install, no data leaving the device. The Business Margin Calculator is live today, free and with no account needed. The four below it are what comes next: the individual calculations OraOS Business performs continuously, made available one at a time.
What is true today, and what is architecture for production.
A business considering putting its operations into a system deserves to know exactly what stage that system is at. So here it is, without the usual language.
There is no SOC 2 attestation and no ISO certification for OraOS Business, and we will not describe it as bank grade or enterprise grade. When any of that becomes true it will be stated with the date it was issued.
Permissions and approval limits are part of the product's design rather than an add on, and the activity trail records who did what and when. In production this is backed by row level isolation so one company's records are unreachable from another's.
There is no service level agreement on an early access product, and promising one would be worthless. A pilot agreement sets out what is actually committed, in writing, before anything is deployed.
Business data belongs to the business. It is used to run the product for that business and for nothing else, and it can be exported. The demonstration workspace holds no real company's records.
The things people ask first.
Is this accounting software?
Is it an ERP?
Do we have to put everything in on day one?
What if our staff are not comfortable with software?
Does it work offline, or on a phone?
Can it connect to mobile money and our bank?
What does it cost?
How does this relate to OraOS Construction and the rest of OraOS?
Run the business. Build the institution.
The same records that tell you what is happening this morning are the records that make the company financeable, sellable and possible to hand over. That is the whole argument, and the demonstration is the fastest way to judge it.