Selected work and case studies

Every project follows the same structure: problem, constraints, my role, actions, results, what did not work, and evidence.

Building, and breaking

About two years

A product of Berna Bazaar

The problem: Online buying and selling was scattered. I set out to build an electronic trading complex with a different approach.
The decision: We registered Berna Bazaar as a company and I built Emoteh. It ran, and it found real users.
What I learned: The problem was never technical. The company was registered, but the team was never built, no network formed, and focus scattered.

This one did not work out

2020 to 2025

Five years changing how a traditional company made commercial decisions

The problem: Among many competitors the right supplier had to be found, and a direct route to the end user had to be built. The problem was not technical; it was commercial.
The decision: I changed three things: the supplier criterion, the channel mix, and how budget went to the new route.
What I learned: In a traditional organisation the approach does not change before the budget does.

Part of the Tehran Chemie e-commerce route

The problem: Several layers of intermediaries sat between the company and the end user; a direct way to reach them was needed.
The decision: We built a base of drug and disease content that the end user could reach directly.
What I learned: Content became a channel when it answered someone’s real question, not when there was a lot of it.

The problem: Sales of an OTC product had to grow, in a market where every link in the chain was crowded.
The decision: Instead of working every link in the chain, we put the information focus on the patient’s companion — because that space was empty.
What I learned: Margin does not come from negotiating with the supplier; it comes from volume, and volume from the point that still has no competitor.

The problem: The new commercial route had no owner. It had no place on the chart, and no line in the budget.
The decision: I revised the chart so the new route had an owner, and I defined an independent budget line for its projects.
What I learned: In a traditional organisation, the approach does not change before the budget does.

The problem: It had to be clear which platforms actually have buyers and which are only shop windows.
The decision: I studied the online market and the platforms already there, and I chose channels by real buyers, not by the platform’s reputation.
What I learned: A platform that has traffic does not necessarily have buyers. The two should not be treated as one.

A digital library for researchers

The problem: Historical medical documents were scattered, and a researcher had no way to search them.
The decision: We wrote a digital library that scanned historical documents and made them searchable, and we delivered it local and isolated.
What I learned: The constraint of being isolated was not a weakness of the project; it was the condition of its being accepted.

Festival registration and student project tracking

The problem: Festival registration and the follow-up of student projects were all done by hand.
The decision: I built a system that took registrations and tracked each student’s project through to the end.
What I learned: The main outcome of this project was not the system itself; it was the relationship it built with the University of Tehran.

A new channel, at scale

The problem: Existing channels were not building an audience; a new channel was needed.
The decision: We built the channel on scientific content and put a team around it, from content production to technical work.
What I learned: At scale, the problem moves from building to coordinating.

The problem: For international supply, organisations have to trust a supplier they do not know.
The decision: Instead of guaranteeing capability, we arranged the legal structure and the systematic review so that if the work did not go forward, the buyer would not lose.
What I learned: Trust cannot be sold. It can be replaced with something that is written down.