The 90s: How I Manually Managed Accounting at Alkar-Invest Without Any Software

In the 90s, when I headed Alkar-Invest, modern CRM systems and automated management accounting were just a dream. All operations — from investment programs and business plans to concrete product manufacturing and newspaper publishing — required meticulous, yet entirely manual, management. This period became a school of life and business for me, teaching structure and order amidst complete chaos.

The Beginning and the Multifaceted Nature of Alkar-Invest

My work at Alkar-Invest began in 1995 after my experience at NPF Alkar, where I had already assigned tasks to programmers for management accounting software for training. However, the situation at Alkar-Invest was different. We engaged in a wide range of activities: from investment programs to an advertising agency, AlkarVideo studio, publishing the AlkarBusiness newspaper, telecommunications (Alkar-Teleport), and even manufacturing 'artificial granite' concrete products for landscaping. Each of these areas required its own accounting approach, but they all shared one thing — a lack of computerization. It was a real challenge to track dozens of different projects simultaneously without any software at hand.

My Accounting Tools: Notebooks, Folders, and Memory

My primary tools were ordinary notebooks, ledgers, lever arch files, and, of course, my memory. A separate notebook or folder was kept for each project or department. In them, I recorded everything: client contacts, meeting dates, agreements, payments, expenses, and work deadlines. For example, for concrete product manufacturing, I manually noted raw material volumes, quantity of products produced, shipments, and warehouse stock. It was a kind of 'paper Excel,' where every row and column was filled with ink. It was crucial not just to record, but also to regularly cross-check data, comparing it between different notebooks to avoid critical errors. I remember once, while calculating raw material stock for tile production, I found a discrepancy of 5 bags of cement, which, when converted to finished products, could have resulted in significant losses. Such moments forced me to be extremely diligent.

Main Challenges of Manual Management

Manual accounting created numerous problems. Firstly, time. The lion's share of the workday was spent on recording, reconciliation, and searching for necessary information. Secondly, risk of errors. The human factor always played a role: a missed entry, an incorrectly transferred number could lead to serious financial discrepancies or missed deadlines. Thirdly, lack of operational analytics. To understand the overall picture across all projects, I had to spend hours poring over notebooks, summing data, and trying to identify trends. For instance, analyzing the profitability of the advertising agency for a quarter was not a one-day task. We often faced situations where information about current payments arrived late, hindering cash flow planning and potentially leading to cash shortages.

Why There Was No Software and How We Coped

In the 90s, business software was rare, expensive, and required specialized knowledge. The infrastructure also left much to be desired. The internet was in its infancy, and computers were not a ubiquitous tool. Therefore, we coped with what we had: strict discipline, clear division of responsibilities (even if those responsibilities amounted to manually filling out forms), and constant oversight. I always kept the big picture in mind, striving to react to any changes as quickly as possible. My experience assigning tasks to programmers at NPF Alkar helped me structure these processes, even if the execution was entirely manual. It was a period when every manager was simultaneously an accountant, a manager, and an analyst.

Lessons from the Past for the Future

This experience taught me to value structure, order, and most importantly, the importance of automation. I saw how much time and resources were wasted due to a lack of a systematic approach. The constant need for up-to-date data, the necessity to make quick decisions based on accurate information — all of this became the foundation of my understanding of the ideal project management tool. It was these lessons, learned at Alkar-Invest between 1995 and 2000, that later led me to consider creating my own product that would solve similar problems in landscape design, but at a completely new technological level. The clear understanding of business processes that I gained from that period became the foundation for my future projects, including FormSpace.

How to Plan in FormSpace, Avoiding Past Mistakes

Imagine today I'm launching a large landscape project, similar in complexity to those we managed at Alkar-Invest. If I had to do it manually, like in the 90s, it would be a nightmare. But with FormSpace, I can avoid all those problems. The 1.x Zone and Object Planning module allows me to clearly zone the plot, define functional areas, and place key landscape elements, for example, a 600 m² lawn or a 40 m² patio, even before work begins. I can record all project details, including dimensions, materials, and placement, which would be impossible to do so clearly and systematically with notebooks.

Furthermore, with 2.1 AI Concept, I can quickly generate various design ideas and concepts, which previously would have required hours of sketching and searching for references. This not only saves time but also allows me to offer the client several options without spending weeks developing each one manually. And, of course, 3.1 Design from Photo provides the ability to visualize these concepts on actual site photographs, allowing both me and the client to see the future result before any groundwork or planting begins. This approach eliminates errors related to misunderstanding or miscalculations, which were inevitable with manual project management in the past. It allows for high-precision work, for example, defining path widths of 1.2 meters or retaining wall heights of 0.8 meters, which is critical for successful project implementation.

FAQ

Were there any attempts to automate accounting in the 90s?

During my time as director of Alkar-Invest (1995-2000), there were no attempts at full-fledged automation of management accounting. The main reasons were the lack of accessible and user-friendly software, as well as the high cost of computers and the low penetration of technology in small and medium-sized businesses. We relied solely on manual methods and strict process organization.

What were the biggest risks with manual accounting?

The biggest risks involved data loss, errors in transcription or calculations, and the inability to quickly obtain consolidated analytics across all projects. For example, missing a single payment record could lead to a misunderstanding of the financial situation, and inaccuracy in inventory counts could result in production delays or excessive purchases. This required constant vigilance and cross-checking.

How did this experience benefit my subsequent career?

This experience became an invaluable lesson in understanding the importance of structuring information and processes. It taught me to identify 'bottlenecks' in management and to appreciate every tool that helps automate routine tasks. It was this understanding of business needs for clear accounting and planning that formed the basis of my subsequent projects, including the creation of FormSpace, where I aimed to solve similar problems for landscape design.

What would I do differently with today's technology?

With today's technology, I would have implemented a comprehensive project management and CRM system from day one to automate client, financial, and task tracking. This would have saved an enormous amount of time, reduced the risk of errors, and significantly increased the speed of decision-making. The ability to quickly access analytics and data visualization would have changed the entire dynamic of Alkar-Invest's operations.

What typical errors were made in manual project accounting?

Typical errors included untimely data entry, leading to outdated information; inaccuracies when summing figures from different sources; and difficulty tracking interdependencies between various projects. For example, if I didn't record all the details of a client call, I might later forget important nuances of an agreement, requiring repeated clarifications and delaying the process. Calculations often had to be redone if an error was discovered at a later stage.

How did the experience of manual accounting influence the creation of FormSpace?

The experience of manual accounting in the 90s formed my deep conviction in the need for effective planning and management tools. I personally went through the pain of lacking automation and know how valuable it is to have clear, visual, and easily accessible project information. FormSpace is my answer to those long-standing problems, embodied in a modern tool that helps avoid the chaos and errors characteristic of manual management, now in landscape design. I discussed in more detail how we work on project structure in the article "How FormSpace Helps Avoid Chaos in a Landscape Project".

What were the main tools for project management?

The main tools were ordinary stationery: pens, pencils, notebooks, notepads, document folders, and, of course, a telephone for communicating with partners and clients. Every document, whether a contract or an invoice, required physical storage and registration in corresponding ledgers. It was a world without spreadsheets, where every calculation was done on a calculator, and analysis on paper. This was a time when personal meetings and handwritten notes were the foundation of everything, for example, for creating "Unique Site Design: From Concept to Implementation".

From Notebooks to Digital Planning

My experience at Alkar-Invest in the 90s was challenging but incredibly valuable. It showed me how crucial it is to have a clear structure and effective tools for managing any business. This journey from manual records to creating FormSpace is a story of how past pain can become a catalyst for innovation. Today, I am glad to offer a tool that helps others avoid the complexities I faced decades ago, allowing them to focus on creativity and development rather than the routine of accounting.