Case studies · Jabari Ennis

Payments · Migration

Moving every customer balance to stablecoin rails, without losing a cent

Flash, July 2026. Custodial customer balances moved from the legacy USD ledger onto USDT stablecoin rails, live, with real money, under a regulated operation.

The problem

Every balance is someone's money. The move crossed both a ledger boundary and a custody boundary at the same time. That opens up double-credits, stranded balances, and dropped fees, which are the failures a money business can't have. Doing it in one shot was never an option.

The approach

A per-account state machine with idempotency keys: every step resumable after any failure, and no account can ever be moved twice.
Balances moved as Lightning payments between source and destination accounts, over the same rails customers use.
Canary first: a small batch validated end to end before phased waves covered the full account set.
Per-account locking and attempt tracking; fees captured and automatically reimbursed so customers bore zero cost.
Before-and-after snapshots, dual-ledger reconciliation into the ERP-based banking core, and a rollback path held ready throughout.

The result

5,000+ customer accounts migrated with zero funds lost and every balance reconciled to the cent. The rollback path was never needed.

AI · Operations

The ops team is three contractors and the AI agents I built

Flash runs on AI-native operations. These are production agents carrying real operational responsibility, every day.

The problem

A 24/7 money platform generates monitoring, support, and verification work. That work doesn't shrink when the team does. After launch, the engineering team was deliberately rightsized from twelve to three contractors. The workload had to go somewhere.

The approach

A multi-agent platform where each agent session runs in an isolated container with only the tools and credentials its job requires.
Sensitive actions pass through approval gates. A human approves, then the agent executes. Nothing credentialed happens silently.
Agents watch live payment flows and post anomalies to the team's channels in real time; support triage and deploy verification run through the same platform.
Built on open-source foundations, with channel adapters for WhatsApp, Discord, and Slack, so the team uses the tools it already has.

The result

On its first day live, payment-flow monitoring flagged a critical double-send defect; it was confirmed and reversed the same day. This platform is the reason three contractors can run a regulated money business.

Fintech · Back office

A banking back office on an open-source ERP

The fiat side of Flash runs on ERPNext rather than a commercial banking core. That covers bank accounts, FX, settlement, and reconciliation.

The problem

Cash-in and cash-out across JMD and USD needs double-entry discipline, managed FX spreads, and auditable records. Commercial banking cores do that at prices set for banks. We needed the same discipline on a pre-seed budget.

The approach

General-ledger integration: every platform money movement lands as proper double-entry accounting, automatically.
Split buy/sell FX pricing with automated weekly rate ingestion, so there's no manual rate entry and no drift between what customers see and what the books say.
Bank-account reconciliation and cash-out settlement workflows tied directly to customer records.
Roles and permissions defined in code and reapplied on every rebuild, so environments can't silently drift from the audited configuration.

The result

A full banking back office covering GL, FX, reconciliation and settlement, run by the same small team on open-source software.

Enterprise · PPM

The PMO product that returned $7.5M a year

Deloitte Consulting · AT&T Wireless. An IT PPM deployment on Clarity, delivered by a three-practitioner team.

The problem

An IT organization at telecom scale runs hundreds of concurrent projects against shared money and shared people. Without one system of record the waste hides. Duplicated work, stalled initiatives, decisions made off stale spreadsheets. My job was to give AT&T Wireless's IT department a PMO product that made the portfolio visible and governable.

The approach

Clarity PPM as the single system of record, covering projects, resources, and spend in one place.
Delivered as a product rather than a tool rollout. The IT organization adopted it, with governance built around how decisions actually got made.
A three-practitioner team, senior enough to work directly with executives.

The result

A PMO product that generated $7.5M in annual IT-department savings.

Consulting · Migration

Retiring a legacy project management system at a global real-estate firm

JLL (Jones Lang LaSalle). The engagement began at Deloitte and continued under Performatics Group, my own consultancy. Selection through migration to adoption.

The problem

JLL's commercial-real-estate PMO ran on a legacy project management system built for heavyweight scheduling rather than portfolio work. Replacing it was hard for one reason: the portfolio keeps running while the system underneath it changes.

The approach

Ran the selection off the PMO's real workflows instead of a feature checklist. We landed on Clarizen.
Migrated the PMO's data and processes off the legacy system onto the new one.
Drove adoption, which is the part most migrations skip, so Clarizen became how the PMO actually worked.
Led the delivery: Deloitte partners sold the engagement, and I ran it with three practitioners under me. When I moved to Performatics Group, my own firm, the work continued there, with the client relationship shared among me and my three partners.

The result

JLL's PMO moved off the legacy system and onto Clarizen, selected, migrated, and adopted, delivered by the small team I led.

How the headline claims actually happened.

Moving every customer balance to stablecoin rails, without losing a cent

The ops team is three contractors and the AI agents I built

A banking back office on an open-source ERP

The PMO product that returned $7.5M a year

Retiring a legacy project management system at a global real-estate firm

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