About
We build enterprise systems and we grow food. The two look unrelated until you notice that both are judged on whether the records hold up when someone checks.
17years
Operating across two industries
68
Enterprise deployments
9
Countries served
How we got here
Aureus began in 2009 as four people building finance systems for manufacturers in Ho Chi Minh City. By 2016 we were supplying our own canteen from a small estate in Lam Dong, and when the owner retired we bought it rather than lose the supply.
What was meant to be a sideline turned into a second division, because it turned out the discipline transferred. A production line and a release pipeline are both judged on the same thing: whether you can show what happened, to whom, and when.
Today the two divisions share a board, a finance function, and a delivery standard. They do not share a sales pitch, which is why this site routes you to one or the other rather than making you read about both.
17years
Operating across two industries
68
Enterprise deployments
since 2009
9
Countries served
240
People on staff
Mission
To be the supplier a client does not have to check up on. That is a lower bar than most mission statements aim at and a considerably harder one to clear.
In practice it means publishing the certificate number rather than the certificate logo, naming a duration and a deliverable against every stage of work, and saying plainly when the honest answer is that you should buy something else.
Values
We publish certificate numbers, issuers, and expiry dates. If a claim cannot be verified, it does not go on the site.
The same delivery discipline governs a production line and a release pipeline: measure, document, hand over cleanly.
Seventeen-year relationships with growers and clients alike. We optimise for the second decade, not the first quarter.
Why clients stay
Fixed go-live dates backed by a written scope. Seven years without a failed go-live across 22 ERP deployments.
ISO 9001 and 27001 on the technology side, GlobalG.A.P. and HACCP on the agricultural side. Audited annually, both.
Operations and staff in-country, contracts and reporting in the standards your procurement team already uses.
Every engagement ends with handover documentation and a named contact who is still here in three years.
History
2009
Four people building finance systems for local manufacturers.
2013
Three plants, one chart of accounts, and the delivery discipline that still governs how we work.
2016
The farm that had supplied our canteen became the second division.
2018
Both audited by Bureau Veritas and BSI, and re-audited annually since.
2020
GlobalG.A.P. certification achieved, and green coffee shipped to Germany.
2022
Trade and partnership function established closer to buyers.
2024
Evaluation-first approach; nine models now running in client production.
2026
Two divisions, one governance standard, and 91 people past their fifth year.
How we work
The same four stages govern a software rollout and a supply agreement.
We map what you actually run today — systems, plots, people, and the constraints nobody wrote down.
Target architecture or production plan, sequenced so the risky parts are proven first.
Build, test, and cut over in planned increments with your team beside ours the whole way.
Named engineers or agronomists against a written SLA, with quarterly reviews you can hold us to.
Leadership
Not a board photograph. These are the people whose names go on the commitments.
Group Chief Executive
Founded the technology business in 2009 after eleven years in enterprise systems at a regional integrator. Led the acquisition of the Cau Dat estate in 2016 and now chairs both divisional boards.
Managing Director, Technology
Twenty-two ERP implementations as lead consultant before taking over delivery in 2019. Owns the fixed-date commitment and the record behind it.
Director, Agricultural Operations
Agronomist by training, thirty years in Vietnamese coffee. Designed the plot-level traceability discipline that the division is now audited on.
Independently verified
Issuer, certificate number, and expiry for each. Audited annually, and re-audited every year since 2018.
Quality management — software delivery and managed services
Information security management across all delivery centres
Good agricultural practice — coffee, cashew, dragon fruit
Hazard analysis and critical control points — both facilities
Food safety management system — processing and packing
Certified organic plots and separated processing lines
Recognition
Listed with the issuer and the year, including the one we did not win.
2025
Enterprise Solutions
VINASA
2025
Speciality Coffee
Vietnam Coffee & Cocoa Association
2024
Mid-size employer
Anphabe
2024
Smallholder programmes
Rainforest Alliance
We have bought software from them and we have bought coffee from them. The reason we kept doing both is that the paperwork is always right and nobody has ever tried to talk us out of a specification.
Marcus Feld
Group Procurement Director, Cascade Retail
Accreditations
Tier labels are the ones the vendor granted us, not the ones we would prefer.
Next step
The projects that went badly, the sustainability targets we are behind on, the certificate that expires soonest. We would rather answer now.
We reply within 1 business day.