Short answer: When an Odoo specialist finishes a project and leaves, the reasons behind your system's setup can leave with them. To prevent this, decisions are documented in Uzbek or Russian, an internal Odoo owner is trained inside the company, and knowledge stays with a long-term partner in the same city. Deep Vision, an Odoo Gold Partner in Tashkent, hands over projects exactly this way.
Many companies bring in an Odoo specialist only for the implementation period, often from Dubai or any other country. The system goes live, the specialist flies home, and for a few months everything runs. Then a new branch opens, the discount policy changes or the chief accountant leaves, and it turns out nobody in the company can explain the logic inside the system. This article covers how to spot that risk early, check for it and reduce it.
What does a company lose when its Odoo specialist leaves?
Knowledge loss is when the system still works, but nobody inside the company can explain why and how it was configured.
A typical case. A wholesale company hired a specialist from Dubai or another country, say from Europe or Turkey, to implement Odoo. They came for several visits and set up pricelist rules, warehouse routes, automated actions and a couple of custom modules. Six months later the company opened a regional warehouse. Now nobody knows which rule gives which price to which customer, or why stock moves between warehouses on its own. The discussion lives in an English chat thread, and the code sits in the specialist's personal account.
What usually "leaves" with the specialist:
- Why the chart of accounts and tax settings were chosen that way.
- The logic of pricelists, discounts and bonuses.
- Warehouse routes and receiving and shipping steps.
- Automated actions, scheduled jobs and their conditions.
- The code of custom modules and where it is stored.
- Access rights: who sees what, and why.
- Logins and keys for integrations, for example Didox or the bank.
Each item is small on its own. Together they are how your company's way of working is "written down" inside the system.
Why is the risk higher with a team from Dubai or another country?
It is not about skill. A team working from Dubai or any other country is often made up of strong professionals. But it faces built-in disadvantages when delivering a project in Uzbekistan properly: it cannot be on site all the time, it has to learn the local context first, and after go-live accountability sits far away.
To be fair, Dubai is only one hour behind Tashkent, so time zones are not the real issue. The real issue is this: after go-live the specialist moves on to the next projects at home, documents are written in their working language, and your storekeeper cannot simply call them with a quick question. The knowledge lives in one person's head, and that person is not nearby.
People and skills matter in any digital change. According to BCG research, high-caliber talent is one of six factors that raise the odds of transformation success from 30% to 80%, yet only one in four organizations cleared the bar on that factor. Having knowledgeable people close to the business is rare, and worth protecting.
How do you keep Odoo knowledge inside the company?
Keeping knowledge means tying configuration logic, code and access to the company itself, not to one individual.
What works in practice:
- A decision log: for each important setting, a short note on what was done, why and who approved it, in Uzbek or Russian.
- Role-based guides: separate short instructions for cashier, storekeeper, accountant and manager.
- Short screen videos of the most frequent operations.
- Code stored in a repository owned by the company, with company-controlled access.
- Administrator password and server details held by company management.
- A formal handover at the end of the project, where the internal owner tests everything hands-on.
- A yearly review of the configuration together with the partner.
We describe the implementation stages in our Odoo ERP implementation guide, and common pitfalls in 7 ERP implementation mistakes.
Who should be the internal Odoo owner?
An internal Odoo owner is an employee who knows the company's processes well and answers first-line questions about the system.
They do not need to be a programmer. Often it is the chief accountant, an operations manager or the warehouse head. Their tasks: train new staff, change simple settings themselves, turn complex requests into clear tasks for the partner, and keep the decision log. Give them a few hours a week, or the role stays on paper.
A train-the-trainer approach works well: the partner first trains the internal owner, who then trains colleagues in their own language on the company's own data. For first steps, see our beginner's guide to using Odoo.
Can you hire an Odoo specialist in Uzbekistan?
Yes, and it gets easier every year. Odoo is taught with Deep Vision at 3 universities, reaching 300+ students a year. Deep Vision has run 4 hackathons, 3 seminars and an online Odoo course. Odoo itself holds events in Tashkent up to 3 times a year. The Odoo interface is also available in Uzbek, translated by the Deep Vision team; see Odoo in Uzbek.
So even if your internal owner leaves, finding a local hire who already knows Odoo is much easier than it used to be. When hiring, use a small practical task rather than theory questions: for example, create a new pricelist or correct a stock quantity.
Buyer's self-check
Before signing a contract, ask:
- Which documents are handed over at the end, and in which language?
- Whose repository holds the custom module code?
- Who will hold administrator rights and server access?
- Is training the internal owner part of the plan?
- Will there be role-based guides and video lessons?
- Who do you contact after go-live, and how?
- Can the partner come and work at your premises?
How does Deep Vision hand over knowledge?
Deep Vision is an official Odoo Gold Partner in Tashkent. As shown on its partner page on odoo.com, the team has 7 certified experts (v17 to v19) and 89% customer retention. Under Odoo's official partner requirements, Gold requires at least 6 certified experts and at least 80% retention.
The team includes experienced specialists who understand industries and finance, not only programmers. So knowledge is handed over not just at the level of "which button to press" but "why the accounting works this way". Communication and training happen in Uzbek and Russian, and the office is in Tashkent at Shahrisabz street 25, so the team stays close after the project. More about us: why Deep Vision.
To discuss your project, fill in a short brief or see our Odoo implementation service.
Frequently asked questions
Do you still need a partner after go-live?
Usually yes. Your business changes and new Odoo versions are released. The internal owner handles daily questions; the partner helps with complex changes and upgrades.
How much time does an internal Odoo owner need?
It depends on company size. In a small company a few hours a week is enough; in a large one it can be a dedicated role.
Who should own the custom module code?
Put it in the contract. At minimum, the company should hold a copy of the code and access to it.
What if documentation is only in English?
If the one employee who reads it leaves, the document becomes practically useless. Ask for the main guides in the language your team works in.
Where can you find staff who know Odoo?
University course graduates, hackathon participants and Odoo events in Tashkent are good sources. You can also ask your partner for recommendations.
Sources
- Deep Vision in the Odoo partner directory
- Odoo partnership tiers and requirements
- BCG: improving the odds of digital transformation success
Want your Odoo knowledge to stay in your company? Fill in the brief or call +998 77 093 00 07.