About Kyntrax

Kyntrax is a process‑driven enterprise resource planning (ERP) system designed to organise and support business operations along real operational processes rather than merely handling data. It was developed by Hungarian entrepreneur and former anti-terrorist special forces operative Joseph Bakus, who has been evolving it since 2008. In Kyntrax, quality assurance, traceability and auditability are not additional features or external compliance layers, but part of the core operational logic and architecture of the platform itself.

Kyntrax achieved 100% compliance in an ISO 9001:2015 quality management audit conducted by German-based technology assessment organisation TÜV‑SÜD, and has been used by clients for over 12 years now on more than 3,000 projects with 100% annual customer satisfaction scores. The system has been incorporated into courses offered by Hungarian academic institutions Széchenyi István University and Budapest University of Technology and Economics and Cloud Development and Services has achieved the Digitally Prepared Enterprise (DFV) EU‑compatible certification.

The Challenge

Joseph used Inngot’s platform for identifying and valuing IP to give him a starting point for the value of the core Kyntrax ERP IP, so that he can see how that value will be affected by his planned next step, which will involve integrating AI into the platform. He intends to repeat the Inngot valuation process once the AI elements have been operational for a while.

As he explains: “The next evolutionary step of the system is the integration of Kyntrax AI. It was important for me to establish a clear baseline showing the value of the ERP layer itself, so that the additional value created by the later AI layer can be understood in comparison.”

Joseph adds: “In the longer term, the goal is to evolve Kyntrax into an Operational Intelligence Platform with a self-learning AI OS layer. This layer will interpret organisational operations in real time, support managerial decision-making, detect risks and inefficiencies, generate autonomous recommendations, issue early warnings, and forecast likely operational outcomes. The intention is not to replace management responsibility, but to create an intelligent, auditable decision-support environment that continuously learns from real organisational behaviour and helps optimise processes over time. In this evolution the conscious management and protection of intangible assets will play an increasingly important role.”

When he started developing Kyntrax, he observes, “I had no previous exposure to ERP systems such as SAP or other enterprise platforms. As a result, the system did not emerge from copying existing software logic, but was built entirely from my own operational experiences, real business needs and the system logic I developed over time. The result was an approach that organises corporate operations fundamentally around processes and decision logic.”

His previous experience as a police special‑forces officer, and that background “shaped my operational mindset: I do not like leaving ‘doors open’ in systems. I prefer environments that are secured, structured and controllable. This thinking became one of the core principles of Kyntrax: business processes should be closed, traceable and controllable.”

He says it quickly became clear during development that a significant portion of the system’s value is in potentially hidden intangible assets – know‑how, methodology, software architecture, process models and operational logic all represent considerable business value, yet from the outside they are often difficult to see or quantify. He was looking to the Inngot platform to help him make these intangibles visible and assign a value to the core Kyntrax IP assets.

The Result

“Inngot’s tools helped me systematically think through the IP elements and intangible assets connected to the project and how they can be interpreted from a business perspective. What I found particularly useful is that the process guides the user through structured questions, forcing one to consciously analyse the value structure behind the development.

Overall, my experience was positive. The system helped me understand more clearly how technological and methodological knowledge can be structured from a business perspective. During the process, a few questions required clarification, but the Inngot team was supportive whenever something needed explanation.”

An important lesson for him, he admits, “was that companies often underestimate the importance of intangible assets. The real value of a technology project frequently lies not simply in the software code but in the knowledge, methodology and business logic behind it. A structured IP valuation process can help make these values visible and communicable not only from a legal perspective but also from a business perspective.”

In conclusion, “what I found most valuable in the Inngot process is that it helped make visible the intangible assets that form the real backbone of an innovation.”