Reporting built around how your industry actually works
The reporting problem looks different in every industry, because the systems and the money move differently. These are the sectors where our proof already lives — though the platform works anywhere more than one system holds the answer.
Jobs completed is not the same as jobs making money.
Your job management system was built to schedule work and record that it happened. It was not built to tell you what that work cost, what it recovered, or which of your contracts is quietly losing money. That answer needs job data and finance data in the same place.
Read more →ConstructionKnow where a contract stands before it finishes.
On a long contract, the difference between a good month and a bad one is visible in the data weeks before it lands in the management accounts. The problem is that the data sits in separate places — the commercial system, the site records, the finance ledger — and nobody has time to reconcile them mid-contract.
Read more →Property maintenanceHigh volume, thin margins, and no room to find out late.
Reactive maintenance lives or dies on the aggregate of a great many small jobs. Individually none of them is worth investigating; collectively they decide the year. The only way to manage that is to see margin and performance daily, at the level of the contract and the client, rather than in a monthly pack.
Read more →Facilities managementMulti-site contracts, and no single view of whether they pay.
An FM business runs many sites under a handful of contracts, mixing planned maintenance, reactive callouts and subcontracted work. The schedule lives in one system, the cost in another and the client's SLA in a third — so contract profitability only becomes clear long after the period it was earned in.
Read more →Manufacturing & distributionMargin at contribution level, not just at year end.
A range running to thousands of lines behaves like thousands of small businesses. Some of them are carrying the rest. Company-level margin tells you the average and hides the distribution, and by the time the year-end numbers arrive the pricing decisions that caused them are long gone.
Read more →Civils & groundworksKnow the position on a job before the final account.
Plant, muck-away, labour and materials all move faster than the valuation cycle. By the time a job is reconciled, the decisions that determined its outcome were taken weeks earlier — and the same decisions have already been taken again on the next one.
Read more →Fire, security & complianceEvery certificate accounted for. Every contract measured.
This is a recurring-revenue business with a compliance obligation attached. The contract pays the bills, the remedial work carries the margin, and the certificate is the thing that has to be right. Those three live in different systems, so nobody can see how they relate.
Read more →Professional servicesUtilisation and recovery, without the month-end scramble.
In a people business the cost and the revenue are the same thing, measured differently. Time is recorded in one system, billed from another and written off in a third conversation — so the gap between the hours worked and the fee recovered is only ever visible in hindsight.
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