Operations · Run the company
The team, the day, and the margin
Once the work is won, someone has to run it. Assign it, clock it, scope who sees it, and know at the end of the month whether it was worth doing.
Assign the day
Tasks with dependencies, a Gantt-style timeline for the whole team, and appointments that don’t collide. Chain the steps that have to happen in order, and start from a project template so the same job is set up the same way every time.
Put a clock on it
A one-tap timer on any task — on the job site, from a phone. Hours roll straight into the invoice, you can see what each person has left against their contracted hours, and you get an alert before you burn through the hours you promised.
Map the org
Departments and a reporting hierarchy that scope who sees what, so a rep isn’t reading payroll and a designer isn’t reading the pipeline. Every manager signs off on their own team’s day, and every cost lands on the team that spent it.
Automate the follow-through
When something happens, run what should happen next — send the templated message, award the points, move the stage. An automation adds and informs: it never decides, never approves, never destroys, and never moves money.
Know if it was worth it
Budget against actual per department, a year planned and reviewed each quarter, trend lines you can watch move, receivables bucketed by age, and clients sorted by what they actually leave you — with what you really pay people behind every hour. It ends in one sentence you either like or you don’t.
The part nobody else ships
Work that pays off.
Points come from work a client or a second person confirmed — creating a task is worth zero, forever, and no setting can make it score. Standings move live and stay scoped per department. A decider approves every bonus, and you pay it through your own payroll.
Streaks and badges are on Pro. Bonus programs, the leaderboard and the Race are Business — that layer touches money.
One record, not six copies
Six tools can’t hand the quote to the invoice
A CRM, an e-signature tool, an invoicing tool, a project tracker, a time tracker and a help desk. None of them can make the quote your client approved become the invoice they pay, because it was never the same record. You re-key it. Then you pay six bills on six different days — and not one of them is a place your client can log in.
Category prices are illustrative, competitor-neutral placeholders.
Work that comes in an order
Five tasks. One card. One order.
Measure, quote, order, install — some work is a sequence, and a chain lays the whole sequence out from the start. Every task knows it is step three of five, the ones after it say Waiting, and the next person is told the moment it becomes their turn. On every board the whole thing is one card, sitting in the lane of whoever’s turn it is.
Web and phone
The work is on the phone.
The board and its lanes, a chain as one card, the drag that reassigns it, a one-tap timer, chat and its links, appointments, files, the expense you photograph and the one you approve — your team does all of it from a phone, and so do you. Your client gets the app too, and still never costs you a seat.
What stays on the desk is what you set up and what you account for: composing an invoice, building a template, writing an automation, the budget and the profitability lenses.
Ready when you are
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