Your technicians are good at the work. They're not good at paperwork, and they shouldn't have to be. We capture what happens in the field, push it straight into your accounting system, and get your invoices out the same day — so you stop losing money between the job and the payment.
Not in the work. Your people do the work well. It leaks in the twenty minutes nobody accounts for.
A technician finishes a call. He knows what he replaced, roughly how long it took, and whether he'll need to come back. Some of that gets written down. Most of it lives in his head until Friday, when somebody in the office tries to reconstruct a week's worth of jobs from memory and a handful of photographs.
Then the predictable things happen:
None of this is a technology problem in the usual sense. It's a capture problem. The information exists — it's standing in someone's kitchen holding a wrench. The job is getting it out of his head and into your systems without making his day harder.
Everything begins with capture in the field. Everything else is what becomes possible once that data is clean and arriving on time.
Your technician photographs the unit, taps the parts he used, and hands the phone over for a signature. Thirty seconds, no typing. The job card is complete before he's back in the truck.
The completed job becomes an invoice automatically — priced from your rules, posted to QuickBooks or your ERP, sent the same evening. No re-keying, no Friday reconstruction.
Photographs and a voice note from site become a priced, branded estimate while the customer is still deciding. The firm that quotes first usually wins the job.
Invoice and document processing, accounts payable and receivable, supplier bills read and coded automatically. The administrative work that grows with your headcount but shouldn't.
Every call answered, qualified, and booked into your existing schedule — including at 9pm on a Sunday. Real emergencies reach you. Everything else is handled and waiting in the morning.
Which jobs made money. Which customers cost you. What's owed and how old it is. Cash for the next thirteen weeks. Ask it in plain English instead of waiting for a month-end pack.
Automation nobody watches is a liability. Every build comes with a named person responsible for it — monitoring, tuning, and answering the phone when a supplier changes their invoice format at 2am. $2,000–$6,000 per month depending on what's running. This is not optional and we'd rather not work with anyone who wants it to be.
Thirty minutes, free. You tell us where the week goes. We tell you honestly whether it's worth fixing — and sometimes the answer is that a $50-a-month product already does it, in which case we'll say so and send you the link.
Two weeks. We ride along, watch how jobs actually get recorded, and put a number on what it costs you — in days to invoice, in parts never billed, in hours never recovered. You keep that analysis whether or not you hire us.
Not a platform. One workflow, working end to end, live with real technicians in weeks. If your crew won't use it we'd rather find that out on a small build than a large one.
Once capture is running, everything downstream gets easier — invoicing, estimating, the back office, the numbers. We add the next piece when the last one has proven itself, and somebody stays responsible for all of it.
Most firms in this business will only offer you one. We think you should choose.
A defined scope, a fixed price, paid against milestones. You see each piece working before the next payment. Straightforward, predictable, and easy to get through whoever approves your spending.
Little or nothing up front. We agree what we're going to improve and how we'll measure it, then we take a share of what we actually create. If it doesn't work, you don't pay for it.
Why we're willing to do the second one. Because our incentive should be to make you succeed. The more you grow, the more we make — and if we can't move your numbers, we haven't earned anything. Most vendors sell you a licence and leave the risk with you. We'd rather share it.
Between us we've spent careers inside the finance and operating systems of Google, Accenture, HP and Deloitte. We're applying the same thinking to companies where it actually changes someone's week.
Thirty years in finance and systems transformation at Deloitte, HP and Google, including one of the largest ERP finance transformations in technology. At Google his teams shipped production AI that replaced manual invoice entry across procurement and accounts payable. He builds the systems himself.
Managing Director at Accenture, where he designs and delivers complex ERP transformation programmes. Previously global SAP digital innovation lead at HCL and a solutions architect at Hewlett Packard Enterprise, working with companies including Coca-Cola, Disney and P&G.
Placeholder pending Albert's confirmation. Spent his career serving small and mid-sized service businesses — the back office, the books, and the operational reality of running a company at this scale. He knows what actually happens in these businesses, which is a different thing from knowing what should happen.
Why it matters that there are three of us. Most people who can build this have never run a back office. Most people who understand your back office can't build. And most people who can do either have never made enterprise software talk to a small company's accounting system. You need all three, and it is genuinely hard to find them in one room.
That's the right worry and it's the one we design around. If capture takes more than about thirty seconds or requires typing, it fails — we've seen it fail. So the technician's part is photographs and taps, no keyboard, and it works with no signal. Before we build anything, we put a rough version in front of your crew and watch what they do with it. If they won't use it, we'd rather learn that in week two than month six.
Those are products; you buy a licence and the implementation risk is yours. We're a service — we build around how your business already works, make it talk to your existing accounting system properly, and stay accountable for whether it's actually used. If a good off-the-shelf product genuinely solves your problem, we'll tell you to buy it. Frequently the issue isn't the scheduling software, it's that nothing downstream of it is connected.
No, and we'd usually advise against it. Most of the value comes from connecting what you already own rather than replacing it. If you're on QuickBooks and a scheduling tool, that's a fine foundation — the gap is normally between them.
No. What goes away is the re-typing, the Friday reconstruction, and the chasing. She stops being a data entry clerk and starts being someone who can tell you which customers are worth keeping. In practice the companies that do this well don't shrink their office — they stop needing to grow it as they add trucks.
It stays yours, and we'll tell you exactly which systems connect and what leaves your building before anything is signed. Where we use AI models, we use commercial terms under which your data is not used to train anything. Where you'd rather everything stayed in your own cloud account, we'll build it that way instead.
Two weeks to measure, then typically four to eight weeks to a first workflow running with real technicians. The slow part is almost never the building — it's getting credentials, approvals, and straight answers about how the current process really works.
Thirty minutes, no charge, no deck. If what you need isn't something we should build, we'll say so on the call.
What to expect
A conversation about your business, not a product demo. If it's a fit we'll propose two weeks of measurement. If it isn't, you'll get a straight answer and a suggestion.