Systems in service.
The organisations we have partnered with so far, described in as much detail as each has approved. Where a name has not been cleared yet, the sector stands in for it.
New Zealand
Jobs are won in Salesforce and scheduled in Procore, but capacity, labour allowances and hours lived between spreadsheets and a chat thread. The forward view stopped about two weeks out, and the effect of a moved date on every other job was worked out by hand.
One platform holds capacity, allowances and hours, kept current from both systems of record so nothing is re-keyed. Each role has its own view: staff see their week and log hours against it in one tap; leads see capacity by team months ahead, jobs against allowance, and the labour demand sitting in the pipeline.
When a date moves in one system, the news finds the people it affects.
The forward view ran about two weeks. The platform carries about three months, so calls on contractors and hiring can be made with lead time instead of in response to a week that has already arrived.
Design and preconstruction were forecast in workbooks of different shapes, so their loads could not be set side by side. Both sit in one structure, and that comparison is available for the first time.
The reporting structure is the same set of records that governs whose week a lead can open. The org chart and the resourcing plan cannot quietly disagree, because they are not two documents.
Planned time, the allowance and the hours spent sit together, so the studio can see whether its allowances hold up and correct them on evidence rather than instinct.
Around 30 hours a week of administrative time recovered across the studio, plus a forward view that runs a quarter ahead and one source of truth for the numbers.
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