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Operations

Delivery startsbefore anyone remembers to start it.

Every project, task and service case attached to the customer paying for it. The moment an agreement is signed the work to fulfil it already exists, already has owners chosen by who has capacity, and already has a date. Here is the week that comes out of it, with the one problem in it already found.

Book a demo See the full loop
This week's capacityMon · Tue · Wed · Thu · Fri
Dana R · Field lead
32 / 38h
Northgate installMon–Wed
Harlow surveyFri
Marcus O · Fitter
44 / 38h
Kerrison retrofitMon–Thu
Bellamy calloutThu–Fri
Priya N · Fitter
27 / 38h
Voss fit outTue–Wed
Bellamy calloutThu–Fri
Tom L · Surveyor
36 / 38h
Harlow surveyMon
Meridian scopeWed–Fri
Amy K · Coordinator
30 / 38h
Northgate coordinationMon–Fri

Illustrative week from a demonstration workspace. Names, jobs and hours are examples and do not represent a customer result.

THE FOUR WAYS DELIVERY GOES WRONG

6working days
Between the signature and delivery hearing about it

The agreement is signed on Thursday. Delivery finds out the following Wednesday, in a meeting, second hand. Six days of goodwill gone before anyone has done anything wrong. This is the most common way a good sale turns into a difficult account.

3weeks stale
The age of the capacity picture when you commit

Capacity lives in one person's head and in a sheet last touched three weeks ago. You find out you over promised when somebody misses a date, which is the one moment you cannot fix it quietly.

9days unlinked
How long a service issue sits without reaching the account

It lands in a shared inbox with no link to the customer, the agreement or the renewal date. By the time it reaches the account owner it is no longer an issue, it is a conversation about trust.

1month late
When you find out what the job actually cost

Hours are guessed at period end, materials are in an email thread, and the margin on delivered work is an opinion. You cannot price the next one properly without it.

WHAT YOU ACTUALLY DELIVER

Most delivery work is four or five shapes, repeated.

Which is good news, because a shape that repeats can be a template, and a template can be attached to an event rather than to somebody remembering. Each of these opens itself, builds its own task list and assigns owners from live capacity.

New install
Opens on: Agreement signed9 tasks over 3 weeks
  1. 01Site survey booked
  2. 02Materials reserved against the job
  3. 03Crew assigned on capacity
  4. 04Install window confirmed with the customer
  5. 05Sign off and photographs filed
Retrofit
Opens on: Start date reached12 tasks over 4 weeks
  1. 01Existing condition recorded
  2. 02Access and permits confirmed
  3. 03Staged crew plan built
  4. 04Interim check at the halfway point
  5. 05Handover pack produced
Service callout
Opens on: Case raised on an account5 tasks, same week
  1. 01Case attached to account, job and agreement
  2. 02History read and summarised
  3. 03Slot offered from live capacity
  4. 04Parts checked before the visit
  5. 05Outcome written back to the record
Renewal review
Opens on: Ninety days before the date6 tasks over 2 weeks
  1. 01Delivery record pulled for the term
  2. 02Open cases and complaints listed
  3. 03Usage against what was sold compared
  4. 04Account owner briefed with the evidence
  5. 05Conversation booked before the window closes

Illustrative templates. Yours are built from how work actually flows today, including the part where somebody messages a colleague to check whether a job has started.

WHEN SOMETHING GOES WRONG

The person who picks it up already knows all of this.

A service case is only expensive when it arrives without context. Here is what is attached to one the moment it is raised, assembled before anybody has read it.

Case 4417, raised 08:41Unit in the east wing is cycling on and off overnight
AccountNorthgate Facilities, customer since March 2023
Payment behaviourEleven of the last twelve invoices paid on time
This jobInstall completed 14 days ago, signed off on site
AgreementTwo year term, renewal window opens in 71 days
Open moneyOne invoice outstanding, $14,280, not yet due
HistoryNo previous service case on this account
Who owns itDana R delivered it, Amy K coordinates the account

Read the last three lines together. A good customer, an invoice not yet due, and a renewal window opening in ten weeks. That is not a ticket, it is a renewal risk, and it is visible as one before anybody has picked up the phone.

WHAT OPERATIONS COVERS

The work, the people, and what it actually cost.

One board for internal and customer workBoard, list or calendar. The same projects viewed the way each team prefers to see them, with no second tool for client work.
Templates that fire on real eventsA signed agreement, a renewal date, a status change. The task list appears because something happened, not because somebody remembered.
Capacity before you commitWorkload per person and per team, visible at the moment you are deciding whether to take the work, not in the retrospective.
Service cases on the customer recordThe issue sits beside the agreement, the invoice and the delivery history, so whoever picks it up already knows the context.
Time, usage and materials on the jobWhat the work actually consumed, tracked against the thing being delivered, so profitability is a fact rather than an estimate.
Files, notes and decisions in one placeThe scope, the change request and the thing somebody agreed on a call, attached where the next person will look for it.

WHERE THIS CONNECTS

Delivery sits between the sale and the money.

CRM

Where the agreement that opened this work was signed

Finance

What the job cost against what it earned

People

Hiring against the capacity gap this week exposed

FOR OPERATIONS LEADERS

Bring next week to the call.

The real one, with the jobs you have already promised and the people you have to do them with. We will build it on the grid and show you where it breaks before your customers find out.

Book the capacity review The hiring side
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Operations

Delivery startsbefore anyone remembers to start it.

Every project, task and service case attached to the customer paying for it. The moment an agreement is signed the work to fulfil it already exists, already has owners chosen by who has capacity, and already has a date. Here is this week, with the one problem in it already found.

Book a demo See the full loop
Delivery week, crew against capacityWeek beginning Monday
CommittedOver capacityProposed move
CrewMonTueWedThuFri
Dana RField lead32/38h
Northgate install
Harlow survey
Marcus OFitter44/38h
Kerrison retrofit
Bellamy calloutOverlaps the retrofit
Priya NFitter27/38h
Voss fit out
Bellamy calloutProposed, 11 hours free
Tom LSurveyor36/38h
Harlow survey
Meridian scope
Amy KCoordinator30/38h
Northgate coordination

Marcus is at 44 hours against 38. Two jobs overlap on Thursday, and nobody had to notice it in a meeting. The clash was raised at 07:00 on Monday, before a date was promised to anybody.

The dashed block is the proposed fix. Priya has eleven hours free and the same qualification, so the callout moves. A person approves the move. Nothing is reassigned quietly behind a manager.

Illustrative week from a demonstration workspace. Names, jobs and hours are examples and do not represent a customer result.

The four ways delivery goes wrong

None of these are people problems. They are handover problems.

Ask any operations leader where the month goes and you get the same four answers. Each one is a gap between two systems that do not talk, papered over by somebody being diligent. Operations only has one currency, so each is priced in it.

6working daysBetween the signature and delivery hearing about itThe agreement is signed on Thursday. Delivery finds out the following Wednesday, in a meeting, second hand. Six days of goodwill gone before anyone has done anything wrong. This is the most common way a good sale turns into a difficult account.
3weeks staleThe age of the capacity picture when you commitCapacity lives in one person's head and in a sheet last touched three weeks ago. You find out you over promised when somebody misses a date, which is the one moment you cannot fix it quietly.
9days unlinkedHow long a service issue sits without reaching the accountIt lands in a shared inbox with no link to the customer, the agreement or the renewal date. By the time it reaches the account owner it is no longer an issue, it is a conversation about trust.
1month lateWhen you find out what the job actually costHours are guessed at period end, materials are in an email thread, and the margin on delivered work is an opinion. You cannot price the next one properly without it.

Nobody in this list is doing anything wrong. Every one of the four is a consequence of the work living in a different place from the agreement that created it. Close the gap and the diligence gets spent on the customer instead of on the seams between your tools.

What you actually deliver

Most delivery work is four or five shapes, repeated.

Which is good news, because a shape that repeats can be a template, and a template can be attached to an event rather than to somebody remembering. Each of these opens itself, builds its own task list and assigns owners from live capacity.

New install
Opens on: Agreement signed9 tasks over 3 weeks
  1. 01Site survey booked
  2. 02Materials reserved against the job
  3. 03Crew assigned on capacity
  4. 04Install window confirmed with the customer
  5. 05Sign off and photographs filed
Retrofit
Opens on: Start date reached12 tasks over 4 weeks
  1. 01Existing condition recorded
  2. 02Access and permits confirmed
  3. 03Staged crew plan built
  4. 04Interim check at the halfway point
  5. 05Handover pack produced
Service callout
Opens on: Case raised on an account5 tasks, same week
  1. 01Case attached to account, job and agreement
  2. 02History read and summarised
  3. 03Slot offered from live capacity
  4. 04Parts checked before the visit
  5. 05Outcome written back to the record
Renewal review
Opens on: Ninety days before the date6 tasks over 2 weeks
  1. 01Delivery record pulled for the term
  2. 02Open cases and complaints listed
  3. 03Usage against what was sold compared
  4. 04Account owner briefed with the evidence
  5. 05Conversation booked before the window closes

Illustrative templates. Yours are built from how work actually flows today, including the part where somebody messages a colleague to check whether a job has started.

When something goes wrong

The person who picks it up already knows all of this.

A service case is only expensive when it arrives without context. Here is what is attached to one the moment it is raised, assembled before anybody has read it.

Case 4417, raised 08:41Unit in the east wing is cycling on and off overnight
AccountNorthgate Facilities, customer since March 2023
Payment behaviourEleven of the last twelve invoices paid on time
This jobInstall completed 14 days ago, signed off on site
AgreementTwo year term, renewal window opens in 71 days
Open moneyOne invoice outstanding, $14,280, not yet due
HistoryNo previous service case on this account
Who owns itDana R delivered it, Amy K coordinates the account

Read the last three lines together. A good customer, an invoice not yet due, and a renewal window opening in ten weeks. That is not a ticket, it is a renewal risk, and it is visible as one before anybody has picked up the phone.

What operations covers

The work, the people, and what it actually cost.

One board for internal and customer workBoard, list or calendar. The same projects viewed the way each team prefers to see them, with no second tool for client work.
Templates that fire on real eventsA signed agreement, a renewal date, a status change. The task list appears because something happened, not because somebody remembered.
Capacity before you commitWorkload per person and per team, visible at the moment you are deciding whether to take the work, not in the retrospective.
Service cases on the customer recordThe issue sits beside the agreement, the invoice and the delivery history, so whoever picks it up already knows the context.
Time, usage and materials on the jobWhat the work actually consumed, tracked against the thing being delivered, so profitability is a fact rather than an estimate.
Files, notes and decisions in one placeThe scope, the change request and the thing somebody agreed on a call, attached where the next person will look for it.
Where this connects

Delivery sits between the sale and the money.

CRMWhere the agreement that opened this work was signed
FinanceWhat the job cost against what it earned
PeopleHiring against the capacity gap this week exposed
For operations leaders

Bring next week to the call.

The real one, with the jobs you have already promised and the people you have to do them with. We will build it on the grid and show you where it breaks before your customers find out.

Book the capacity review The hiring side
KastorBook a demo

See your own week run on one record.

Bring one department and a real week of work. In about thirty minutes we put it through Kastor: an enquiry arriving, moving through your stages, becoming a signed agreement, becoming an invoice, and landing in margin. The same record the whole way, with agents doing the parts nobody should be doing by hand.

  • Your enquiry to cash loop on one record, with the handovers taken out
  • Agents that write the invoice and chase it, not agents that answer questions
  • What your receivables number is today, and what it looks like after
  • Your model running inside your own environment, with the data staying there
No trial signup and no card details One follow up, then we stop Your data stays in your environment We bring the questions, you bring one real week

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What happens next

Three steps, and no sales process hiding behind them.

A demo request usually buys you a discovery call, then a qualification call, then a demo. This is one call, and the useful part of it happens in the first ten minutes.

01

A reply within one business day

Two or three times to choose from, and one question back so the call starts in the right place rather than starting at the beginning.

02

Thirty minutes on your own numbers

Not a slide deck. One department, one real week of work, and the loop running against it while you watch. Bring whoever argues with the numbers.

03

You keep the map either way

A written view of every point where your current setup asks a person to carry something between two systems. That is yours whether you go further or not.

Before the call

Three pages worth reading while you wait for the reply.

Lead to cashThe single argument the whole demo is built on
SecurityWhere your model runs and where your data stays
ControlWhat the owner sees when everything runs on one record

Not ready to book anything?

Fair enough. Read the lead to cash page instead. It makes the whole case in about six minutes and asks nothing of you. When it stops being theoretical, the form is still here.

Read that first