Technical service companies are usually running a scheduling tool, an accounting package, a spreadsheet of service agreements, and a shared mailbox. Each works. Together they cannot answer the question that decides whether the business is healthy: is this customer, on this agreement, actually profitable?
Status: product concept, in active development. This is something we are building, not something you can buy today. We publish our roadmap because the engineering thinking behind it is the useful part — and because we would rather show you the design than imply a finished product.
Designed Capabilities
- Customer, site and asset hierarchy — equipment tracked where it lives, across multi-site customers.
- Service request intake and triage — calls and emails become structured, prioritised work.
- Scheduling, dispatch and route planning — the right technician, sensibly routed.
- Offline mobile work orders — because plant rooms do not have signal.
- Checklists, photos and signatures — evidence captured at the job, not reconstructed after.
- Time, material and purchasing capture — real cost, recorded once.
- Quotes and invoice integration — the work becomes a bill without re-keying.
- Preventive maintenance and agreement profitability — which contracts make money.
Profitability Is the Feature
Dispatch software is a solved problem; plenty of it exists. What technical contractors usually lack is the line from a dispatched hour back to a specific agreement, so nobody discovers an unprofitable contract until renewal. Designing around the asset and the agreement rather than the work order is what makes that visible.
Tell us if this matches a problem you have — early input shapes what we build first, and we will give you an honest view of where it stands.