An inspection and service company runs on promises. A contract is a promise to be at a building on a schedule. A quote is a promise of work if it lands. An invoice is a promise of cash on a date the customer chooses. Until now those promises could only be seen one at a time, in the contract, the quote log and the AR report, never added up across the next year.
The five pages below add them up. Nothing new has to be entered for any of them. The one optional input, monthly revenue targets, lives in Settings and takes about ten minutes a year.
Revenue Outlook
Open Revenue OutlookWho it is for
The owner, and whoever answers to a bank, a partner or a buyer.
Without it
"How much of next year is already sold?" means opening every contract and adding it up, or guessing. Pipeline is whatever the sales person says it is. Renewal exposure is discovered after the agreement has ended.
What it shows
Twelve months of revenue, one bar per month, split by how sure each dollar is: contracted, on the calendar, weighted pipeline, unqualified quotes, and at risk on expiring agreements. A target line runs across it. Future work is priced from what that building actually paid last time, so the figure is evidence, not opinion.
What it is worth
- Sold-forward visibility. The committed layer is the number a lender or an acquirer asks for first, and it is on screen at any moment rather than assembled for the occasion.
- A sales to-do list that costs nothing. The unqualified band is every quote nobody has scored. Each one moves into the weighted forecast the moment someone sets a confidence.
- Renewal exposure months early. The at-risk cap shows what an unrenewed manual agreement takes with it, in the month it would go.
- Office accountability. Filter to an office and the chart, the target line and the cards become that office's own.
Pays for itself the first time a manual-renewal agreement worth a year of inspections is called three months before it ends instead of one month after.
Cash Outlook
Open Cash OutlookWho it is for
The owner, the bookkeeper, and anyone who has ever moved money to make payroll.
Without it
Revenue on paper and cash in the bank drift apart, and the only cash report is AR Aging, which says what is late but not what will arrive when. A strong invoicing month on Net 60 terms to slow payers can still miss a payroll run.
What it shows
Thirteen weeks of expected cash, week by week. Each open invoice is placed in the week that customer usually pays, learned from that customer's own history. Finished-but-unbilled work, upcoming subscription billing and dated work in the window are added on the same terms. Field payroll and fleet costs are drawn below the line, with a running net.
What it is worth
- Payroll planned against collections, not the balance. Collectable in 30 Days is the figure to plan the next two pay runs against.
- Doubtful money kept out of the plan. Anything more than 90 days past due is held aside and shown separately, so it never inflates the forecast.
- The cost of slow invoicing made visible. Uninvoiced Work is money sitting in the Billing Queue and in draft invoices. A morning of invoicing moves it into the inflows.
- Honest about what it excludes. The net is labelled Net Before Overhead. Rent, insurance and office salaries are not in InspectSync, and the page says so.
Pays for itself the week you see a dip four weeks out, clear the Billing Queue on Tuesday, and the dip is gone by Friday.
Workload & Capacity
Open Workload & CapacityWho it is for
The office manager, the scheduler, and the person who decides when to hire.
Without it
Scheduling is done a week at a time. Nobody can see that March will need 900 technician hours against 640 available, or that most of the sprinkler work coming due sits in a region with one qualified person. Hiring is reactive and training is guesswork.
What it shows
Twelve months of hours owed, stacked by where they come from (calendar jobs, contract occurrences not yet generated, project punch lists, accepted service quotes), against a line for hours available: every field technician, the company work week, less approved time off. A Coverage Gaps table names each type of work whose projected hours exceed what the qualified technicians can give.
What it is worth
- Hire on evidence. Peak Month says when the crunch arrives and how big it is, with enough lead time to recruit, borrow or move work.
- Train on evidence. Coverage Gaps says which certification to invest in next, in hours, by type.
- Nothing lost in the cracks. Unscheduled Backlog is every hour on jobs with no date at all: owed work that sits in no month and is easy to forget until a customer calls.
- Same arithmetic as the scheduler. Supply is the model the Routing Workbench already places jobs with, so the forecast and the daily schedule agree by construction.
Pays for itself at the first seasonal peak that is staffed in advance, or the first time overtime in a peak month is weighed against a hire and the hire wins.
Obligations Calendar
Open Obligations CalendarWho it is for
The office manager, the account managers, and the compliance-minded owner.
Without it
A contract is a promise to be at a building on a schedule, and the system generates the job only a few weeks ahead. Everything past that horizon is invisible. If the job generator stops, nobody finds out until a customer asks where the technician is.
What it shows
Month by month: contract occurrences due, whether or not the job exists yet; how many already have a job; how many are inside their lead time with none. Agreements ending, each with what it was worth over the last year. Non-contract inspections coming due. Open deficiencies about to cross 90 days old.
What it is worth
- Missed inspections caught before the customer notices. The Uncovered card is the only place in the application that can see the job generator has not run. Anything above zero is a call to action.
- A renewal call list in the right order. Agreements Ending shows each expiring agreement beside its trailing value, with manual renewals flagged, so the most valuable calls happen first.
- Liability seen coming. Deficiencies crossing 90 days are the reported-and-unfixed items that become uncomfortable conversations with customers, insurers and the AHJ. The calendar shows them a month before they get there.
- Cannot disagree with the schedule. Occurrences come from the same arithmetic that generates the jobs.
Pays for itself at the first uncovered occurrence caught by the card, or the first quarter where renewal calls are made from the list rather than from memory.
Forecast Accuracy
Open Forecast AccuracyWho it is for
The owner, the finance lead, and anyone the owner has to convince.
Without it
A forecast nobody scores is a guess with a chart. The first time someone asks "how good was last quarter's outlook?" there is no record of what it said.
What it shows
The Revenue Outlook is captured automatically every month. This page lays each captured forecast (one, two, three and six months ahead) beside what the month actually invoiced, scores the one-month-ahead error and its bias, and scores the committed layer on its own. Where targets exist it adds attainment.
What it is worth
- A forecast with a track record. Within a few months you know whether the outlook runs high or low and by how much. That is the difference between a chart and a document a bank will read.
- Diagnosis, not just a score. If the committed layer misses, the pricing evidence needs attention. If the pipeline misses, confidence scores are being set optimistically. The page points at which.
- Fair scoring. Only closed months count. The running month is shown but never scored against a total that is still accruing.
Pays for itself the first time you walk into a lender or a buyer with twelve months of forecast-versus-actual on one page.
Revenue Targets
Open SettingsThe one optional input. Enter the invoiced-revenue target for each month of a year, company-wide or for one office, with last year's targets, invoiced-so-far and attainment beside each entry, and a Copy Last Year shortcut.
The targets become the dashed line on the Revenue Outlook, the Forecast Accuracy page and the Quotes dashboard, so every forecast bar has a bar to measure against. An office manager filtering to their office sees their own target, not the company's.
Why the numbers can be trusted
- Priced from evidence. Future work is priced from what that building last paid for that type, then the contract line, then the company average. Each page counts how many items were priced each way. An unpriced item is shown as a gap, never as a silent zero.
- The scheduler's own arithmetic. Occurrences and capacity use the same code the job generator and the Routing Workbench use, so the forecast cannot disagree with the schedule.
- The customer's own payment habits. Cash timing is learned per customer from their paid history, not from the terms printed on the invoice.
- Click through to the records. Every card and every bar segment opens the grid of records behind it, filtered to that number.
- Honest labels. Net Before Overhead. Unqualified, not Pipeline. Doubtful, not Collectable. A number is never presented as more certain than it is.