BUILD & RUN — REPORTING & VISIBILITY

When two systems disagree, somebody guesses.

You run on a spreadsheet one person maintains and a feeling. When two systems disagree nobody knows which is right, so the decision gets made on instinct and the reporting quietly stops being used. This assembles the numbers from the systems that already hold them, with every definition written down.

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YOUR BACK OFFICE

WHO THIS IS FOR

Owners running the business on a hand-maintained spreadsheet and a feeling.

THE PROBLEM

Once the numbers are contested they stop being used, and the business goes back to running on the owner’s judgement. That holds up until the owner is not in the room. The problem is rarely a missing report — it is that nobody has agreed what the words in it mean.

WHAT IT LOOKS LIKE

Reporting · Weekly page

EXAMPLE DOCUMENT

Last week on the paratransit contract

BUILT MONDAY 6:00 AM FROM THE SCHEDULING SYSTEM, DRIVER TABLETS AND QUICKBOOKS

On-time pickups
93.8%
2,172 of 2,316 completed trips. The contract asks for 92%.
SCHEDULING SYSTEM · SUNDAY MIDNIGHT
No-shows and late cancels
61
Past your line
38 the week before. Your line is 50, so you were told on Thursday.
SCHEDULING SYSTEM
Completed trips
2,316
68 more than the week before, mostly new standing trips.
SCHEDULING SYSTEM
Billed to the funder
$96,480
$93,740 the week before.
QUICKBOOKS · READ-ONLY

Checked against a second system

Completed trips
Scheduling system
2,316
Checked against
Driver tablets
Its count
2,309
Gap
7
Wheelchair trips
Scheduling system
418
Checked against
Driver tablets
Its count
418
Gap
0

Figure	Scheduling system	Checked against	Its count	Gap
Completed trips	2,316	Driver tablets	2,309	7
Wheelchair trips	418	Driver tablets	418	0

Completed trips disagree by 7, and both counts stay on the page. 5 were logged on a tablet that synced after Sunday’s cut-off, once its van left a dead zone; 2 are listed for a person to check.

What each figure means

Agreed with you at the start. A figure that would not change a decision is not on this page.

On-time pickup: Picked up inside the 30-minute window the rider was given.
No-show or late cancel: Rider not out 5 minutes after the van arrived, or a cancellation under 2 hours before pickup.
Completed trip: Marked complete in the scheduling system, Monday to Sunday.
Billed to the funder: Trips invoiced in the week, each with the proof the agreement asks for.
Wheelchair trip: Booked with a wheelchair space and carried in an accessible van.

A paratransit contractor’s Monday page: the four numbers that decide how the contract is going, each with its source and written definition, and the one count two systems disagree on, surfaced and not averaged.

What you get.

One view assembled from your existing systems, updating without anyone maintaining it.
A written definition for every figure on it, so each term means one thing.
The handful of numbers that change decisions, not forty charts nobody opens.
Alerts when a number moves far enough to be worth your attention.

How it works.

Priced against the scope, after a Diagnostic that is small on purpose. The shape of the work we can tell you now.

THE SHAPE: Built, then run. Reports rot as source systems change, so somebody has to keep watching them.
WHAT WE NEED FROM YOU: Access to the source systems, and a decision on which figures actually matter.
WHAT YOU KEEP: The definitions document and the queries behind every number on the page.

What this does not include.

Published because you should know before the call, not after the invoice.

A data warehouse project. If one is genuinely needed we will say so and scope it separately.
Vanity metrics. A number that would not change a decision does not go on.
Reporting over data we cannot reconcile. We surface the disagreement instead of averaging it.

How we price this →