Pipeline, cashflow, job status and what moved in your sector — compiled while you sleep and waiting in your inbox on the morning you need it.
Automations / Digests
Most owners run the week on a picture assembled from memory and whoever spoke to them last. The information to do better exists — it is just spread across a CRM, an accounting package and a job sheet, and pulling it together is an hour nobody has on a Monday. We compile that hour automatically: pipeline, cash in and out, jobs at risk, and what has moved in your market. It arrives written rather than charted, because a paragraph gets read on a phone and a dashboard gets opened in a fortnight.
Get startedMost owners start the week on a picture assembled from memory and whoever spoke to them last. The information to do better already exists — it is just spread across a CRM, an accounting package and a job sheet, and pulling it together is an hour nobody has on a Monday. So it does not get pulled together, and the same decisions get made on the same partial view.
of enterprise data leaders rank data quality as the single biggest barrier to getting value out of AI
Gartner, 2025
of chief operations officers name data quality as their most significant data priority
IBM Institute for Business Value, 2025
of the working day goes on communicating — meetings, email and chat — against 43% spent actually creating anything
Microsoft Work Trend Index, 2025 · 31,000 workers
We work out what you need to know before the week starts, and just as importantly what you do not. A digest earns its place by being short.
We connect the sources, build the summary, and tune the writing so it reads like a briefing from someone who understands the business rather than an export.
We check what you act on and cut what you skim. A digest that grows every month is one on its way to being ignored.
What came in, what closed, what slipped and what has gone quiet since last week — with the two or three opportunities worth a call named rather than left in a total.
Invoiced, received, outstanding and ageing, with anything crossing a threshold flagged. The invoice that becomes a problem at ninety days is visible at thirty.
Work sitting too long at one stage, jobs with no next action booked, and anything that has moved backwards. Surfaced while it is still recoverable.
What has moved in your market, summarised in a line each rather than a folder of links. Local competitors, sector press and regulation changes that will reach you eventually.
A briefing in plain sentences, sized for a phone on a Monday morning. Charts are available underneath, but the thing that changes decisions is the paragraph at the top.
Whatever you open first, and whatever you always mean to check and never do — that is the digest. Tell us the list and we’ll tell you if it can be compiled.
Charts wait to be interpreted. A digest that says what changed and what needs a call gets read on a phone before the first meeting, which is the only measure that matters.
What an owner needs on a Monday is not what an operations manager needs. One compilation, cut three ways, so nobody is scrolling past four sections that are not for them.
Most reporting stops at your own four walls. Yours covers local competitor activity, trade press and regulatory changes — so you hear about the thing that affects your pricing from us, not from a customer.
A dashboard waits for you; a digest arrives. That distinction matters more than it sounds, because the failure mode of every dashboard is that it stops being opened after the first fortnight. The two work well together — we often build both, with the dashboard for the moment you want to dig and the digest for the Monday you need the picture in ninety seconds. If you only want one, the digest gets read.
Public sources, filtered to your market and summarised rather than dumped. Local competitor activity, trade press, planning and regulatory changes, and anything naming the businesses you asked us to watch — each in a sentence, with the link underneath if you want the detail. The aim is that you hear about the thing that affects your pricing from your digest rather than from a customer.
Yes, and they generally should, because what an owner needs on a Monday is not what an operations manager needs. We build one compilation and cut it several ways — the full picture to you, jobs and capacity to whoever runs the work, outstanding invoices to whoever chases them. Same underlying data, three shorter emails, each one read because none of them contains four sections the reader scrolls past.
Book a free discovery call and we’ll work out what belongs in your Monday morning, and where it already lives.
Book a Call