Administrators

0What you are administering#

Before the menus, the shape of the thing. Almost every problem you will be asked about is a break somewhere on this picture, and knowing which link broke tells you which report to open.

flowchart TD
  subgraph People
    C["Client"]
    E["Professional"]
  end
  subgraph "What is sold"
    S["Service — price, duration, report required?"]
    P["Cancellation policy — ladder, validity, notice"]
    AG["Service agreement — the terms accepted"]
  end
  subgraph "What happens"
    O["Order"] --> CR["Session credits"]
    CR --> BK["Booking — a credit with a time"]
    BK --> AT["Attendance"]
    AT --> RP["Session report"]
  end
  subgraph Money
    INV["Client invoice"] --> PAY["Payment"]
    PR["Payout run"] --> BILL["Bill to the professional"]
  end
  C --> O
  S --> O
  P --> S
  AG --> S
  E --> BK
  O --> INV
  AT --> PR
  BK -. cancelled .-> FEE["Cancellation fee"]
  FEE --> INV
  FEE -. share .-> PR

Read it once and three things become obvious:

• A credit is the unit that matters. It is created by an order, spent by a booking, and returned by most cancellations. Almost every "where did my session go?" question is a question about one credit.
• Attendance is the hinge. Nothing downstream — reports, professional pay, earned revenue — moves until a session is closed as held or as a no-show. That is why §5.1 is the report you work first, every day.
• The policy sits upstream of everything. Change it and you change what clients are charged, what professionals are paid, how long credits live and how far ahead people can book. §11.1 is worth reading in full before you touch it.

Who sees what:

One login can hold all three. If you also see clients, and also buy sessions yourself, you have three workspaces on one account and a switch between them at the bottom of each menu.

1Your two workplaces#

1.1 The admin portal#

Sign in and open /my/admin/health, or use the Clinic health dashboard link that appears on your home page.

The portal puts a menu down the left. It is short, it never changes, and it is the whole admin portal — there is nothing else to find. This is every entry, in the order they appear:

Clinic

Alignment — the reports that answer "is the record true?"

Performance — the reports that answer "how are people doing?"

Numbers 15 and 16 are not menu entries: 15 is the health digest itself (§3), and 16 is Meeting reports at the top of the menu. 17 sits beside the fee ledger rather than at the end of the list, because the two are read together — see §5.12 for why.

At the bottom of the menu are switches into your other roles: your Expert dashboard if you also see clients, and your User dashboard, which is your own client account. They are separate accounts' worth of data on one login, and nothing you do in one changes the others.

The portal is designed for the daily loop: look, spot what is out of line, click through, fix it.

1.2 The back office#

The full business system, for configuration, finance and bulk work. The menus you will use most:

1.3 Which to use when#

2The daily routine#

Fifteen minutes, in this order. It is built around one idea: an empty report is the good outcome, so you are looking for lists that are not empty.

Every morning#

1. Open the health dashboard. Scan the counts. Anything not zero is work.
2. Stuck sessions first (§5.1) — these are sessions that happened but were never closed. Everything downstream, including pay, is wrong until they are fixed.
3. Check today's calendars — room clashes and gaps.
4. Clear the moderation queue (§17) if anything is waiting.

Every week#

1. Unbooked credits (§5.2) — clients who paid and never booked. Chase them.
2. Coverage vs demand (§5.3) — are you offering hours when people want them?
3. Reports due (§15.3) — chase overdue session reports.
4. Client continuity (§5.9) — who has stopped coming.
5. Support tickets — anything ageing.

Every month#

1. Payout readiness (§5.6) — before running payments, not after.
2. Run the payment cycle (§13).
3. Money chain (§5.4) — every session traced to a payment.
4. Cancellation conduct (§5.7) — patterns worth a conversation.
5. Scorecards (§6) — before any performance discussion.

Every quarter#

1. Review cancellation policies against what actually happened.
2. Review the compliance file (§5.8).
3. Check retention and disposal is running (§15.5).

3The health dashboard#

/my/admin/health

3.1 What is on it#

• Counts across every alert list. Each is a link.
• Room calendar — every room, so clashes and empty rooms are visible at a glance.
• Team calendar — every professional's day in one view.
• Reports due and done.

3.2 How to read it#

Every count is the number of things that are out of line. Zero is success. A number is a to-do list, not a statistic.

Click any count to open the list with your current scope and period preserved — you do not have to set the filters again.

3.3 The daily digest email#

The dashboard also arrives as an email each morning, so you do not have to remember to look.

To change who receives it or when, ask your system administrator — it is a scheduled task in the back office.

4How every report works — the scope control#

Every report in §5 and §6 takes the same control. Learn it once.

Scope:  ( ) Whole business    (•) Selected people    ( ) One person
Period: [ Last 90 days ▾ ]    Compare to previous period ☑

4.1 The three scopes#

4.2 Three rules that keep it honest#

• Totals always describe what is currently selected. A rate shown while two people are selected is those two people's rate — never the whole business behind them.
• The grouping never changes with the scope. Grouped by professional at business scope, still grouped by professional with one selected. A screenshot is never ambiguous about what it counted.
• Every scope keeps a comparison period. A number needs something to be better or worse than.

4.3 The drill path#

The scopes are one path, each step narrowing the last:

Health dashboard  →  a flag list (e.g. 12 stuck sessions)
        ↓ click a count             ↓ click a row's professional
   the list, business-wide      that person's scorecard
                                     ↓ click a session
                              the individual session record

4.4 Saved views and export#

Save the scopes you use often — "my team", "one person" — so your daily routine is one click.

Every report has Export CSV for spreadsheets, board packs and accountants.

4.5 Who can see what#

Professionals opening any of these see only themselves. That is enforced by a permission rule, not by a filter that happens to be pre-set — so it holds however they reach the page.

Managers see everyone. Do not work around this by sharing exports: a performance comparison leaking between colleagues is a personnel incident, not an inconvenience.

5Alignment reports#

The question these answer: does our record match what actually happened?

Each is defined by its trigger condition — what puts a row on the list. Work them until they are empty.

Every report is in the menu down the left (§1.1), and every count on the health digest links straight into the matching list. /my/admin/reports now takes you to the health digest rather than a separate index — the digest is the index.

There are seventeen reports. Eleven are alignment reports (1–10 and 17, below); four are performance reports (11–14, in §6); 15 is the health digest itself (§3); and 16 is the overdue report list (§15.3).

5.1 Stuck sessions#

Report 1 · /my/admin/stuck

The most valuable report you have. Work it first, every day.

What it shows: sessions whose time has passed while still marked as scheduled. Either the session was delivered and never closed, or it never happened and was never cancelled. Until someone looks, the money, the professional's pay and the client's remaining credits are all wrong.

Reading it by the attendance columns:

Sort by hours overdue, worst first.

Why daily: every day one of these sits unresolved, a client's credit balance is wrong and a professional's pay is wrong. It is also the cheapest problem to fix while people still remember the session.

5.2 Unbooked credits#

Report 2 · /my/admin/unbooked

What it shows: clients who paid and never booked, grouped by how close they are to expiry.

Watch these groupings: never started (45+ days), idle 21+ days, waiting 7+ days, and the expiry risk bands.

What to do: contact them. A personal message from the professional works better than an automated reminder. Never-started clients are the priority — they paid and got nothing, which is where refund requests and complaints come from.

5.3 Coverage vs demand#

Report 3 · /my/admin/coverage

What it shows: when people wanted appointments against when you were offering them.

What to do: if demand clusters where you have no coverage, that is a rota conversation, not a marketing problem. It is also the strongest evidence you have when asking a professional to open different hours.

5.4 Money chain#

Report 4 · /my/admin/money-chain

What it shows: session → order → invoice → payment, end to end, with every break visible. Watch for incomplete chain, no invoice, and unpaid 30+ days.

flowchart LR
  A["Session"] --> B["Order"] --> C["Invoice"] --> D["Payment"]
  A -.->|"no order"| X1["Break: sold outside the system"]
  B -.->|"no invoice"| X2["Break: never billed"]
  C -.->|"unpaid 30+ days"| X3["Break: billed, not collected"]

Each break is a different failure with a different owner, so read the column, not just the count:

What to do: this is your month-end report. Every break is money that will not arrive by itself. Work it before closing the month — and work it left to right, because fixing a missing order often creates the invoice that was also missing.

5.5 Cancellation fees#

Report 5 · /my/admin/fees

What it shows: which penalties were charged, waived, or never applied at all.

What to do: check that waivers were deliberate. A pattern of un-applied fees usually means a policy that is set up wrong rather than staff being generous.

5.6 Payout readiness#

Report 6 · /my/admin/payouts

Run this before every payment cycle.

What it shows: what would go wrong if you ran payments right now — sessions held with no terms on file, and sessions held where the share was never frozen.

What to do: fix every row before opening the payment run. Correcting a payment after billing is far more work than preventing it, and it damages trust with the person being paid.

5.7 Cancellation conduct#

Report 7 · /my/admin/conduct

What it shows: cancellations by whom, when, and against which policy tier.

What to do: look for patterns, not incidents. Everyone cancels sometimes. Someone consistently cancelling at short notice is a conversation — and §6.5 tells you how to hold it fairly.

5.8 Compliance file#

Report 8 · /my/admin/compliance

What it shows: required documents that are missing, and for whom.

What to do: chase them. This is the report you will wish you had run before an inspection, an audit or an insurance renewal.

5.9 Client continuity#

Report 9 · /my/admin/continuity

What it shows: clients who have stopped coming, and after which session.

What to do: look at where people stop. If several stop after the same session number or the same professional, that is a service problem worth naming, not a coincidence.

5.10 Moderation queue#

Report 10 · /my/admin/moderation

What it shows: reviews, comments and questions awaiting a decision. See §17.

5.11 Sessions without a report#

Report 16 · /my/admin/meeting-reports

What it shows: sessions delivered where the professional's report is overdue. See §15.3.

5.12 Cancelled sessions#

Report 17 · /my/admin/cancellations

What it shows: every session called off in the period — whether or not it cost anybody anything.

Why it exists. The fee ledger (§5.5) lists only cancellations that charged something. Most cancellations charge nothing, and those are precisely the ones nobody ever looks at. A clinic asking "what was called off this month, and by whom?" had nowhere to look before this report. A professional quietly cancelling a day a week inside the free window costs you real money and appears on no ledger at all.

Columns:

Flagged rows are no-shows and late cancellations. Open the report with flagged only on for the daily scan, off for the monthly read.

How to read it, at two speeds:

What to do with what you find:

Export the CSV before a performance conversation. Rows here are evidence with times on them; recollections are not.

6Performance reports and the fairness rules#

The question these answer: how are my people doing the job, next to each other?

6.1 Read the fairness rules before you open a scorecard#

These are built into the reports. Understand them, because they are what makes the numbers defensible when someone disagrees — and someone will.

Practical consequence: never take a figure from these reports into a conversation without clicking through to the sessions behind it first. If you cannot show the underlying sessions, do not use the number.

6.2 Expert scorecard#

Report 11 · /my/admin/scorecard Add ?user_id=<id> to open one person directly, &days=<n> to set the window, and /my/admin/scorecard/csv for the same figures as a spreadsheet.

/my/admin/scorecard

One professional's whole picture on a page: delivery, reliability, cancellations, client outcomes, earnings, and the trend against the previous period.

Open this before any one-to-one, and share the screen during it. A conversation where both people are looking at the same page goes very differently from one where a manager quotes numbers from a printout.

6.3 Expert league#

Report 12 · /my/admin/league

/my/admin/league

Comparison across the team, normalized by opportunity.

Use it to spot who needs support, not to rank people publicly. It is a management tool. It is not for circulation, and it is deliberately absent from every professional's own view.

6.4 Reliability#

Report 13 · /my/admin/reliability

Turned up, on time, closed the record. Combines attendance, punctuality and administrative completeness.

Note that the last of those is fixable by training. Someone reliable in person but poor at closing sessions needs a five-minute explanation of §5.1, not a performance review.

6.5 Client outcomes#

Report 14 · /my/admin/outcomes

Whether clients continued, and how they rated the work.

Read alongside continuity (§5.9). A professional with low continuity but high ratings may be resolving people's problems quickly — which is a good outcome that a naive reading calls a failure.

6.6 Holding a performance conversation#

1. Open the scorecard for the period, with the comparison on.
2. Click through to the sessions behind any figure you intend to raise.
3. Separate what they control from what you control — the rota is yours.
4. Check the sample. Under five sessions, the rate is a dash for a reason.
5. Agree one or two specific changes, and note the period you will review them in.

7Managing schedules, rooms and availability#

7.1 Appointment schedules#

Booking → Configure → Appointment schedules

A schedule is a bookable offering with its own public page. Create one with the New schedule wizard, which walks through the setup.

For each schedule you set: name and web address, who can host it, the location type (online, on site or phone), duration, buffers, notice period, how far ahead people can book, and any intake questions.

7.2 Intake questions#

Questions attached to a schedule, answered at booking. The professional reads them beforehand.

Keep them short. §13 of the expert guide shows what happens when they are not: people abandon the form. Every question must earn its place — if nobody reads the answer, delete it.

7.3 Rooms#

Booking → Configure → Rooms

Create each physical room with its capacity and any equipment. Once a session needs a room, the Platform will not offer a slot unless a suitable room is free — which prevents double-booking a room at the source rather than catching it afterwards.

7.4 Locations and calendars#

Locations — the places or channels sessions happen in. Calendars — including Gregorian, Persian and Islamic calendar systems where your clients need them.

7.5 When someone cannot be booked#

Booking → Operate → What's blocking availability

Give it a professional and a date range and it tells you exactly why slots are not appearing — missing weekly rules, an exception, a room clash, the notice period, or an existing booking.

Use this before escalating. It answers the most common support question you will receive from your own team.

7.6 Free slots#

Booking → Operate → Free slots — find genuinely available slots across professionals and rooms. Use it when a client phones wanting the earliest appointment.

8Managing bookings and sessions#

8.1 All bookings#

Booking → Operate → Bookings — every booking, filterable by date, professional, schedule, status.

8.2 Booking on someone's behalf#

Meetings → Operations → Direct booking

Choose the client, the credit and the slot. Use it when a client phones, or when you are fixing a stuck session.

8.3 Session credits#

Meetings → Operations → Meeting credits — every session credit and its state: bought, booked, held, cancelled. This is where you correct a session that is in the wrong state.

8.4 Reviewing shop quotations#

Website checkout no longer takes payment immediately. The client sends the basket for review; you approve it, add a payment link, then confirm the proof they upload.

Sales → Orders (filter Awaiting review or Payment submitted)

1. Open the quotation. Status Awaiting review means the client submitted it.
2. Approve & send payment link — enter payment instructions and/or an external payment URL. The client is emailed /shop/order/pay/… and notified in the app.
3. When they have paid and uploaded proof, status becomes Payment submitted. Check the Review / payment tab.
4. Confirm customer payment — the quotation is confirmed and session credits are created as usual. Or Reject with a reason the client will see as a notification.

If you reject the quotation before sending a payment link, they cannot pay until you approve it.

8.5 Stale holds#

Booking → Operate → Stale holds — slots held by someone who started booking and never finished. Clear them so the time returns to sale.

8.6 Waitlist and slot offers#

Booking → Operate → Waitlist and Slot offers

When a session is cancelled, waitlisted clients are offered the slot automatically. These pages show who is waiting and which offers are outstanding.

A healthy waitlist turns cancellations into revenue. If it is always empty while you also have unmet demand, check that clients are being shown the option.

8.7 Attendance and outcomes#

Booking → Operate → Outcome & attendance — who joined, when, and for how long. This is the evidence behind §5.1 and behind any dispute about whether a session happened.

8.8 Clinic attendance — admitting clients to the premises#

Applies to sessions held on your premises. Online sessions have nothing to approve.

Where you run on-site work, a booked session carries a clinic attendance decision made by the professional who will deliver it:

Each decision records who made it, when, and the professional's note — which is shown to the client. The decision is also written into the session's message history, so it survives in the record rather than only in the field.

What to watch, and what it means:

Only a session that is booked, on the premises and not yet ended can be approved or declined. Everything else is out of scope for this step: after the time has passed, the session is closed as held or as a no-show like any other (§5.1).

9Managing professionals#

9.1 Creating one#

1. Create their user account.
2. Experts → All Experts → create their profile.
3. Complete the profile (§9.2).
4. Assign the services they can deliver (§9.4).
5. Link them to a booking schedule so slots can be offered (§9.5).
6. Set up their availability, or ask them to (§4 of the expert guide).
7. Create their contract with pay terms (§13.1) and send it for signature.

9.2 The professional's profile, field by field#

Experts → All Experts → open a record.

To fill the session counts and star ratings shown on the mobile expert cards, open Experts → Generate Sessions & Ratings (or the button on the All Experts list). Each expert gets a random session count between 200 and 400 and a rating between 4.4 and 4.8. You can also edit Displayed Sessions and Displayed Rating on the expert form.

The most common setup problem is a profile with no linked user: the person signs in and sees no practice area. Check that first whenever a new professional says the app looks wrong.

9.3 Verification#

Verified qualifications and the verified badge are controlled here, not by the professional, because they are claims your business is accountable for. Check the evidence before ticking.

Client age and identity verification is a separate queue — see §14.

9.4 Services — what can actually be booked#

Experts → Expert Services. Each service carries:

Two of these deserve thought rather than a default:

Duration is the slot length. Setting 60 minutes for a service that really runs 75 produces back-to-back bookings your professionals cannot honour, and the overrun resurfaces later as cancellations and stuck sessions.

Report required should be set per service deliberately. Requiring reports where they add nothing trains people to file late for the ones that matter.

9.5 Connecting a professional to bookable time#

A professional with a profile and services still cannot be booked until they are linked to a booking schedule.

• Meetings → Configuration → Experts maps each professional to their schedule and products.
• Booking → Configure → Appointment schedules holds the schedule itself.
• A helper action creates booking schedules for several professionals at once, which is worth using when onboarding a group.

If a new professional shows no availability despite having set hours, this link is usually what is missing — and Booking → Operate → What's blocking availability (§7.5) will say so.

9.6 Onboarding checklist#

• [ ] User account created and tested
• [ ] Professional profile complete and checked on the public page
• [ ] Qualifications verified against evidence
• [ ] Services assigned with correct prices and durations
• [ ] Contract created, terms confirmed, signed
• [ ] Availability set and producing bookable slots
• [ ] Report requirements explained
• [ ] Cancellation policy explained
• [ ] Test booking made end to end, then cancelled

Do the test booking. It catches more setup errors than any amount of checking screens.

9.7 When someone leaves#

1. Stop new bookings — remove availability and unassign services.
2. Rebook or cancel their scheduled sessions.
3. Chase outstanding session reports before access ends.
4. Close their final payment cycle (§13).
5. Deactivate the account.
6. Reassign their clients.

Do these in order. Chasing reports after access is removed is painful and sometimes impossible.

10Managing clients#

10.1 Client records#

Platform → Experts → Bookings, and the contacts area, show clients with their orders, sessions, invoices and history.

10.2 Common requests#

10.3 Merging duplicates#

Duplicate client records split someone's history across two profiles. Merge them in the contacts area, checking first that both really are the same person.

11Cancellation policies and agreements#

11.1 Cancellation policies#

Meetings → Configuration → Cancellation policies

A policy is far more than a cancellation ladder. It is the single record that decides how a credit behaves from the moment it is sold to the moment it expires, and it is attached to products — so different services can behave differently.

The notice ladder#

The heart of it: a list of tiers, each saying "with at least this much notice, this percentage is charged". The ladder shipped as standard is six tiers:

flowchart LR
  A["24h+<br/>free"] --> B["12h<br/>25%"] --> C["6h<br/>50%"] --> D["3h<br/>75%"] --> E["1h<br/>100%"] --> F["Start time"]

The ladder must descend consistently — more notice can never cost more — and the system rejects a ladder that does not. Always keep a bottom tier at zero hours, or a cancellation made after the start time falls off the end of the ladder.

Every other setting on a policy#

These are the ones that quietly cause support tickets when they are wrong:

The setting people get wrong is "free rescheduling until". Below that threshold a reschedule is not a reschedule: the session is cancelled, the fee for the notice given is invoiced, and the credit becomes bookable again only once that invoice is paid. In the meantime the client sees the status Penalty due. This is deliberate — it stops a fee being avoided by moving a session to a date the client never intends to attend — but a client who was not expecting it will contact support, so make sure the agreement (§11.3) says it in plain words.

Practical advice#

• One policy per way of working, not one per service. Ten near-identical policies is ten places to make the same edit and nine places to forget.
• Changing a policy does not reprice history. A cancellation is judged by the policy in force when it happened, and the tier that applied is stored on the cancellation record. That is what makes §5.5 answerable months later.
• Set validity deliberately. Twelve months is generous and forgiving; a short validity raises revenue and raises complaints. Whatever you choose, §5.2 is the report that tells you whether clients are actually using what they bought.
• The reminder lead times are the cheapest no-show prevention you have. 24,1 is the default for a reason; adding a third at 72 helps for services people book far ahead.

Getting this right matters twice over. It is what clients are shown before they confirm a cancellation, and it is what your professionals are paid from. Review it against §5.5, §5.7 and §5.12 each quarter — the policy that survives contact with reality is rarely the one you first wrote.

11.2 Grace period#

The grace period decides how long after a session's end time it can sit unclosed before appearing in stuck sessions. Too short and the report is noise; too long and problems age before anyone sees them.

11.3 Service agreements#

Meetings → Configuration → Agreements

The terms clients accept at checkout. Attach them to services or professionals.

Acceptances records who accepted what and when — permanently. This is what you produce when a client says they were never told about the cancellation terms.

12Finance and invoicing#

12.1 Invoices#

Invoices are raised automatically from orders. Find them in Accounting.

An issued invoice cannot be edited. To correct one, issue a credit note and a corrected invoice — that is an accounting requirement, not a limitation of the system.

12.2 Month-end#

1. Money chain (§5.4) — every session traced to a payment. Fix every break.
2. Stuck sessions (§5.1) — must be empty before you close.
3. Payout readiness (§5.6) — before running payments.
4. Reconcile payments in Accounting.
5. Monthly earnings (Meetings → Reporting → Monthly earnings) — sessions, hours, session value, what professionals earn, what the business keeps, penalty income, cancellations, clients. Available as a table, pivot or chart.

12.3 Chasing unpaid invoices#

Money chain flags unpaid 30+ days. Chase from there. It is the business's job, not the professional's — make sure your team knows that, because otherwise professionals end up having awkward money conversations with their own clients.

13Paying your professionals#

13.1 Contracts and pay terms#

HR → Expert Pay → Contracts

Each professional's contract carries their terms and their payment cycle. The contract has a dated history: every change is a new version, one is in force at a time, and the history is preserved.

Four pay types:

Changing terms: create a new version with the date it takes effect. Sessions already booked keep the share they were priced at — deliberately, so a change never retrospectively reprices completed work. Explain this when you agree a rate change, because it decides whether the new rate applies to the sessions already in the diary.

13.2 Running a payment cycle#

1. Run payout readiness (§5.6) first. Fix everything on it.
2. A payment run opens automatically when the cycle closes. Find it under HR → Expert Pay → Payout runs.
3. Open the run. It is in Draft — nothing is billed yet.
4. Review each line: the person, the period, sessions paid, cancellation fees, the total.
5. If anything changed since the run opened, use Recompute.
6. When it is right, Confirm & bill. Bills are created.
7. Pay the bills through Accounting as you pay any supplier.

flowchart LR
  A["Cycle closes"] --> B["Run opens in Draft"]
  B --> C["Payout readiness §5.6"]
  C -->|"problems found"| D["Fix the data, Recompute"]
  D --> C
  C -->|"clean"| E["Confirm & bill"]
  E --> F["Paid — visible to the professional"]
  B -.->|"wrong run"| G["Cancelled"]
  G -.-> B

A run has exactly three states, and knowing which one you are in decides how you fix a mistake:

Two origins. A run marked Scheduled was opened by the cycle automatically; one marked Manual was opened by a person. Either way it stays in draft until somebody confirms it — nothing is ever billed without a decision.

Cancellation fee shares. A run includes each professional's share of the cancellation fees charged in the period, where their contract gives them one. There is a switch on the run to exclude them. Turn it off only for a deliberate reason, and tell the people affected — an unexplained drop against last month is exactly the thing that produces a payment dispute.

Professionals can see this. Their payment history (Expert guide §11.2) shows every run, its lines and its state — including a cancelled one. Leaving a cancelled run without a replacement is visible to them, so replace it promptly rather than at month end.

13.3 Correcting a run#

Before billing, use Reset to draft, correct the underlying data, then Recompute.

After billing, correct through Accounting with a credit note. Always prefer catching it in draft — which is exactly what §5.6 is for.

13.4 Answering "why was I paid this?"#

Every payment line records which version of the contract priced it. Open the run, open the line, and you can show the sessions and the terms that produced the figure.

If the answer is "a session you delivered was never closed", fix the session and explain §5.1 — it will not be the last time.

14Identity and age verification#

14.1 The queue#

Platform → Age Verifications

Submissions arrive here when the automated check is inconclusive. Each has the client's submitted document and video.

14.2 Reviewing#

1. Open the submission.
2. Check the document is valid, legible and unexpired.
3. Check the selfie video is of the same person.
4. Check the date of birth meets the requirement.
5. Approve, or Reject. Reject opens a popup — type the reason (blur, glare, expired ID). Confirming Reject and notify writes the reason, puts it on the member's Age Identity screen, and sends an in-app alarm with the same text.

Reject for quality — blur, glare, a cut-off edge — rather than assuming bad intent. Most rejected submissions are simply badly photographed, and the client can retry immediately.

14.3 The rules that apply to you#

• Every decision is written to an audit log that cannot be edited.
• Identity media is deleted automatically when its retention period ends.
• Never download, screenshot, or forward identity documents. They are encrypted and access controlled for a reason, and every access you make is recorded.
• Only staff who need to review should have this permission. Review who holds it periodically.

15Secure records and session reports#

15.1 What makes them different#

Session reports and client documents are held as secure documents:

15.2 Your own access is limited — on purpose#

You will not be able to open every client record, and that is the design working. Access follows the care team rule, not your job title.

Do not treat this as a fault to be escalated. If you genuinely need access, there is a recorded emergency route (§15.4) — use that rather than asking for a permanent permission that would weaken the rule for everyone.

15.3 Chasing overdue reports#

/my/admin/meeting-reports, or sessions without a report on the dashboard.

Shows what is due and what is done, business-wide. Chase weekly, not monthly — a report written a month late is worth very little, and by then the professional genuinely may not remember.

What decides whether a report is expected:

That allowance is a single system parameter (ondelights.meeting_report_grace_hours). Your system administrator can change it; ask before you do, because it moves every deadline in the business at once. Twenty-four hours is deliberately tight — the value of a report falls off quickly.

The four states a session's report can be in:

Open the list filtered to overdue for the weekly chase; the badge on the menu entry counts exactly that. The health digest links to the same filtered view.

How to chase well. Sort by professional, not by date. One person with eleven overdue reports is a workload or a training problem and needs a conversation; eleven people with one each is normal friction and needs a reminder. Chasing them identically wastes your time and irritates ten people.

Report requirements are set per service (§9.4).

15.4 Emergency access#

Where your business permits it, an emergency access route exists for genuine urgency.

Using it is a recorded event, reviewed afterwards. That is the point: it is available when someone truly needs it, and never quiet.

15.5 Retention and disposal#

Retention schedules run automatically. When a period expires, the encryption key is destroyed: the content is gone, the record that it existed and was properly disposed of remains.

Check periodically with your system administrator that the scheduled task is running. Silent failure of a retention job is a compliance problem that only shows up in an audit.

15.6 Producing an access log#

If someone asks who has read a record — a client, a regulator, your own legal team — the log is complete and cannot have been edited. Your system administrator can produce it.

16Data protection requests#

16.1 Access requests#

A client asking for a copy of their data. Your system administrator produces the export. Keep to the deadline in your jurisdiction.

16.2 Erasure requests#

Booking → Operate → Erasure

1. Open the request.
2. Confirm the identity of the person asking.
3. Check what must legally be kept — invoices for tax, clinical records for their retention period.
4. Process the erasure.
5. Confirm to the requester.

Erasure of secure documents destroys the key. The record that a document existed and was erased remains — which is what proves you complied.

16.3 Email suppression#

Booking → Operate → Suppression — addresses that must not be emailed, from unsubscribes and bounces. Check here first when someone says they are not receiving email.

17Moderation#

17.1 The queue#

The moderation queue on the dashboard collects reviews, comments and questions awaiting a decision.

17.2 Reviews#

Professionals moderate their own reviews, but you can see and override.

Watch for a professional rejecting genuine criticism. A rejection pattern is visible to you and is worth a conversation — the credibility of every review on your site depends on it.

Reject a review only where it contains abuse, personal data, or is not about a session.

17.3 Comments and questions#

Approve, reject or reply. Keep the queue short: an unanswered public question is a visible sign that nobody is looking after the site.

18Content, notifications and support#

18.1 Content#

Platform → Content — articles and videos, with authors under Publishers. Advertising and click reporting live in the same area.

18.2 Notifications#

Platform → Notifications

One event reaches people through the app inbox, push, email and WhatsApp at once.

Send Test Notification lets you verify a specific person's delivery path instead of guessing. Use it as the first step whenever someone says they get no notifications.

18.3 Support tickets#

Platform → Support → Tickets, with Stages to configure the workflow.

Watch ticket age rather than ticket count. A small number of old tickets damages trust more than a large number of fresh ones.

18.4 Consultation requests#

Platform → Experts → Consultation Requests — enquiries from the public website, with phone and WhatsApp contact captured. Respond quickly; these are people at the point of deciding.

19Configuration#

19.1 Users and permissions#

Create accounts and assign permissions. Give the narrowest permission that lets someone do their job — particularly for identity verification (§14.3) and secure records (§15).

Review permissions when people change role. Accumulated access is how a small mistake becomes a reportable one.

19.2 Converting a client into a staff member#

If someone with a client account becomes staff, convert their user type rather than creating a second account. Two accounts split their history and cause problems later.

19.3 Demo data#

Realistic demonstration activity can be seeded onto real services and professionals, then wiped cleanly. Use it for training and demonstrations.

Never seed demo data into a live system holding real client records. Use a separate environment.

19.4 Remove operational data#

OnDelights → Configuration → Remove operational data (Settings administrators only).

Use this when a demo or test company must lose its trading history: invoices, payments, miscellaneous journal items, meeting credits, bookings, the sale orders behind them, and the chatter / Discuss logs attached to those records.

It does not remove journals, the chart of accounts, products, professionals or contacts. Type REMOVE in the box after checking the preview counts. This cannot be undone. Prefer a database backup first. For wipeable demo seed only, use the demo-data wizard instead (§19.3).

19.5 Settings worth knowing#

20Troubleshooting#

21Quick reference#

The daily fifteen minutes#

1. Health dashboard — any count above zero.
2. Stuck sessions — clear them.
3. Today's calendars — clashes and gaps.
4. Moderation queue.

Before you do these things, run this report#

Where things live#

Principles worth remembering#

• An empty report is the good outcome. These lists are to-do lists, not statistics.
• Stuck sessions first. Everything downstream depends on the record being true.
• Readiness before payment, every cycle, without exception.
• Never quote a performance number you have not clicked through to the sessions behind.
• Your job title does not grant record access — and that protects your clients, and you.
• Fix it in draft. Correcting a billed payment run costs many times more than catching it.

22Appendix — the back office, area by area#

Everything an administrator can reach, grouped the way the work actually divides. Menu paths are what you click; the address column is what you can bookmark or paste into a browser.

Back-office addresses take the form /odoo/action-<module>.<action>. Prefix them with your platform address.

22.1 People and what they sell#

22.2 Scheduling#

22.3 Credits, policy and audit#

22.4 Paying professionals#

Contracts themselves live on the employee record, as a dated version history (§13.1).

22.5 Trust, records and support#

22.6 Content and community#

22.7 Notifications and configuration#

22.8 Standard business applications#

The Platform sits on a full business system, so these are available alongside everything above and act on the same customers and orders:

A note on this appendix. It lists what exists, not what you should touch daily. The daily work is §2, and it is almost all in the portal. Come here when you need to configure something or find a record that the portal does not surface.

Menu names vary slightly between businesses depending on which features are enabled. If something here does not match what you see, check with your system administrator.