Role blueprint · running the business
An administrator is not a data entry clerk here. The job is to spot the handful of things that are out of line, decide what the business should do about them, and let the system do the rest. This page shows what that looks like: the screens, every lever worth pulling, and what each one is actually worth in time, money and goodwill.
Everything an administrator does falls into three buckets, and the platform gives each one a different home. Behind all of it is a single idea that decides how every screen is designed: an empty list is the good outcome. A count is a to-do list, never a statistic to admire.
Find the places where what the system says and what actually happened have drifted apart, and close the gap before it reaches a payslip or an invoice.
Cancellation policies, service agreements, pay terms, schedules, rooms, who can be booked and for what. Configure it, and it applies itself thereafter.
Scorecards, reliability, cancellation conduct and client outcomes exist to make performance discussions evidence-based rather than impressionistic.
| Workplace | What it is for | Who lives in it | How often |
|---|---|---|---|
The admin portal /my/admin | The daily health dashboard and all seventeen reports. Reading, deciding, drilling down. | Managers and owners, every morning | Daily |
| The back office | Configuration, finance, contracts, payment runs, bulk work and anything that changes a rule. | Staff doing set-up and month-end | Weekly and monthly |
If the question is "what is wrong today?", the answer is in the portal. If the answer will be "we should change how this works", it is in the back office. Doing set-up work in the portal is not possible by design — the daily screen stays a reading screen, so it stays fast.
This is the flow an administrator actually lives in. It is deliberately front-loaded: the most expensive problem in the business — delivered work nobody closed — is the first thing checked every morning, because every hour it stays open makes it more work to fix.
Scan the alert counts. Anything not zero is work. Then, in strict order: stuck sessions first, because pay and reporting are wrong until they are cleared; then today's room and team calendars for clashes and gaps; then the moderation queue if anything is waiting. The same dashboard arrives as an email each morning, so nobody has to remember to look.
Unbooked credits — clients who paid and never booked. Coverage vs demand — are you selling hours at the times people actually want them? Reports due — overdue session reports, chased by deadline and never by reading them. Client continuity — who has quietly stopped coming. Then any ageing support ticket.
Payout readiness before opening a payment run, never after — correcting a payment post-billing is far more work and it damages trust. Run the cycle. Then the money chain, session by session to a payment, working every break left to right. Then cancellation conduct and the scorecards, before any performance conversation.
Review the cancellation policies against what actually happened rather than what you intended. Review the compliance file. Confirm retention and disposal is genuinely running — a retention policy that is configured but not executing is worse than none, because it is believed.
These are wireframes, not screenshots — they show what each screen is for and how the information is arranged. Every report in the portal shares the same frame, so learning one is learning all seventeen.
The first screen, every morning
Seventeen screens, one frame
The operational working surface
Once a cycle, in draft first
These are the settings that change how the business behaves without anybody writing code or raising a ticket. Each card says what the lever is, and underneath, the thing it actually moves.
Notice windows, fees, waivers and the grace period. Dated versions, so a change never retrospectively repriced a booking already made.
What can be booked, from whom, for how long, at what price, online or on the premises, and whether it requires a session report.
Appointment schedules, locations, calendars, room capacity, and the intake questions asked at the point of booking.
Who is bookable, when, and the exceptions. Also who is temporarily not bookable, and why.
Four pay types — salary, hourly, per session, revenue share — held as dated contract versions with the history preserved.
How often runs open, whether cancellation-fee shares are included, and who confirms. Nothing is ever billed without a person deciding.
What a client accepts at the point of purchase, held with the order at the version they accepted.
Which services need a session report, the deadline, and what happens when it passes.
How long records are kept, and their automatic destruction when that period expires.
Identity and age checks, and the queue for the ones the automatic step could not settle.
Which events notify whom, on which channels — push, in-app, email, WhatsApp — and the templates they use.
Who is staff, what they can reach, and converting a client record into a staff member without creating a duplicate person.
Twelve ask whether the record matches reality. Four ask how people are doing. One sits above them all and links into every list. They share a scope control, a comparison period and a CSV export, so the seventeenth is no harder than the first.
Run daily and weekly · an empty list is success
Run monthly · read the fairness rules first
Opened first, arrives by email anyway
Health dashboard → click a count → the list, business-wide → click a row's professional → that person's scorecard → click a session → the session record itself. Your scope and period travel with you the whole way, so you never re-set a filter. And at every step, professionals opening the same page see only themselves — enforced by a permission rule, not by a filter that happens to be pre-set.
The savings are not in typing faster. They are in the work that stops existing: chasing, checking, re-keying, and answering questions whose answers were already in the system.
Most clinics do not have a demand problem. They have a conversion problem, a utilisation problem and a collection problem, and all three are invisible without instrumentation. Each row below is revenue that already exists in the business and is not arriving.
Satisfaction is not a survey score. It is the absence of the specific frictions people actually complain about. The bars below are the moments this platform is designed around — read them as "how much of this experience the system takes off a person's hands".
It is the same habit that fixes revenue, pay accuracy, report compliance and month-end. A clinic where sessions are closed the same day has almost no payment disputes, no month-end scramble and no awkward conversations about missing work. It costs a professional about ten seconds. Teaching it in the first week is the highest-return thing an administrator does.
These are not styling choices. Each one is a decision about who is responsible for what, and each shows up as a constraint you will notice the first time you try to work around it. The line under each rule is the consequence.
Every alignment report counts things that are out of line. Zero means success, and a number is a to-do list rather than a metric to report upwards.
You never celebrate a big number, and nobody builds a dashboard designed to look busy.
The daily portal reads. The back office changes rules. Nothing about set-up is reachable from the screen you open every morning.
The morning screen stays fast, and nobody changes a policy by accident while triaging.
Totals always describe what is currently selected. The grouping stays constant whether you are looking at one person or the whole business.
A screenshot is never ambiguous about what it counted — which is what makes it safe to email.
Policies, agreements and contracts are dated versions. The terms in force when a session was booked are frozen to that session.
A rate rise applies to new bookings, not retrospectively — so no one has to explain a repricing.
Clinical records are closed by default and opened by the care relationship. Being an administrator grants nothing on its own, and every read is logged.
Compliance is a property of the system, not a promise about staff behaviour.
Overdue reports are found by deadline and status. The management screens know that a report is missing without anybody reading one that is not.
Governance and confidentiality stop being in tension, which is what makes the chasing sustainable.
