Role blueprint · the delivery side
A professional's job here is to be findable, be bookable, deliver, and be paid correctly. Everything else the platform does for them. This page shows the four numbers they live by, the three decisions only they can make, what they control without asking anyone, and why a clinic that makes its practitioners' lives easier keeps them — which is the whole retention argument in a market where good clinicians can leave whenever they like.
These sit at the top of the practice area and answer, in one look, where the month stands. The separation between them is not cosmetic — each split exists to stop a specific way of misleading yourself.
A client can still cancel a bought-but-unheld session. Counting that as earned would flatter the figure and lead someone to make a financial decision on money that has not arrived. Keeping them apart is a kindness disguised as an accounting rule.
One is within the professional's control and one largely is not. Anyone reviewing their performance sees the same split, so nobody is ever measured on the wrong number — which is what makes the review conversation possible at all.
On the earnings screen a fourth bucket counts sessions clients own and have not scheduled. It is not a statistic — it is a list of people to message, and it is the single highest-yield twenty minutes in a practitioner's week.
Total administrative load, on an ordinary clinical day, measured honestly. The point of the design is that the list below is short — everything not on it has been taken away.
Today's sessions in order, with the client's history one tap away. Anything on-site that is still waiting for the expert is decided here — approve or decline, with a note the client will actually read.
The reminder went out automatically. The video room opens itself shortly before the start time. If they want context, the client's previous sessions and their own earlier reports are on the client record.
This is the load-bearing step. It moves the session into Earned, queues it for the next payment run, and starts the report clock. A session that is never closed reaches none of those, and sits on an administrator's stuck list instead.
Encrypted, closed by default, and readable only by the people on that client's care team. A correction is a new version, never an edit — so filing promptly costs nothing later.
Sort clients by bought but not booked and message them. Adjust next month's weekly hours and add dated exceptions — a holiday, a late start, a one-off evening.
The run shows the sessions behind the figure and which contract version priced each line. The booking funnel shows where prospective clients are dropping out, which is a fixable problem rather than a mood.
The same areas appear in both. A practitioner who only ever uses the phone is not working with a cut-down version — the app is the product, and the portal is the same thing on a bigger screen.
The daily working screen
The diary, controlled by them
Four buckets and a monthly table
The most actionable screen they have
Each drop has a different cause and a different fix. Few page views means nobody is finding them — a profile and promotion problem. Views but no slot picked means nothing suitable was free — open different hours. A slot picked but the form abandoned means the intake questions are asking too much. A form completed but not confirmed means the price or the cancellation terms surprised somebody at the last moment. Knowing which of those four it is beats knowing that the total went down.
Autonomy is the retention argument. Every item here is something that, in a clinic run on spreadsheets and email, requires interrupting an administrator — and therefore often does not happen at all.
The recurring shape of the working week, in their own timezone, previewed exactly as a client will see it.
Holidays, a late start, an extra evening. Added as dates rather than by rewriting the weekly pattern.
Photo, qualifications, languages, specialisms and the description a stranger reads before choosing them.
Approve or decline a booked on-site session, with a note that is the only explanation the client receives.
Held, or a no-show. Ten seconds, and the one decision the rest of the business depends on.
What they write, when, and any correction — filed as a new version, never as an edit to the original.
For someone who rang, walked in, or does not use the app. Same flow, entered by them.
Cancel when they must, and offer an alternative time in the same action rather than leaving the client to start again.
Answering public questions, responding to reviews, and reporting anything that needs moderating.
Their own pay terms, the cancellation policy, the services and prices, and who may read a clinical record. Those are the clinic's to set — and holding that line is what makes the numbers on a scorecard trustworthy enough to have a conversation about.
This is the whole ask. A practitioner who does these three things reliably never has a payment dispute, never appears on a chase list, and never has to reconstruct a month.
| If it is skipped | What the professional sees | What the business sees | What it costs to fix later |
|---|---|---|---|
| Attendance not decided | Nothing — which is the problem | A session still waiting close to its start time | A client who travelled for nothing, or did not travel at all |
| Session not closed | Earnings that look wrong, and a payment that is short | A stuck session blocking the month-end close | Reconstructing what happened weeks later, then a corrected payment |
| Report not filed | A deadline, then an escalation | Delivered work with no clinical record — an audit finding | Writing up a session nobody remembers accurately |
Clinicians do not leave because of the clinical work. They leave because of everything around it. This table is that everything.
A professional is the revenue-generating unit of the business. Four of these lift what a single practitioner produces without adding a single hour to their week.
A professional's share is calculated from the terms in force at the moment of booking and fixed to that session. It protects them — work already done is never silently repriced — and it means a rate rise applies to new bookings rather than retrospectively. Say this out loud when agreeing a rate change: it decides whether the new rate covers the sessions already in the diary, and it is the single commonest misunderstanding in the pay conversation.
Retention of good clinicians is the hardest problem in this business and the most expensive to get wrong. Each bar is a specific reason people leave, and how much of it the platform removes.
These are the decisions that make the difference between software a clinician tolerates and software they would take with them.
Going to earn and Earned are never combined, anywhere, however much simpler one number would look on a dashboard.
Nobody makes a financial decision on a session a client can still cancel.
A professional's share is priced by the contract version in force when the client booked, and that version is recorded against the line.
"Why was I paid this?" is answered by opening the line, not by reconstructing a month.
Approve or decline; close; file. Everything else that could have been asked of a practitioner is either automatic or somebody else's job.
The administrative load stays small enough that it actually gets done — which is what makes the rest of the system's data true.
The same practice areas exist in the app and the portal. Nothing important is web-only.
A practitioner who works between rooms and between sites is not a second-class user.
Cancellations are split by who caused them, and the fairness rules are shown before any scorecard opens.
A performance conversation can be about evidence, because the evidence is not obviously unfair.
Reports are encrypted, opened by the care relationship, and chased by deadline rather than by anyone reading them. An admin role grants nothing.
Professional obligation and management oversight stop being in conflict.
