From the first call to the final payment, one system.

In most companies, the real state of the business is rebuilt by hand: a tracking spreadsheet, three follow-up emails, and a figure that is already out of date by the time it arrives. Terra computes it continuously from what the teams enter anyway.

• Control tower

  A landing page bringing together live jobs, upcoming deadlines and whatever is blocked.

  → The weekly meeting starts from facts rather than from an information hunt.

• Scheduling

  Jobs assigned to teams, with the workload visible per technician and per week.

  → Overload shows up before it hits, not on Monday morning when nobody is free any more.

• Job profitability

  Logged hours, allocated purchases and invoicing set against the budget, job by job.

  → The gap between budget and actual is readable while the job is running, when something can still be done about it — not at year-end.

• Contract deadlines

  Contract end dates, periodic visits, warranties and certifications, each with its due date.

  → A contract is no longer renewed by oversight, and an expired certification no longer goes out on site.

• Analysis reports and management summaries

  Reports written from your real data, with the source of every figure.

  → A reasoned picture of the business in minutes, instead of half a day of formatting.

Management reporting rests on data already captured: no re-entry, no spreadsheet to keep alive.

Pricing is where the money leaks: a rate quoted off the top of someone's head, labour estimated by feel, a tender answered from a blank page while fifteen years of submissions sit on a drive.

• Opportunity pipeline

  Live deals by stage, with their value and expected decision date.

  → You know what is coming in, and above all what has not moved in three weeks.

• Quotes

  Quotes built from the catalogue and the item library, convertible into a job once accepted.

  → The accepted quote becomes the job budget: no retyping, no room for a different reading.

• Inbound enquiries read automatically

  Enquiry emails received on a dedicated mailbox are read, summarised and offered as a draft quote.

  → A customer enquiry no longer sits in a shared inbox until someone thinks to open it.

• Large-project tenders

  The tender pack is uploaded as is, unpacked and read: summary, binding requirements, points to watch and the bill of quantities to price.

  → Two to four days of writing and pricing reduced to an analysis to review, technical statement and priced schedule included.

• Submission history

  The body of past submissions, with the reason each lost bid was lost.

  → Every new submission starts from what has already won, and the references quoted are jobs actually delivered.

• Customer invoicing

  Invoices raised from quotes and jobs, with reminders and payment tracking.

  → What was sold and what was invoiced converge on their own — missed invoicing becomes visible.

Prices are recovered from your past quotes, line by line, with the number of comparable jobs and the accepted quotes that back them up.

The field produces most of a company's information, and the field is where it gets lost: a report retyped the next day, hours jotted in a notebook, a photo left on a phone.

• Jobs and visits

  Work orders assigned, carried out and closed from mobile, with attachments and customer signature.

  → The visit is closed on site: no more paperwork waiting to be tidied up later.

• Dictated reports

  The technician dictates the report, which is transcribed and then structured automatically.

  → The report exists before the technician leaves the site, in a form the customer can read.

• Jobs

  The job carries its hours budget, its purchases, its visits and its documents.

  → Everything about a piece of work sits in one place, years later.

• Maintenance contracts

  Recurring contracts with their scheduled periodic visits and delivery tracking.

  → A contractual visit that has not happened shows up before the customer asks about it.

• Customer satisfaction

  Surveys sent after a visit, with response tracking.

  → Dissatisfaction surfaces while it can still be put right.

• Team location

  Position of teams out on their rounds, where the feature is switched on.

  → The afternoon emergency goes to whoever is nearest, not to whoever answers the phone.

What happens in the field reaches the system the same day, entered once by the person who did the work.

Purchasing is the least controlled area in technical SMEs: orders placed by phone, a budget tracked after the fact, and supplier invoices discovered on delivery.

• Purchase requests and approval

  The need comes up from the field, is approved, then turned into an order.

  → A purchase goes through a recorded decision instead of a verbal agreement nobody can find again.

• Budgets and commitments

  Budgets by category and by department, drawn down pro rata by order lines.

  → Overspend shows at the point of commitment, not three months later when the invoice lands.

• Orders and receipts

  Purchase orders, acknowledgements, delivery notes and partial receipts.

  → The gap between ordered, delivered and invoiced reconciles itself — the familiar three-way match.

• Sourcing and enquiries

  Several suppliers consulted on the same requirement, with their offers compared side by side.

  → The price you got is measured against the price you could have got, instead of being the only one you saw.

• Stock and locations

  Stock by location, kit preparation, transfers and the item library.

  → You stop buying what is already on the shelf, and material leaves the store ready for the job.

• Non-conformities and disputes

  Tracking of non-conforming deliveries and supplier disputes through to resolution.

  → A credit note you are owed no longer disappears between the store and accounts.

Every euro committed is tied to a budget, a job and a department before it is even invoiced.

Between the finished job and the money in the bank sits a series of steps where time — and sometimes money — is lost: an invoice raised late, a part payment never matched, a supplier invoice paid twice.

• Invoicing status

  What is invoiceable, invoiced, overdue and paid, by customer and by job.

  → The job that is finished but not invoiced appears on a list, rather than in someone's memory.

• Customer payments

  Full and partial payments matched to invoices, with automatic chasing of overdue amounts.

  → The chaser goes out at the right moment without depending on one person staying alert.

• Supplier invoices and payments

  Supplier invoices matched to orders and receipts, with partial payments tracked.

  → An invoice with no matching order does not get paid by inattention.

• Bank reconciliation

  Bank lines matched against recorded payments and receipts.

  → The gap between the bank and the ledger narrows to what genuinely still needs handling.

• Cash and working capital

  Cash position, working capital requirement and month-by-month movement.

  → A funding need becomes visible several weeks ahead.

• Expense claims

  Expenses entered from mobile, approved, then fed into payroll data.

  → Receipts stop circulating as photos in a messaging app.

Invoicing, payments and bank reconcile themselves: only the genuine discrepancies are left to handle.

Tools and vehicles are an asset that rarely gets tracked: you find out what a van costs when it breaks down, and tools vanish without anyone knowing whose van they are in.

• Equipment and assignments

  Tools and equipment assigned to a technician, a vehicle or a job, with labels and barcodes.

  → A tool can be found again, and its disappearance is noticed when it happens.

• Vehicles and odometer readings

  Fleet, allocations, servicing and mileage readings.

  → Servicing is triggered by actual mileage, not by the approximate date someone remembers.

• Total cost of ownership

  Purchase, servicing, fuel and downtime accumulated per asset.

  → The decision to replace or keep is taken on an observed cost, not on an impression.

• Buildings and facility contracts

  Sites, buildings and facility management contracts with their renewal dates.

  → Running costs stop being a single accounting line with no detail behind it.

• IT assets

  Workstations, licences and devices assigned to staff.

  → A leaver no longer leaves hardware and licences unaccounted for.

Every asset carries its assignment, its history and its real cost of ownership.

Between hours logged on site and the payslip there are usually two or three re-entries, as many chances to get it wrong, and a monthly negotiation about what was actually done.

• Timesheets

  Time entered by technicians, tied to the job, then approved by their manager.

  → Hours feed both job profitability and the variable elements of payroll.

• Absence and leave

  Leave requests, approvals, balances and recorded absences.

  → The schedule reflects real absences, and balances are no longer kept in a spreadsheet.

• Certifications and expiry dates

  Certifications, qualifications and medical checks with their expiry dates.

  → An expired certification is flagged before the job, not during an inspection.

• Staff records

  Contracts, documents, onboarding and offboarding per employee.

  → Joining and leaving follow a checklist, not the memory of whoever usually handles it.

• Payroll inputs

  Hours, bonuses, absences and expenses consolidated for payroll.

  → The file sent to the accountant is assembled, not rebuilt every month.

An hour entered once serves the job, the payroll and the margin analysis.

Companies that manufacture or pre-assemble in a workshop run their engineering separately: a technical file in a network folder, a bill of materials in a spreadsheet, and a requirements calculation redone for every job.

• Engineering projects

  Projects opened from the won deal, with their phases and their hours budget.

  → Engineering is tracked like a job: planned effort, effort spent, drift visible.

• Technical files and bills of materials

  Structured files and bills of materials, attached to the project.

  → The bill of materials becomes usable data, not a spreadsheet tab sent by email.

• Requirements calculation

  Component requirements derived from the bills of materials and available stock.

  → The job's purchases come out of the calculation, instead of being estimated and then topped up in a hurry.

• Works orders and workshop schedule

  Works orders scheduled against workshop capacity.

  → The date promised to the customer reflects what the workshop can actually take on.

Engineering feeds purchasing and production directly: data entered once, used all the way to delivery.

A sizeable share of admin time goes on answering simple questions: how is my job going, did you get my invoice, could you resend the report.

• Customer portal

  The customer views their jobs and documents, raises requests and answers surveys.

  → Follow-up calls drop, and the customer helps themselves whenever it suits them.

• Supplier portal

  The supplier acknowledges orders and uploads their delivery notes and invoices.

  → Supplier documents arrive in the right place, attached to the right order.

• Recorded correspondence

  Commercial, technical and accounting exchanges are kept on the file they concern.

  → An exchange is found on the job, not in the mailbox of someone who has left the company.

Whatever the customer or supplier can do themselves stops tying up a person on the phone.