Hobfolk
The Hub

One page.
The whole business.

The surface the business is run from, and the whole company works in it. An apprentice, a bookkeeper, a project manager and the managing director open the same building and find their own floor, their own room and the tasks in it. Permissions set the depth. It comes with every plan.

The problem with dashboards

A number nobody has proved is not a fact

The colour on every tile is not a KPI status. It is the state of the evidence behind the number.

A general manager's morning is usually eleven tabs: the accounts package, the inbox, the job sheet, two carrier portals, the CRM nobody updates, and a spreadsheet somebody owns. Nothing agrees with anything else, and the disagreements are found by accident.

The Hub replaces that with one page. It is assembled from the same systems the desks work in, so it cannot drift from reality, and — the part that is unusual — every tile shows whether its number has been independently verified, when, and by what check. A figure nobody has proved is marked as such rather than presented with the same confidence as one that has.

The same page is everybody’s. Turnover, margins and what people are paid resolve for the people cleared for them; everyone else opens the same building and the same rooms and gets on with the work in them. One model of one business, read at the depth each person is entitled to.

The Hub · Tuesday 07:41 All four companies
Cash at bank
£184,220
Reconciled 06:02 against the statement, not the total.
Owed to us
£96,54031 overdue
Aged debt falling for six weeks. Two accounts marked no-chase.
Committed out
£41,900
Purchase orders raised, not yet invoiced. Human release only.
Jobs in flight
17
Four at drawing, nine in build, three on site, one in handover.
Quotes out
£312k
Eleven live. Two past their chase date and being chased.
Dispatch this week
9
Eight tracking normally. One silent, and it is in the exceptions.
Compliance
2 due
Insurance renewal in 19 days. One RAMS needs reissue after a method change.
Enquiries this week
14
Eleven answered same day. Three landed today, clock still running.
Content this week
6 posts
Four published, two scheduled. Best performer flagged for reuse.
Needs a decision

Consignment 4471 has not scanned for 26 hours
Due on site Thursday. Carrier case open since 02:37. Nobody has told the client yet.

✕✓

Brayfield: promised date is four days adrift
The floor moved and the client was warned overnight. The new date needs your agreement.

✕✓

Halden quotation is drafted and waiting on you
£38,400. Costed, drawing attached, three sign-offs recorded. It needs a person.

✕✓

New fabricator NDA still unsigned
Sent overnight; drawings held back until it returns. No reply in four days — chase again or hold.

✕✓

Three posts drafted, scheduled to hold
Next week's content is written and queued. Nothing goes out until someone here says go.

✕✓
Overnight run
41 actions
All verified at the far end bar one, which reopened itself at 05:41.
Verified at the far end Stale — last check is old Unverified or failing Every tile drills to the record it came from
Enquiries registerDrawing queueMoney ledger Logistics trackerCompliance calendarDemand calendar Studio job listOvernight log
Generated 07:41, today. Everything above is a report and changes nothing — the only control on this page is the tick and the cross.
What makes it a hub

What it actually does

01

Everything, in one place

Jobs in flight, cash, aged debt, dispatch, compliance dates and the overnight run. No tab has anything the Hub does not.
02

Evidence on every tile

Verified, stale, or unverified — stated, not implied. An unverified number is not presented as a fact.
03

Exceptions first

The page opens on what needs a decision. Everything healthy is collapsed, because healthy is not information.
04

Drill to the source

Every figure traces back to the record it came from in one click — the invoice, the consignment, the thread.
05

Built for a phone

Because the person who needs it is usually on a site, in a car park, at half seven in the morning.
06

It tells you when it is wrong

A feed that stops updating raises itself. A dashboard that silently shows yesterday's number is worse than no dashboard.
07

Everyone has a floor

Floors are the org chart, rooms are the departments and the people in them. Whoever opens it lands on their own floor with their own work on it, in the same model of the same business everyone else is looking at.
08

Permissions set the depth

The commercially sensitive figures resolve for the people cleared for them. The building, the rooms and the tasks are the same for everybody; what a room tells you depends on who opened it.
09

The load map

Where the load actually is — which room is over capacity, where the pinch points are, which tasks are not closing. The thresholds are calibrated with you, because a floor working at a relaxed pace and a floor running to a show date are not the same instrument. It reads patterns, not incidents: a task type that routinely does not close goes to the line manager as a root cause to find.

This is the least theoretical thing on this website: the Hub is how this business is run today, across four live companies, and it is where the pattern came from.

Ask us to show you the real one.

Not a mock-up of your business — ours, live, with the failures still on it. It is a more useful half hour than a slide deck.

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