Know which jobs made money, and which ones only looked like they did.
Every hour and every receipt lands on the job as the work happens, so the margin is a figure you look up — on one job, or across everything a client has ever given you — instead of a spreadsheet you build in July.
JOB-1042
PaidGross profit
$2,115.70
The costs turn up on their own, from the people doing the work.
Nobody sits down to do costing. An hour logged on site and a receipt photographed at the trade counter each land on the job they belong to at the moment they happen, and the margin moves with them. What’s on the screen is what the week actually did — not what somebody remembered to enter on Friday.
Revenue counts from the moment an invoice is issued. A draft isn’t money yet and a cancelled one is void, so neither is allowed to flatter the figure.
Both sides are ex-GST. The tax was never the business’s money, and a margin taken over a GST-inclusive total flatters itself by about three points.
An hour reaches the margin exactly once — through the invoice that billed it, or, when it isn’t billable, as the cost it still is. Flipping that switch moves the cost between the two and never into both.
On site · Corio
SyncedAn hour costs what it cost — whoever worked it.
Labour is costed by the person who did the work, not by one blended rate that flatters the apprentice and punishes the tradie. The most specific figure wins: an override on the entry, then the rate-card item chosen for it — a weekend or an after-hours rate — then that person’s own cost rate, then the business default.
An hour whose rate can’t be worked out is never counted as $0, because that would overstate the margin. It’s reported as unvalued, so you know the number is short instead of believing it.
The cost of a billed hour is frozen onto the invoice line. Put your rates up in March and the job you billed in February keeps the margin it actually made.
Cost rates sit behind the costing and team permissions. The crew logs hours all day and never sees what an hour of theirs costs the business.
Money you’ve committed counts before the bill turns up.
An order placed with a supplier is money spent, even though nothing has been paid. Costing carries it as a committed figure with a projected margin beside the actual one — so a job doesn’t read as healthy right up until the supplier’s invoice arrives and takes four points off it.
As receipts are confirmed against an order, the commitment shrinks by exactly what landed. The handover moves the number from committed to actual; it never counts it in both.
Every client carries the same maths across all their jobs, so the client who keeps you busiest and the client who makes you the most money can turn out to be two different people.
Margins are office numbers. Field staff capture the hours and the receipts that build them, and the costing screens are closed to them.
Who it’s for.
The same feature reads differently depending on which end of the business you’re standing at.
The owner
Which work is worth doing more of, and which client is quietly the expensive one — on the job page today, not from the accountant in October.
The office
Revenue, cost, margin and the projected figure on the job they already have open, with the cost ledger behind it. Nothing to reconcile by hand.
The crew on site
Nothing extra to fill in. Logging the hours and photographing the docket is the whole contribution, and they never see a cost rate.
Next door.
The parts of the system this one hands off to.
Cost a real job with it.
Fourteen days, your own rates and your own jobs. The first margin you look at is the answer.