Reading the week

Five minutes, not a ritual

The week is the owner's read: what the company actually did, off the same records the crew created by doing the work. There is no Friday spreadsheet ritual because there is nothing to re-enter. The crew ran the jobs; the week is those jobs, added up. Read it Sunday night or Monday morning. It takes five minutes and it does not lie to you.

The four numbers

• Booked

  New work that entered the schedule. The health of intake and demand.

• Closed

  Work finished. The health of the crew and the calendar.

• Collected

  Money that actually arrived. The health of your cash.

• Open

  Work promised and not yet done, and invoices out and not yet paid. The load you are carrying into next week.

Reading the pairs

The numbers talk to each other. Booked thin and closed strong: the crew is eating the backlog and intake needs attention before the trucks go quiet. Booked strong and closed thin: the schedule is writing checks the crew cannot cash. Look at scope, staffing, or dry runs. Open growing week over week: promises are stacking up somewhere, in the schedule or in receivables. One number is a fact; the pair is a diagnosis.

The week, by tech

The same report reads by person: what each tech ran, quoted, and closed. That turns coaching from a vibe into a conversation with numbers in it. The ride-along goes to the tech whose week says they need it, not whoever's turn it feels like. This is reading, not surveillance. The record shows the work the tech already did.

When you need more

The week exports to a spreadsheet when your accountant or your curiosity wants the raw rows. Deeper analytics (dashboards, forecasts) sit later on the roadmap, on purpose. The four numbers come first because a shop that reads them weekly already knows more than most.