Most practices lose work they never knew they were losing: an enquiry nobody followed up, a proposal that went quiet, a client who last heard from you fourteen months ago. Quantim keeps the pipeline, the client record and the job history in one place, so the gap is visible while it can still be closed.
Start a free trial Book a demoA board to work the pipeline on, records behind every name on it, and the analytics that say whether any of it is converting.
A board of columns you define yourself, with a card per enquiry. Drag a card along as the conversation moves, and the counts at the top of each column are your pipeline.
The client behind the jobs: addresses, contacts, invoicing details and every job you have ever run for them.
People, not just organisations. The person who signs the appointment is rarely the person who answers a question about drainage.
A dashboard of charts you choose, broken down by office. The question it answers is not how busy the pipeline looks but whether it is converting.
Four things, deliberately, because a card nobody can read at a glance is a card nobody moves. Pick a numbered point.
Four points on this screen.
Weighted pipeline is the only honest version of the number. Set your own figures.
Win rate here means proposals that become jobs, not enquiries that become proposals. Measuring the wrong one is how a pipeline looks healthy.
An illustration from the figures you entered, not a measured result. It assumes your win rate holds as volume rises, which it rarely does.
What makes a pipeline worth keeping rather than worth ignoring.
Columns are added, renamed and removed on the board itself. A practice that tenders runs a different pipeline from one that works on repeat instructions, and a fixed set of stages makes one of them lie.
The counts and the chart follow whatever stages you define, so the shape of the board is the shape of the report.
A follow up is a dated commitment against a lead, not a note. Once the date passes the card says so, in red, with the number of days counted.
That number is deliberately uncomfortable. A lead can be lost on price or on fit, which is fair enough, or because nobody rang back for six weeks, which is not.
Submitted value is what you have proposed. Weighted value discounts each one by how likely it is, which is the difference between a forecast and a wish list.
A single large unlikely scheme can carry a whole quarter's pipeline on paper. Weighting it is how you find out that it was doing so.
Submitted fees against target revenue, and secured sales against target sales, both per office. A practice with three studios does not have one pipeline; it has three, and they rarely behave the same way.
The analytics dashboard is built from charts you select, so each office can watch what matters to it without reading everybody else's.
Into a job, with the client, the contact and the agreed value already on it, and from there into quotations, timesheets and invoices.
That continuity is the argument for a CRM that lives inside the practice system rather than beside it: the thing you win is the thing you deliver and the thing you bill, with no retyping between them.
Nothing here is a separate system. The same job, the same people and the same numbers run through all of it.
A free trial takes a few minutes to set up, and no card. Or let us walk you through it against the way your practice actually wins work.
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