Field Services
A field business lives on what happens away from the office, where the person doing the work cannot ask anybody a question. Whether the promise made at booking reaches the technician, and whether what the technician did reaches the invoice, decides both the customer relationship and the margin.
The promise and the job are usually two different records.
The booking captures what the customer asked for, in the customer's words. The work order captures what operations decided to send. When those are separate records nobody reconciles, the technician arrives to do something other than what was agreed, and the conversation on the doorstep is the first anybody hears of it.
Connectivity is a design assumption, not a fact.
Basements, plant rooms, rural sites and buildings with thick walls are ordinary working conditions, not exceptions. An application that needs a connection to record completion produces paper notes typed up later, which means the record is a recollection and the evidence is whatever survived the day.
How we approach it.
Keep one job record from booking to invoice, so scope, coverage and instructions travel with the work. Cache the day ahead of time on the device and make the sync state visible, so nobody wonders whether a job went through. Require evidence as part of completion rather than as a favour. Then connect rework and follow-up visits back to the original job, because a return visit that is not linked to anything cannot be explained or costed.
What tends to be true afterwards.
The technician arrives knowing what was promised. Completion is evidenced at the point of work rather than reconstructed. And a return visit has an explanation attached to it, so quality and cost can be reviewed together instead of separately and inconclusively.
Start with the requirements of the work.
The promise needs to reach the field.
Make scope, coverage and job instructions available to the team delivering the service.
Field records are part of the transaction.
Capture time, materials, evidence and customer acknowledgement as the work is performed.
A return visit needs an explanation.
Connect rework and follow-up to the original job so quality and cost can be reviewed together.
Products to explore
Explore the fit, then agree the configuration and implementation scope.
Rovix runs the whole chain from a staff request to somebody starting work: requisitions and approvals, vacancies and pipelines, agencies, offers, onboarding and internal mobility. Four audiences use it, the workflows behind it are drawn rather than coded, and its AI is advisory by architecture.
Explore →
Servexa runs the full life of a service job: what was promised, what was scheduled, who did it, what it consumed, what it cost and what it was worth. A booking front end for customers, a dispatch board for operations, an offline app for the field, and a configuration studio where the service catalogue is versioned rather than deployed.
Explore →Related technology work
Mobile device management
Enrolling, configuring, securing and eventually retiring the devices people work on, without turning every change into a helpdesk queue.
Explore →Business process automation
Taking the manual handling out of a process without hard-coding today's exceptions into next year's system.
Explore →Enterprise integration
Making separate systems behave like one: the interfaces, the mappings, and what happens on the day one of them is unavailable.
Explore →Data and analytics
Turning records into decisions: agreeing what a number means, where it comes from, and which question it is meant to answer.
Explore →Operational technology
The systems that run plant, sites and equipment: getting data out of them, and keeping them separated from everything else.
Explore →What would a better working day look like?
Bring us the process you want to improve. We’ll explore the product, technology and delivery work it needs.