Money

Internal management view — not the accounting source of truth. No autopilot invoices or collections.

Cash / collection summary

Invoiced
BAM 12,200
Collected
BAM 7,100
Due
BAM 2,100
Overdue
BAM 3,000

Project profitability

ProjectRevenueHoursDirect costsMarginEff. hourlyPattern
Klijent A PortalKlijent ABAM 5,000110BAM 30039.0%BAM 45.45healthy
Klijent B AppKlijent BBAM 3,000240BAM 250-108.3%BAM 12.5poor hourly
Klijent C SiteKlijent CBAM 4,20095BAM 18039.2%BAM 44.21healthy

Invoices

ClientProjectStatusAmountDueReminder
Klijent AKlijent A PortalpaidBAM 5,0002026-07-15—
Klijent BKlijent B Appoverdue (14d)BAM 3,0002026-08-07Recommended (not auto-sent)
Klijent CKlijent C SitesentBAM 2,1002026-08-28—
Klijent CKlijent C SitepaidBAM 2,1002026-06-01—

Capacity (Mahir & Nejra)

Equal presentation — never ranked as better/worse. Load visibility only; not employee monitoring.

Mahirbusy

Available 32h · Committed 30h · Estimated work 34h

  • Delivery + client B incident load this week
  • Open Plane tasks near capacity
Nejrabalanced

Available 32h · Committed 22h · Estimated work 24h

  • Steady project C + sales review load
  • Room for one small commitment

New-project fit

Fit: tight

Team capacity is tight for the next 2 weeks — accept only high-fit work

  • Mahir is busy; Nejra is balanced (equal visibility, not ranked)
  • Project B economics already poor — avoid similar scope
  • Prefer deferred start or higher pricing for new large builds

Decision recommendations

  • [defer] Defer large new builds 1–2 weeks
    Capacity tight; protect delivery quality on open work
  • [price higher] Price higher for Project-B-like scopes
    240h / BAM 3,000 → poor effective hourly — pattern to avoid at same price
  • [accept] Prefer Project-A-like scopes
    Healthy margin and effective hourly on portal-style work
  • [capacity] No autopilot capacity decisions
    Recommendations only — humans decide accept / defer / price