Loading
Because the pipeline and the delivery schedule are different systems. Sales commits a start date from optimism, delivery discovers it in the kickoff, and the client hears a revised date in week two.
The firms that avoid this usually do so through one person who holds both pictures in their head, which works until they are on holiday.
The proposal is built from the rate card finance owns, and Loop's capacity is on the same platform rather than in a separate tool. A start date can be checked before it is offered.
Won work opens phases in Loop from the sold lines, with the roles and days that were actually quoted.
It will not tell you whether an engagement is going well. It tells you whether it is going as sold, which is a narrower and more answerable question.
And it does not schedule people for you. Loop shows who is available; who does what remains a judgement about capability, not just capacity.
Because the sold lines and the logged time are on one record, margin is a comparison rather than a quarterly investigation. Cohort analysis shows whether the work you sold in Q1 was the work that paid.
Scope changes are recorded as variance against the sold lines, so the conversation about a change request has evidence in it.
Products, not integrations. Each one reads the same record, so a join is a permission rather than a sync job with a mapping screen behind it.
Yes, rate cards are per client, currency and term, and can vary by role.
Yes — accepted lines open Loop phases with the same quantities.
Yes, sold value against logged cost, on the same record.
Half an hour on your own numbers is usually enough to say whether Flow is the right place to start.