Most delivery queues run in signature order, because it feels fair and needs no decision. On one team with four implementations, that choice costs a year’s recognised revenue — a long build at the front holds back three quick ones behind it. Scalio works out the order that recognises the most, and shows you what the other order would have cost.
Every figure reconciles to your ledger to zero tolerance, and any difference is named rather than absorbed.
It reads as an accounting detail. It is the difference between a forecast that holds and one that does not. A signed contract with nobody free to implement it is not revenue — it is a promise with a queue in front of it.
Model the queue and the picture changes. A slipped implementation stops being a project problem and becomes a dated movement in recurring revenue, visible the day the commitment is made rather than the month it fails.
The delivery order that recognises the most revenue this year, against the team you actually have — next to what signature order would have earned, so the difference is a number rather than an opinion.
Who is free, when, and what a shortfall costs. Three costed options rather than a red cell: move the date, add a contractor, or reduce scope.
ARR and CARR that reconcile. Opening plus new plus expansion, less contraction and churn, equals closing — every month, or the bridge says so rather than balancing itself.
Weekly and monthly, built from real pay dates and statutory due dates rather than a twelfth of the year.
Two plans side by side, in profit and in cash. A redundancy programme improves one from month two and makes the other worse in month one; seeing only half of that is how a company decides it cannot afford the thing that saves it money.
A fortnightly payroll produces three pay runs in some months, and superannuation and BAS land on their own dates. Divide the year by twelve and the month that breaks you is invisible.
Superannuation and payroll tax sit inside every cost, everywhere. A headcount plan costed on cash salary is understated by about a fifth, and always in the same direction.
“$120,000 package” and “$120,000 plus super” are $14,400 apart and a budget writes both the same way. You answer once, and override the one executive who differs.
An Australian entity and a New Zealand one share almost nothing: superannuation against KiwiSaver, payroll tax against none at all. Each is costed on its own obligations.
Scalio reports, and surfaces what needs a decision. Where detail is required it is imported from the system that already owns it. Scalio never becomes the source.
Database and application both run in Sydney. Every table is protected by row-level security inside the database, so a query can only return rows belonging to the organisation the signed-in person is a member of — not because the application remembers to filter, but because the database will not return anything else.
One login can hold several organisations, kept entirely separate. Built that way for fractional CFOs, who need exactly that and are usually told to open a second account.
We are working with a small number of Australian software companies. If delivery capacity gates your revenue and you cannot currently see where, we would like to hear from you.