Intelligence
Know what needs attention, what may need funding, and why.
The Platform keeps the record. Intelligence reads it four ways: what needs attention, what may need funding, what surrounded the work and where the whole portfolio stands. Every answer shows what it rests on.
Operational intelligence
Know what needs attention, and why.
Safety observations recorded at a visit, recommendations still open, credentials that expired or are expiring, equipment past its typical service life, repeat service and records that are incomplete. Each item opens the visit or document it came from.
- The problem
- Open recommendations and repeat problems are buried in reports and invoices.
- What you see
- Every open item with its kind, reason, date and source, and repeat service shown as a repeat.
- What you can do
- Assign follow-ups, close what is done and act on what is documented as open before it becomes an emergency.
- What it rests on
- Signed visits, documents and credentials on the record. Each item opens the visit or document it came from.
Service patterns from your own history
Visits by month and week, the busier and quieter months, volume by equipment family and by area, repeat service and contractor changes. Observed history only: no cause, no forecast and no score.
- The problem
- Planning service capacity from memory.
- What you see
- Visits by month and week, busier and quieter months, and volume by equipment family and area.
- What you can do
- Plan seasonal work and staffing from what actually happened in past years.
- What it rests on
- Signed visits only. No cause, no forecast and no score.
Capital and reserve intelligence
Plan replacement from the equipment actually on record.
Replacement windows come from documented install years and typical service life; cost ranges from documented costs or a stated class range. The reserve planner compares lower, base and higher requirement scenarios, and the engineering baseline keeps the professional's findings with the equipment.
- The problem
- Every reserve study and budget cycle rebuilds the inventory and guesses the ages.
- What you see
- Replacement windows and cost ranges per asset, the replacement timeline and lower, base and higher reserve scenarios.
- What you can do
- Start the next capital plan from what is known, and pay the consultant to assess rather than reconstruct.
- What it rests on
- Documented install years, typical service life, documented costs or a stated class range, and engineering findings kept with the equipment.
Planning assumptions, not predictions that anything will fail. Estimates should be reviewed alongside current inspections, professional advice and the organization's own planning requirements.
Environmental and preparedness context
Conditions beside the work, never as proof.
Recorded area events, such as extreme cold, sit beside the service history so a team can see what surrounded the visits. Preparedness actions an organization runs are recorded with who did them and when. Context is context: it is never converted into proof of damage or a prediction of failure.
- The problem
- After a cold snap or a storm, nobody can say which buildings were checked.
- What you see
- Recorded area events beside the visits around them, and preparedness checklists with who did what and when.
- What you can do
- Document preparation and start the conversation after an event from the record.
- What it rests on
- Area context from the issuing authority and the organization's own recorded actions. Context is never proof of damage.
No claim that weather caused a fault, and no forecast of service demand. Harmelo does not show an official alert it has not received from the issuing authority.
Portfolio intelligence
Where every building stands, and where the evidence is thin.
Information gaps counted per building and per kind, contractor changes and repeat service across buildings, signed visits across every contractor, and handover readiness for a sale, a new manager or a new operator. A gap is not a finding about the building.
- The problem
- Portfolio questions are answered one building at a time, from different systems.
- What you see
- Information gaps per building and kind, contractor changes, repeat service and handover readiness across the portfolio.
- What you can do
- See where to act and where evidence is thin before a decision, an acquisition or a funding request depends on it.
- What it rests on
- The same governed record. A gap is a missing fact with how it is resolved, never a finding about the building.
Next step
Start from what the record shows.
A virtual walkthrough of the four kinds of intelligence on a demonstration portfolio.