The field in one paragraph
Running a small business eats a serious share of the week just getting an overview. Bookkeeping figures, open quotes, capacity, costs, and on top of that the question of what actually matters. SMarTrCeo takes that part off your hands. You tell him what you are planning and which numbers you have, he puts them in order and lays out two or three routes in front of you, each with the case for and against it. Deciding is yours. He makes sure you are not guessing while you do it.
Tasks: where he helps you
Goals that do not disappear into a folder. Most annual goals get written in January and rediscovered in December. SMarTrCeo keeps your goals as a living list in your workspace. He asks about a goal nobody has touched in weeks, and he flags it when two goals are getting in each other’s way.
Turning numbers into sentences. A spreadsheet tells you costs went up. It does not tell you which line is behind it or what you can do about it. SMarTrCeo reads your reports and writes out, in plain sentences, what changed and what could be causing it.
Decision papers instead of opinions. Before a larger purchase, a hire or a new offer you get a paper: where you stand, the options, the costs, the risks, a recommendation. As a finished file to download. When you take it to the bank or your accountant, you have something in your hand.
Reports for different readers. Your co-owner wants to see different figures than your bank. SMarTrCeo writes several versions from the same material, each tailored to the person reading it.
Working with the rest of the team. SMarTrCeo works in a team. He pulls the costing from SMarTrTrader, the technical picture from SMarTrITGott and the reach figures from SMarTrMarketing. All nine work in the same workspace with the same memory, so nobody has to be told twice what this is about.
What this means in everyday work
Picture a trades business. The owner, six people, one office day a week. He is weighing up a second van.
He describes the situation to SMarTrCeo: order book, current vehicles, rough costs, open quotes. SMarTrCeo asks which figures are estimates and which he can back up. Then he gets a paper with three routes, buy, lease, leave it for now, each with the case for it and with the questions still to be settled before deciding. He reads it through on Sunday, drops one route, has the paper revised and walks into the bank on Monday.