For insurance, accounting and investment teams, track leads, deals and commissions in one panel. Build an organized sales process that fits with automations and roles.
The modules that matter most for your industry work right out of the box.
Pipelines, kanban, scoring, saved views
Stages, products, revenue & win rate
Recurring tasks, project boards
Sequences, campaigns, web forms
Pivot reports, funnel, team performance
CRUD permissions, department hierarchy
Selling financial products is a documents-and-deadlines business, and most of what goes wrong is a missing document or a missed date. An insurance broker, a mortgage adviser, a leasing sales team or an accounting firm all run the same shape: an enquiry becomes a file, the file needs a set of documents before an offer can be made, the offer has a validity date, and the signed contract has a renewal date that comes round every year. So the setup centres on a pipeline whose stages require fields before a file can move, date-based automations that fire from renewal and expiry dates, tasks attached to every file, strict roles so an adviser sees only their own clients, and an activity log that records who opened and changed what. It is the sales and follow-up layer around your policy, loan or accounting system — not a replacement for it.
A mortgage enquiry arrives from a web form at 21:15. The adviser replies in the morning, asks for payslips, an ID and a bank statement, and waits. Two of the three arrive over the next week by WhatsApp, e-mail and a photo taken at an angle. The adviser chases the third twice, prepares an offer, sends it with a fourteen-day validity, and the client goes quiet. Six weeks later the same client signs with the broker who called on day two of the silence. Nothing in that story required skill; it required someone owning the next step every day.
The same is true in insurance, where the file is a quote with an expiry, and in leasing, where the file is an application with a credit decision pending. Speed at the start still matters — the Harvard Business Review study of 2,241 companies found that responding within an hour made a lead nearly seven times as likely to be qualified, against an average response time of 42 hours — but the peculiar leak of financial sales is in the middle, in the weeks of waiting for documents and decisions.
The third shape is the renewal. A policy, a lease, a fixed-rate period, an annual accounting engagement — each has a date on which the client either stays or is lost to whoever called first. A broker's book is worth exactly as much as its renewal rate, and a renewal that nobody was reminded about is the cheapest revenue a firm ever loses.
Every stage is an event that either happened or did not, and several stages refuse to accept a file until a required field is filled. That rule is the whole method.
| Stage | Verifiable event | Required on entry | Automation that usually helps |
|---|---|---|---|
| New enquiry | Form, call or message received | — | Assign owner in turn; welcome message with the document list |
| Qualified | Need, amount and timing confirmed | Product, amount, target date | Task "request documents" created on entry |
| Documents collected | All required documents received | Documents checklist field = complete | If not complete in 5 days → reminder to client; 10 days → task to call |
| Offer sent | Quote or offer issued | Offer amount, offer valid until | 3 days before validity ends → task "call before offer expires" |
| Decision pending | Sent to insurer, lender or lessor | Submitted date | Idle 7 days → alert owner and manager |
| Signed / Lost | Contract signed, or explicit refusal | Start date, renewal date; lost reason on Lost | Deal won → income and commission booked; renewal automation armed |
Insurance agencies typically add "Quote comparison" between qualified and offer; leasing teams add "Credit decision" with an outcome field; accounting firms replace "Documents collected" with "Engagement letter sent". Keep one pipeline per product line — mortgages and protection are different processes with different cycle times — within the plan's allowance of two, five or ten pipelines.
| Field | Type | Why |
|---|---|---|
| Product line | List | Routes to the right adviser; the first report dimension |
| Amount / sum insured / premium | Number | Pipeline value before a deal exists; commission base later |
| Documents checklist | Checkbox or list | The stage gate; the automation reads it |
| Offer valid until | Date | Drives the "call before it expires" task |
| Renewal date | Date | The single most valuable field in the workspace — see below |
| Provider / insurer / lender | List | Renewal comparison and a report of who wins your business |
| Referral source / introducer | List | Which accountant, agent or ad sends files that close |
| Country / language | System fields | Filled from the phone country code; useful for expatriate and cross-border clients |
| Lost reason | List, required on Lost | Rate, declined, went elsewhere, no documents — the only way to learn |
The lead-detail layout is configurable per role, so an adviser sees the file fields, an administrator sees the document checklist and dates, and the principal sees the commercial fields. Fields can be made required at a stage, which is how "documents collected" becomes a statement rather than an opinion.
A renewal date on a signed file is a date field, and automations can fire relative to a date field. That is all the machinery needed for a renewal programme that runs itself.
The same pattern runs a fixed-rate expiry for mortgage clients, a lease end for leasing customers and a year-end deadline for an accounting engagement. Because the automation is relative to the field, a client whose renewal date is corrected simply gets the new schedule; nothing is rebuilt by hand.
A file in "documents collected" is really a list of tasks — request, chase, receive, verify — and the task module keeps them on the file, with an owner and a due date, visible in the adviser's list and in the manager's report. A task created by a stage automation is the same object as one created by hand, so nothing is special-cased.
Recurring tasks cover the obligations that are not tied to a single file: a monthly commission reconciliation, a quarterly review call for each managed client, a weekly pipeline review. They repeat daily, weekly, monthly or on a custom rule, and each completed period is recorded separately, so "was the quarterly review done for this client in Q2" has an answer.
For firms that treat onboarding as a project — a company account with several product lines opening at once — the projects module on the Business plan groups tasks under milestones, but most brokers never need it; the file and its tasks are enough.
Web forms and comparison sites arrive through the lead webhook, which any source able to send an HTTP request can use; the campaign, ad set and ad are system fields filled on arrival, so the report of "which ad produced signed files" needs no extra work. WhatsApp and Messenger arrive in the shared inbox and create the client record with the full history attached. Phone calls made from the browser softphone are logged on the record with duration and disposition.
Two settings matter. Distribution: each channel can carry a list of advisers to whom unowned enquiries are assigned in turn, so the 21:15 form has an owner before anyone reads it. Working-hours response time: the enquiry that arrived at 21:15 and was answered at 09:05 counts as five working minutes, not twelve hours, so advisers are measured on what they control and the report is honest.
Phone numbers are normalised to international format at every entry point, and the duplicate report matches records by phone ending, so the client who filled the form and then called from a landline is one file, not two files with two advisers.
Permissions are per entity and per action — view, create, edit, delete — and data scope is separate: own records, the department below you in the org chart, or everything. An adviser who leaves takes nothing; the team leader reassigns the book in one bulk action and the renewal automations continue under the new owner.
Financial firms are asked, sooner or later, who looked at a client record and who changed a figure. The activity log, available from the Growth plan, records sign-ins, settings changes, assignments, exports and record changes with the user and the time, filterable and exportable to CSV. It is not a regulatory audit system, and we do not claim certification under any supervisory regime; it is the plain record a principal needs to answer the question.
Around it: two-factor login for every user, a lock after five failed sign-in attempts for three hours, each workspace in its own isolated database, hosting in the Netherlands, and a per-user display time zone so a log entry reads correctly in London and in Dubai. Export is a permission, so it can be limited to the people who should hold it. Automated daily backups of the workspace are not currently part of the service; export what you must retain on your own schedule.
All of these are pivot reports — a dimension by a dimension with a measure — saved once and reopened each Monday. Stage, provider, product line, source, owner and any custom field are dimensions.
This is not a policy administration, loan origination or accounting system. It does not rate premiums, run affordability calculations, perform identity or anti-money-laundering checks, connect to lenders or insurers, or store contracts as legally retained documents. It does not carry regulatory certification of any kind. Keep the product of record in the system built for it; keep the enquiry, the file, the chase, the offer, the renewal and the commission here.
It is also not an e-signature or document-vault service. Files can be attached to records for convenience, but the signed contract and the identity documents belong in your compliance store.
| Symptom | Most likely cause | Fix |
|---|---|---|
| Files stuck in "documents collected" for weeks | No chase automation; the checklist is a note, not a field | Make the checklist a required field; 5-day and 10-day chase rules |
| Offers expire unnoticed | Validity date not recorded | Require "offer valid until" on stage entry; task 3 days before |
| Renewals lost to competitors | Renewal date empty on signed files | Require it on Signed; the 45/30/7-day sequence runs from it |
| Same client under two advisers | Form and phone call logged separately | Duplicate report on phone endings; merge; distribution in turn |
| Nobody knows who changed the premium | Everyone is an administrator | Real roles; activity log (Growth) |
| Ad report says leads, book says none | Ad fields empty on webhook leads | Map campaign/adset/ad in the webhook; they are system fields |
| Response time looks terrible | Measured in raw hours across the night | Define the shift calendar; the report counts working minutes |
| Module | Starter | Growth | Business |
|---|---|---|---|
| Leads, deals, 2 / 5 / 10 pipelines, custom and required fields | Yes | Yes | Yes |
| Tasks and recurring tasks | Yes | Yes | Yes |
| Inbox, softphone, web forms, lead webhook | Yes | Yes | Yes |
| Income, expense, commissions per user | Yes | Yes | Yes |
| Standard reports, CSV export | Yes | Yes | Yes |
| Automations (chase, expiry, renewal sequences) | — | Yes | Yes |
| Full roles, departments, activity log | — | Yes | Yes |
| Pivot report builder | — | Yes | Yes |
| Projects, deal profitability | — | — | Yes |
A sole adviser or a two-person agency runs on Starter and manages renewals with recurring tasks. A brokerage with a team, several product lines and a book worth protecting lands on Growth, for the date-based automations, the roles and the activity log more than anything else. See the pricing page, and the automations and roles pages for the two modules that carry the load.
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