Designed for Luxury Kitchen & Bath Showrooms to solve the challenges we know you face.

It's Thursday. A designer wants a kitchen quote with three appliance options by Friday. Your advisor opens the product catalog for the SKUs, the price sheet for current pricing, the trade tier doc for this customer, and last week's similar quote to copy the formatting. Exports to PDF, then edits it by hand to make it presentable. An hour later the proposal goes out. Sunday morning, the designer emails: swap one of the options. Monday morning is now spent rebuilding the quote. Same files, same PDF, same hour. The rest of the week starts behind.

A Wolf 48-inch range with the red knobs. Your advisor gets the model right, the finish right, the burner configuration right, and the order ships. Two months later, install morning. The range is on the truck. The kickplate isn't, because it's a separate SKU and nobody flagged that this model needs one. The crew can't finish. The designer calls. The kickplate is a $200 part; the reschedule, the expedited freight, and the awkward call cost ten times that.

A vendor sent over an updated multiplier last month. Three of your top brands shifted by four to seven points. Two weeks of quotes went out at the old margin. Your CFO catches it during the close. The orders are placed, the customers signed. You eat the difference, and nobody can tell you exactly how much.

Two projects need the same Brizo finish by Friday. Your warehouse has one. The kitchen install is tomorrow morning, the bath rough-in is Thursday. You re-route the back-ordered piece to the bath project and call that designer to push the date out a week. By Thursday afternoon, you're doing the same dance with three other SKUs across four other jobs.

A high-end primary bath: forty-seven items across cabinetry, plumbing, tile, and hardware, each keyed to a different date. The tub has to land before the rough-in inspection. The cabinets have to be set before the counter fabricator can template. Then the GC pushes the start two weeks and the whole calendar shifts. Your morning is four phone calls, three reschedules, and the appliance vendor still hasn't been told.

A high-end kitchen renovation: cabinetry, appliances, plumbing, tile, and hardware, billed over four months. Fifty percent at signing, twenty-five at cabinet delivery, balance on install. Then the client adds a wine fridge. Then the cooktop swaps from gas to induction. Two change orders, one credit for the original cooktop. By month-end the bookkeeper has the original schedule, the change orders, and a hunch. Nobody can say for sure whether you're ahead or behind on the cash flow.

Monday morning. The advisor opens the inbox and starts on whatever's loudest: the prospect who replied last night, even though the proposal closing this week is still waiting on a revision. The buyer works the PO list oldest-first, missing that the cabinets for Friday's install haven't shipped. The GM scans yesterday's sales and doesn't see the two quotes that have gone quiet for ten days. They're each making a reasonable call with the screen in front of them. By Wednesday, the install is at risk, the proposal has gone cold, and the cabinets are still on a truck. Every one of those signals was sitting in the system. Nothing was watching for them.