Nine systems.
None of them built
to talk to each other.
An example of the work. Praxa Tech specialises in manufacturing and wholesale distribution. This build is allied health, and the problem underneath it was the one we see on a factory floor: too many systems, none of them designed to talk to each other.
Same clients. Same pay. A fraction of the admin.
Before
- Nine separate industry softwares, none of them designed to work together
- Between $2,000 and $3,000 a month in subscriptions
- Ten to fifteen hours a week per person lost to admin, a third of the working week
- Onboarding was slow, so leads sat waiting to enter the client journey
- Every new hire multiplied the friction rather than adding capacity
After
- One platform, built around how the practice actually runs
- No subscription. Firm Foundation OT owns the software outright
- That third of the week handed back. Same clients, same pay, a fraction of the admin
- Speed to lead dramatically faster, from first contact to onboarded
- Hiring adds clinicians without adding friction
If you have ten points of friction in your work and then you hire six staff, you now have sixty points of friction.
Reuben Rock · Firm Foundation OT
The problem wasn't that any one of them was bad.
Firm Foundation OT is a mobile occupational therapy practice working across Frankston and the Mornington Peninsula, with telehealth Australia-wide. Functional capacity assessments, NDIS reports, therapy, assistive technology and home modifications, delivered at home, at school, at work and in the community.
Like most practices, it ran on the flagship softwares everyone in the industry uses. The problem wasn't that any one of them was bad. It was that there were nine of them. Each solved a piece. None of them were designed together, so the joins had to be managed by hand.
Reuben wanted to automate onboarding and tighten client communication across the whole client journey. The existing systems weren't flexible enough to allow it.
So instead of buying a tenth tool to manage the other nine, he decided to replace all of them.
One area at a time, live as it was finished.
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ScopeStart with the whole journey, not a module.
Referral through to invoice, mapped as it actually happens in a mobile practice. The work was translating a long list of ideas into something buildable, which Reuben describes as often the hardest part.
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BuildBuilt in the open, one area at a time.
Each part went live as it was finished rather than waiting for one big switch-on.
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IterateChanges raised in the morning, usually made the same day.
A request typically gets a response or a live update inside one business day.
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NowStill growing with the practice.
A full human resources suite is in build, covering pay, bonuses, leave, accrued balances and performance reviews.
Everything the nine used to do, in one place.
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Client journey
- Referral partners and enquiries tracked in one pipeline
- Onboarding and service agreements handled without the manual chase
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Clinical
- Appointments and notifications across a mobile team
- Telehealth, recordings and notes held against the client record
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Compliance and billing
- Compliance records kept with the client, not in a folder
- Billing flowing from the work that was actually delivered
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People and data
- Utilisation and performance visible per clinician
- Reviews backed by real data, not impressions
In the client's words
The communication and speed of response is ridiculous. I'll send through an update and get a response, or the change made in the platform, usually within a business day.
Reuben Rock · Director, Firm Foundation OT
Paying for software that doesn't fit?
If your business is stitching together tools that were never built to work together, we'll build a working demo of your business, free, in 48 hours. You see exactly what you'd be buying before you spend anything.