Project in numbers
- 2 people: The size of the team running the business.
- 1 web page: A complete view of project performance, finances, customer service and company KPIs.
- Daily: The dashboard refreshed automatically, with no manual updates required.
- Immediate visibility: Underperformance that could previously remain hidden for up to four weeks became visible as soon as the dashboard was opened.
- £8,000 to £40,000: The increase in monthly revenue from the area identified by the dashboard.
- 5× growth: The revenue multiple achieved over the following six months.
The challenge
The company already had the information it needed to make better decisions. Project performance, revenue, profit and loss, and customer service data were all being recorded.
The problem was that the information could not be seen as a whole.
For a two-person business, this made it difficult to decide where time would have the greatest effect. Important figures were held in tables and separate parts of the company’s existing systems. An individual number could be checked, but there was no clear view of what was performing well, what was falling behind or how one part of the business affected another.
Maytime was brought in to turn that existing data into a practical way of managing the company.
Making the business visible
The aim was to give the founder a clear view of the entire business from one web page.
We worked directly with them to understand which information influenced their decisions. This included project performance, profit and loss, customer service and the KPIs they used to judge whether each part of the company was on track.
The work was not simply about putting graphs onto a screen. Each visualisation needed to answer a useful business question.
The founder needed to see which projects were performing best, where the company was falling short, which areas required more attention and how operational performance affected revenue.
Once those questions were clear, we shaped the dashboard around them.
Building on the existing technology
The company was already using Svelte 5 and Supabase, so we built the dashboard within its existing technology stack rather than introducing new software.
Supabase was used to aggregate and structure the company’s data. A custom VPS handled the server-side logic, while scheduled cron jobs processed and refreshed the information each day.
There were no manual dashboard updates. When the founder opened the page, the latest processed information was already available.
Keeping the system lightweight was important. The company did not need AI agents to carry out predictable tasks such as collecting data, calculating metrics and updating graphs.
Using the existing stack kept the platform affordable, easier to maintain and appropriate for the size of the business.
Turning data into direction
The dashboard brought the company’s main performance information together on one page.
Instead of checking individual tables and trying to interpret the figures separately, the founder could see how different parts of the business were performing alongside one another.
Strong projects were easy to recognise. Areas that were missing their targets stood out immediately. Financial results, customer service performance and company KPIs could all be reviewed in the same place.
Before the dashboard, an underperforming area could remain hidden for several weeks. After it was introduced, the same issue could be seen as soon as the page was opened.
The waterfall chart that exposed an opportunity
One of the most useful parts of the dashboard was a waterfall chart showing how different areas of the company contributed to overall performance.
The chart revealed that one area was falling well below expectations. The numbers had always existed, but the scale of the problem had not been clear while they were sitting in a table.
The dashboard also showed a strong relationship between performance in this area and company revenue. With that relationship visible, the founder decided to redirect more time and attention towards it.
Over the following six months, monthly revenue associated with the area increased from £8,000 to £40,000.
This represented five times the previous monthly revenue.
The dashboard did not generate the revenue on its own. It showed the founder where the business was falling behind and gave them the information needed to make a focused decision.
Developed through daily use
The dashboard was developed alongside the founder rather than handed over as a finished product.
They used it to manage the business, explained which views were helping and identified where the information was unclear. We then adjusted the KPIs, graphs and layout around that feedback.
This mattered because the most detailed dashboard would not necessarily have been the most useful one. Displaying every available figure would have recreated the original problem in another form.
The final dashboard gave priority to the information that could influence a decision. Supporting data remained available, but it did not distract from the company’s main performance indicators.
A clearer way to run the company
The platform became part of the company’s day-to-day management.
The founder could open one page and immediately understand where the business was performing well, where it was falling behind and where their limited time could have the greatest effect.
The biggest change was not the introduction of new data. It was the ability to see and use the data the company already had.
For a small business, that visibility created a practical advantage. Problems could be recognised earlier, opportunities could be acted on sooner, and decisions could be based on a current view of the whole company rather than numbers viewed in isolation.
In this case, making one underperforming area visible helped the founder redirect their effort and increase monthly revenue from that area by 5×.