Included with both modules · no separate licence

Numbers a meeting can trace back to a record.

Dashboards for the people running a desk today, composed reports for the people who have to explain the quarter, and an export that is identical to the screen it came from — filters included. One set of objects underneath all three.

Book a demo The rest of the platform

Or open the demonstration estate and run the reports against seeded data.

Schematic — attainment, one clock at a time

Operations desk · this month

Illustrative. Your figures come from your own records.

Response met

Update breached

Resolution met

Averaged into a single figure, this desk looks healthy. Reported per clock, it is obvious which promise was broken: customers were answered and their cases were closed, but nobody kept them informed in between.

The daily screen

A dashboard per desk, and a dashboard per role

An agent, a desk lead and a head of service are asking three different questions. They get three different screens over the same data, scoped to what their role is allowed to see — not one screen with everything on it and a filter they have to remember to set.

Open load

What is open right now, by desk, by owner and by priority — including the queue nobody has picked up and the cases whose owner is not on shift today.

Load is counted in work, not in rows: a case sitting with the customer is shown apart from a case sitting with you, because only one of them is yours to move.

Clocks at risk

Every case whose response, update or resolution clock will run out inside the window you set — ordered by how little time is left, not by when it arrived.

Paused clocks are shown as paused, with the reason. A number that quietly includes paused work is the number that makes a desk lead stop trusting the screen.

Breaches in the period

What was missed this week, this month or this quarter, with the case, the clock, the owner at the time, and the minutes by which it was missed.

A breach is a record you can open, not a tally. Every figure on the dashboard is a link into the cases behind it.

Nothing on a dashboard is calculated twice. The tile that counts breaches and the report that lists them are the same query over the same objects. If the two ever disagreed, one of them would be wrong, and you would have no way of telling which.

Composed reports

Built from the objects, not from a copy of them

A report is assembled from the same governed objects the screens read: cases, clocks, organisations, opportunities, quotes, approvals. There is no reporting copy of the data and no overnight rebuild, so a report and a screen cannot drift apart.

You choose the objects, the fields, the filters, the grouping and the period. You save it with a name and an owner. Anyone with the capability to see those records can run it; nobody can run it against records their role does not reach.

Every saved report carries the definition that produced it. When somebody asks why this quarter's figure moved, the first question — did the report change? — has an answer in the change trail rather than in an argument.

Schematic — one definition, three outputs

Governed objects Cases and their three clocks · organisations and contacts · opportunities, quotes, approvals · the change trail on all of them.

↓

One report definition Fields, filters, grouping, period, and the role scope of whoever runs it.

↓

Screen · scheduled e-mail · export The same rows, arrived at the same way. The export carries the filters that produced it so the figures can be checked.

Three outputs, one definition. This is the whole reason a number in a meeting can be traced back to the records that made it.

Service reporting

Attainment is reported per clock, never blended

The service desk runs three independent clocks on every case. Reporting keeps them independent. A single blended attainment figure is the most comfortable number in service management and the least useful: it hides which promise you actually broke.

Clock	What it measures	What a breach tells you
Response	Arrival to the first reply written by a person, against the target for that desk and priority.	You are not staffed for the front of the queue, or the routing is sending work to a desk that cannot take it.
Update	The interval between one status update to the customer and the next, while the case is open.	Work is being done but not reported. This is the clock that produces chasing calls and the one blended figures bury.
Resolution	Arrival to resolution, with time paused while the case is genuinely waiting on the customer or a third party.	The work itself is too slow, or the pause conditions are being used to hide a delay that is yours.

Cut by what you argue about

Per desk, per agent, per priority, per organisation, per contract. The cut that matters at a renewal is the one for that customer, on that contract, on that clock.

Pauses are shown, not netted off

Elapsed time, paused time and counted time are reported as three figures. A customer who asks why a four-hour target took two days can be shown exactly where the time went.

Evidence, not assertion

Every attainment figure resolves to the cases behind it, and every case carries the trail that produced its clocks. Reporting is where the SLA stops being a sentence in a contract.

Commercial reporting

Quotes and margin, cut three ways

QuoteDesk holds cost, margin and lead time per vendor line rather than one price for the whole document. Reporting reads that structure, so margin can be examined where it is actually made and lost.

By vendor

Quoted value, won value and realised margin per vendor, across the bills of materials they appear in — including the lines that were quoted and then dropped.

This is the report that tells you which vendor relationship is worth renegotiating before the next annual discussion, and which one is carrying the desk.

By segment

The same figures by customer segment — broking, BFSI, integrator, or whatever segments you actually run. Win rate, average discount, and time from opportunity to signature.

Where segments disagree sharply on discount, the policy is usually wrong for one of them rather than the reps being wrong in both.

By approver

Every discount above a band was signed by somebody. Reporting shows what each approver signed, how long they took, and what the margin looked like after they signed it.

Not to police anyone — to find the band that is set at the wrong number, because it is approved every time without a pause.

A quote and a case are on the same customer. Because both modules read one organisation record, service load and commercial value can be reported against each other: the account with the thinnest margin and the heaviest desk load is a question worth asking before the renewal, not after it.

Getting it out

Scheduled delivery, and an export that matches the screen

Scheduled delivery by e-mail

Any saved report can be sent on a schedule — Monday morning, the first working day of the month, the day after a period closes — to named recipients inside your organisation.

The schedule runs as a named person, with that person's record scope. A recipient never receives rows the sender could not see, and a report that would be empty under the sender's scope arrives empty rather than quietly widened.

Delivery is recorded: what was sent, to whom, when, and which definition produced it.

Export to CSV and XLSX

The export is exactly what is on screen — the same rows, the same columns, the same order, and the filters that were applied written into the file alongside the data, with the period, the scope and the time it was taken.

That header is the point. A figure quoted in a meeting can be traced back to the filters that produced it, months later, by somebody who was not in the room.

Exports are recorded in the change trail: who took what, and when. Under DPDP that is not an optional nicety.

The honest boundary

This is not a BI platform, and it is not trying to be

AcuityQ™ reports on the work AcuityQ governs. The moment reporting tries to become the place you analyse everything, it stops being trustworthy about the thing it actually knows.

Where you already have a warehouse, we feed it. The scheduled export and the API are designed to land in it. We would rather be one clean, well-described source in your warehouse than a second place where people go looking for the truth.

No modelling layer There are no user-defined joins, no derived tables and no semantic layer to maintain. The objects are the model, and they are the ones the product already enforces.
No arbitrary SQL for end users A query console would walk straight past record-level scoping and hand somebody rows their role is not allowed to see. Reporting runs inside the same permissions as the screens, or it is not reporting — it is a data leak with a chart on it.
No third-party data blending You cannot upload a spreadsheet and join it to your cases. Blended data has no change trail, no owner and no retention rule, and it would quietly undermine every other figure on the page.
No dashboards over data we do not govern If AcuityQ did not record it, AcuityQ will not report it. That is a narrower promise than most reporting modules make, and it is the reason the figures hold up.

Scheduled delivery

The standing catalogue, with a name against every row

These are the reports most deployments end up running. Every one goes to a named role on a stated cadence — a report scheduled to a mailbox nobody owns is a report nobody reads, and it is the first thing to remove when somebody asks why the noise is so high.

Report	Cadence	To	Format
Lead lifecycle and drop-off	Daily, early	Zonal and regional heads	XLSX + PDF
Target against achievement, every level	Daily, early	Business heads	Dashboard + XLSX
SLA compliance and the breach register	Hourly	Service operations leadership	XLSX
Agent adherence and quality scores	Weekly	Contact-centre team leaders	XLSX
Campaign attribution	Weekly	Marketing	Dashboard + XLSX
Geo-tag verification exceptions	Daily, end of day	Branch heads	XLSX
Partner payout accrual	Monthly	Finance	XLSX

Cadences are configured per deployment; the ones above are the common defaults rather than a claim about yours. A scheduled report that fails to send raises an alert — silence is not treated as success.

The numbers a contact centre is actually run on

Service analytics reports inflow against resolved — the gap between the two lines is the backlog, and it is the only honest way to show whether a desk is keeping up. Underneath it sit the operational metrics a floor manager uses hourly.

Targets are yours, not ours. The platform measures these and reports them against whatever band you set. Any number printed on this website as a target would be a number we made up about your business.

Average handle time	Talk plus wrap, per case and per agent, with the distribution rather than only the mean.
Average talk and wrap time	Reported separately, because a long wrap and a long call are different problems with different fixes.
Idle time	Against the threshold the business sets, at person and desk level.
Connect rate	Per campaign and per language queue, so a bad list is distinguishable from a bad day.
Script and pitch adherence	Scored by the quality team on a sampled share of calls, not asserted.
Call quality score	From the QA scorecard, on the same parameters humans and bots are scored against.
Customer satisfaction	Collected per resolved case, per customer, through whichever survey tool you already run.

A route into your own BI

Where a deployment already runs a business-intelligence platform, AcuityQ publishes to it rather than competing with it — an embedded view for the people who live there, and the export for everyone else.

A feed for the warehouse

Where you have a warehouse, the export and the API feed it on a schedule. AcuityQ is the system of record for cases, leads and quotes; it is not trying to be the place you model the business.

Reporting obeys entitlement

A report cannot show a person data their role and scope would not let them open in the product. Scheduled delivery is evaluated against the recipient, not against whoever built the schedule.

Bring us the report you cannot produce today

The quickest way to judge this is to describe the number somebody asks you for every month — and how long it currently takes to assemble.