Thursday's check-in: what we'll go through, and what needs deciding.
Five talking points first. Then the state of the four systems as of today, who is using each one and from where, what went wrong since August and what changed because of it, what is still open, who owns what, the five decisions that are yours — and, at the very end, an optional look at the design and presentation line.
For Thursday
Five things to talk through, in this order. Each ends with what it needs from the room.
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Where it went wrong, and what is different now
Three times since August the bid alerts said something wrong in a channel people read: an invoice announced as a bid (August 20), bid dates announced as "moved" when nothing had moved (September 2), and a University of Washington bid posted into the WMATA channel (September 7). Each was switched off the same hour it was reported, and each cause is fixed — the detail is in section 06. Since it came back on September 7 it has announced one bid (Bluebonnet Hill Volleyball Arena, September 8), held back six emails that were not bids, and posted nothing to a wrong channel. Every decision it makes, including what it holds back and why, is on one page.
DecideJireh — keep the alerts supervised, or let them run unattended. -
The review queue
104 bid emails are waiting for a person. 91 genuinely need a decision; 13 are ordinary correspondence the system has already set aside. 80 of the 104 are more than a week old. The system writes a bid date to the CRM on its own only when the match is decisive — 6 have gone through that way. The review screen was rebuilt yesterday: every email is sorted as a bid, project correspondence or unrelated, grouped by venue and project, with the original message beside the decision and a named next step on each one — Choose opportunity, Confirm deadline, Review new opportunity.
DecideWho owns the queue, and how often it is worked. Until then those bid dates are not on the deals. -
The CRM review checklist
A written list of what still needs validating in the CRM, who signs off on each item, and by when. Without it, review items and new improvement requests arrive in the same stream and neither gets formally closed.
DecideJireh owns the list; Natalia takes the day-to-day workflow items. -
Reach on the service side
35 people signed in to the Service Dashboard over the last 30 days and 22 of them created or changed something. Of the events that used the game-day workflow, 61 of 65 finished all three stages. The people who are in it complete the work; the number to move is how many are in it. Section 04 shows who, from where, doing what.
NeedsA rollout push from the service side. -
Who owns what
It came up last week and belongs in the room, not in a thread: who is in charge of these systems on the ANC side, and what "in charge" means. The facts, the handover list and the proposal are in section 08. The short version: owning is deciding, not operating — a named person per system who sets priorities and signs off, while I keep running the platforms and stay accountable for them. Nothing is held back; everything is available the day someone is named.
DecideA named owner per system on the ANC side.
The four systems
What each one is, and what it replaced.
CRM
crm.ancsports.netAccounts, deals, contacts, forecasting and reporting. Replaced Salesforce — the data, the dashboards, the reports and the roles all moved across.
Service Dashboard
services.ancsports.netVenue operations. Events, technician assignment, game-day workflow, tickets, design requests, timesheets, the support-tech schedule and client portals.
Proposal Engine
proposals.anc.comEstimating and paperwork. Reads an RFP, prices the displays and the control system, and produces the proposal, the cost sheet and the signed contract.
Documentation
docs.ancsports.netHow to use all of it. Written walkthroughs and recorded lessons per workflow, updated as things change.
What they're doing
Read from the live systems on September 10, 2026.
CRM
crm.ancsports.netService Dashboard
services.ancsports.netProposal Engine
proposals.anc.comDocumentation and intake
docs.ancsports.netWho's using it
The last 30 days, read from the sign-in and page tracking on each system. ANC people only — my own sessions and test accounts are taken out. Names are recorded from September 3; before that a visit is counted but not named.
CRM
crm.ancsports.netShow all 20 people
Service Dashboard
services.ancsports.netShow all 29 people
Proposal Engine
proposals.anc.comDocumentation
docs.ancsports.netWhat we built
Delivered and in daily use. Each one with what it actually is, and what people were doing before it existed.
- What it is
- The review queue rebuilt as one workspace. Every bid email is sorted as a bid, project correspondence or unrelated; emails about the same venue and project sit together as one case; the original message is beside the decision; and each case carries a named next step — Choose opportunity, Confirm deadline, Review new opportunity. Nothing falls off the end of a page any more.
- Before
- A flat list capped at 50 rows, with invoices and ordinary mail mixed in, and no way to tell what an email actually needed from you.
- Who uses it
- Whoever owns the queue — see the second talking point.
- What it is
- The Proposal Engine now produces the signed paperwork, not just the proposal — service contracts, letters of intent and short-form agreements. The legal exhibits (general terms, parts, software, labour, graphics) switch on and off per deal, and every clause is editable on that one contract without touching the template.
- Before
- Each contract was rebuilt by hand from an old one, which is how a contract for one client went out carrying another client's stadium and address.
- Who uses it
- Natalia, on every service deal.
- What it is
- Type in the screens — pixel size and pitch — and it returns the full priced parts list for the control system: render servers, processors, racks, switching, licences, support. It explains every line, and flags anything it is not sure about instead of guessing.
- New
- It now loads the screen sizes straight out of a job that has already been estimated, so nobody re-types them. Priced against the August 28 book.
- Who uses it
- Jeremy, Matthew and Jackson.
- What it is
- Every email reaching the estimation inbox is read automatically. It pulls out the bid due date, checks that date against the sender's own words before believing it, finds the matching deal, files the attachments, and posts a note in that venue's channel.
- Before
- Someone had to open each email, work out which deal it belonged to, and update the date by hand — or it was missed.
- Volume
- 114 emails read in the last 30 days.
- What it is
- Five reports that used to be assembled by hand are now one link each, producing a finished ANC-branded Excel file off the live numbers: won and future NFL business, invoicing status, the alliance rollup, user activity, and account lifetime value. Each one also opens as a page on a phone.
- Before
- Exported, pasted and re-totalled manually every time somebody asked. The figures are now read straight from the system, so they reconcile.
- Who uses it
- Jireh and Krissy.
- What it is
- The CRM is built for a laptop screen. On a phone it used to open at full desktop width, so you had to pinch and drag sideways to read one row. There is now a proper phone layout: accounts, reports, pipeline, and the records you looked at recently, each sized for a thumb.
- Also
- Your recently-viewed list follows you, not the device — look something up on your phone and it is there on your laptop.
- Who uses it
- Anyone checking an account from a car, a venue or a meeting.
- What it is
- At the top of the 2026 and 2027 forecast tabs: revenue and margin weighted by each deal's win confidence, so you see a realistic number rather than the raw pipeline total. Won deals count at full value.
- The honest part
- It also states what share of the pipeline actually has a confidence set — so you know how much of the forecast is grounded and how much is not yet filled in.
- What it is
- Every ticket email a client receives now carries the ANC person's name and the timestamp directly above the update.
- Before
- The client got an update with no name on it and no way to tell who to chase.
- Who asked
- Jireh, off a live client case.
- What it is
- A request raised in Slack is captured whole — the full thread and every attachment — given an ID and tracked until it is answered. Whoever asked gets that ID back, and when it is done they get a button to say whether it actually worked.
- Before
- Requests lived in a channel scroll-back. Some were answered twice, some never.
- Volume
- 57 requests captured in the last 30 days.
Service contracts and letters of intent with the legal exhibits switching on and off per deal; service sheets read straight out of her own workbooks; document sections that reorder and hold their page breaks; the Word round-trip that stopped losing bullets and tables; screen specifications written out in full on client documents instead of by hand; and the live preview that used to freeze while typing.
The invoicing report as one branded workbook, grouped awaiting then invoiced with a running count, and the task notes brought through as a visible column in both the report and the CRM view.
Won and future NFL business, the alliance rollup, user activity and account lifetime value — each a branded workbook off live figures; the weighted pipeline forecast; the CRM laid out for a phone; creating an opportunity without leaving the account page; a bid email reassigned to a different deal in one search; the bid-alert record; and the data-model editor unblocked so field options can be changed again.
An assistant inside the CRM that answers questions about the book and hands back a finished branded document; an Account Cockpit and lifetime value on every account, with historic won revenue recovered and backfilled; purpose-built tabs — account pipeline, weighted forecast, exports — added straight into the CRM rather than bolted beside it; forms that create real records from a link; downloads that carry their proper filename instead of an ID; uploaded Word documents read without losing characters or tables; and the platform kept on the current version with every ANC customisation re-applied and a guard that stops production drifting between updates.
The Control System bill of materials — screens in, fully priced parts list out; ribbon boards mapped the way they are actually built rather than tiled; screen sizes loaded from an already-estimated job; and the estimator refresh and export defects that were moving grand totals between refreshes.
Venue calendar sync and technician assignment; the three-stage game-day workflow; the ticket system that replaced Salesforce cases, with client replies by email and actions from Slack; the design board with timesheets, tri-codes and hour budgets; submittals, transmittals and schedules; client portals; the recovery of client replies that had been dropped on the way in; and, this week, the support-tech shift schedule — built in the dashboard, published as a Who's On page every technician can open, with a link that puts their shifts into Outlook.
Opportunities, accounts, contacts, revenue splits and 20,000+ design requests carried across, with the dashboards, reports, views, roles and permissions rebuilt on the other side.
What the agreement asks for: a written record of how each system works, kept current — how each workflow runs, who does what, and what to do when something breaks.
What broke, and what changed
Every one of these was reported by someone in the room or on their team. Each was a real defect. Each is fixed, live, and now has a check that fails if it comes back.
A University of Washington bid was announced in the WMATA channel. Jireh: "shut this off until it's working." Off within minutes. The cause: the venue match accepted one shared word — "Washington". Now a channel is chosen only when the email actually names that venue; the reader that checks every alert before it posts is told where it is going and stops it if that is wrong; and it was rehearsed four times in real channels, marked TEST, before it came back on. Nothing has gone to a wrong channel since.
A "tomorrow" quoted from an older email, and a "can we get pricing today?" nudge, were announced as new bid dates. Only a written date is ever posted or written to the CRM now. A relative word can fill an empty date but never move one, and every alert is read against the email before it posts.
Jack's grand total changed four times between refreshes and the export threw errors. A display with no product had been picking one at random on every load, and an apostrophe in a display name was breaking the workbook formulas. Both fixed — the total holds across refreshes and the workbook opens clean.
Estimators saw it in the menu and were bounced back to the project list on click — the access check behind the page had not been widened with the menu. One access list now drives the menu, the page and the check, with a test that fails the build if they drift apart again.
The published component had been built against a newer version than the CRM runs. Rebuilt against the right version, and a check now blocks that class of break before anything is installed.
"Migration execution failed" on Opportunity Status. Leftover scratch views and triggers were pinning thirteen fields. Cleared — and on the way a silent side effect was found and closed: the edit would have wiped the pricing fields on 1,333 closed deals.
Natalia's Formula 1 letter showed the project title in the client slot, layout settings reset on every reload, and the live preview re-rendered endlessly while typing. All three fixed; the client name was restored on every existing proposal.
Files downloaded as a string of characters instead of their name; an AI download link arrived one character wrong and refused to open; uploaded documents lost "&" and their bullet lists on the way in. Real filenames, links checked against the original, documents read faithfully.
A supplier invoice posted to a pursuit channel as a "new bid email". Alerts now fire only for mail that is about a bid; everything else is read, filed and kept quiet.
Still open
Running now, being watched, not yet closed out.
- What it is
- When a bid email arrives, a note goes into that venue's channel so the pursuit team sees it the same day.
- Since Sep 7
- One bid announced (Bluebonnet Hill Volleyball Arena, bid due September 29), six non-bid emails held back, none posted to a wrong channel. Every decision, with its reason, on the alerts page.
- Status
- Back on, supervised. Jireh decides on Thursday whether it stays that way.
- What it is
- Screen sizes from an estimated job now carry into the Control System build automatically instead of being copied by hand.
- Still separate
- The live video option, which does not appear on the estimate — it stays a manual tick for now.
- What it is
- From Natalia, Alexis and Krissy's call: a type-my-number override on every line, custom line headings, a place to enter the parts warranty, and an "Operating Expenses" heading where the client-facing part of the export ends. Options within one estimate from the same call is done.
- Status
- Queued behind Natalia's current priority, in the order she sets.
- Where it stands
- 35 people signed in over the last 30 days and 22 of them created or changed something. Among the events that used the game-day workflow, 61 of 65 finished all three stages.
- The read
- The open question is reach, not usability. The people who are in it are completing the work; the number to move is how many are in it.
- Needs
- A rollout push from the service side.
- What it is
- 51 reference pages, kept current as things change, with a recorded walkthrough per workflow rather than a document written after the fact. A walkthrough is recorded only once a feature is finished, so nothing on the training site describes something that has since moved.
- Also
- Every ANC video — every walkthrough, lesson and film — now sits in one searchable place: videos.basheer.app.
Ownership & handover
Who is in charge of these systems on the ANC side, what "in charge" means, and what has already been handed over. Facts, then what we settle.
- Operating
- I run all four systems and carry responsibility for everything on them — every change, every fix, every restart, whenever it is needed. That has been the arrangement since day one and it is what the agreement describes. The calls on how something gets built are mine, and so is the accountability when it is wrong; section 06 is that accountability in writing.
- Access
- Nothing runs behind a closed door. Charlie has had administrator access to the hosting throughout and has been walked through how each system is run, more than once. The written record of how everything works is on the training site, kept current, with a recorded walkthrough per workflow.
- Handover
- A full operating handover has been on the table for months and is written up — the list below. What has not happened is a person on the ANC side picking it up. Running these systems is a job in itself, and nobody at ANC holds that job today.
- The design line
- The presentation and design work in section 10 was built on my own time, kept separate from the four systems, and is put here for a decision — which is why it sits at the end, marked optional.
- Already in ANC's hands
- Administrator access to the hosting (Charlie, from the start) · the training site with the written record of every workflow and a recorded walkthrough per lesson · the CRM, the dashboard and the Proposal Engine on ANC's own addresses, with ANC's data in them · every request, decision and fix written down as it happened, including the ones in section 06.
- Yours the day you ask
- Direct server access · the full source and configuration of every system · exports and backups of every database · every login, key and connected account, in one place · a walk through where everything lives and how it is run · three working sessions with whoever takes it over.
- Plainly
- Nothing is held back and nothing is locked to me. The systems are ANC's; I am the one running them. Say who takes what, and it moves.
- Owners
- One named owner per system on the ANC side — the person who sets its priorities and signs off on what is done. Owning is deciding, not operating.
- Operating
- I keep operating and stay accountable for the platforms. Anything that changes ANC's live data or a live workflow goes through that system's owner before it changes. Anything separate — the design line — is my call, and it comes to this table for a decision, as it has here.
- If ANC wants it in-house
- The handover above is ready the day a person is named for it.
Decisions
Five things to settle on Thursday. Each one is holding something up.
- What's up
- 104 bid emails are waiting; 91 need a person to confirm or correct the match, 80 are more than a week old. The system writes to the CRM by itself only when the match is decisive — 6 have gone through that way.
- Cost of waiting
- Until somebody works the queue, those bid dates are not on the deals.
- Needed
- A name, and how often they work it.
- What's up
- Back on since September 7 with every decision recorded. One bid announced, six held back, none in a wrong channel.
- Needed
- Whether they stay supervised or go back to running unattended.
- Owner
- Jireh.
- What's up
- A written list of what needs validating in the CRM, who signs off on each item, and by when.
- Cost of waiting
- Without it, review items and new improvement requests arrive in the same stream, and neither gets formally closed.
- Owner
- Jireh, with Natalia on the day-to-day workflow items.
- What's up
- One priority at a time, in the order she sets. The July 30 estimator asks are the known candidates.
- Needed
- The next item, so its three sessions can be scheduled.
- Owner
- Natalia.
- What's up
- Section 08. One person per system on the ANC side who sets priorities and signs off; I keep operating.
- Needed
- Four names — CRM, Service Dashboard, Proposal Engine, Documentation. Two of them can be the same person.
- Owner
- Jireh.
The design line optional
Built alongside the four systems over the summer, on my own time, and kept separate on purpose — none of it touches the CRM, the dashboard or the estimating. All of it is live. If we agree it belongs in the plan, it goes on Thursday's list; if we don't, it stays here, out of the way.
- What it is
- Client presentations built from a slide library on the ANC look: build, personalise, present, share and measure. A deck goes out as a tracked link, so you see who opened it, when, and how far they got. A venue's own photographs become a short film that plays as the client scrolls, and the live venue walk drops the client inside their own building with the displays in place.
- Who
- Natalia and Daniel are evaluating it against the presentation tool ANC pays for today.
- Last 30 days
- 18 visits and 110 pages opened by ANC people; client links opened 8 times.
- Open it
- presentation.basheer.app
Everything else in the line13 more
One page that walks through the whole design line — presentations, creative production and venue experiences — with the real examples. inside.basheer.app
Type a brief, or drop a document in, and it builds an interactive narrated lesson, a client pitch or a design concept from ANC's own material. Design mode pulls straight from the live design-request queue. No sign-in. classroom.basheer.app
A 3D showroom of ANC display systems that opens from inside a presentation, so a client can turn the product around rather than look at a photo.
Daniel's board for sales-support design: every request with its brief, revisions and audit trail, synced with the CRM. In daily use.
The vision page — what an ANC venue feels like when the technology, the creative and the production line up. ancfuture.basheer.app
One photograph of a venue becomes a world you can move through, with ANC's displays placed in it — film, interactive story, poster, sponsor concepts and a proposal opener from the same photo. venueworld.basheer.app · how it works, on a real venue
The whole venue portfolio on a globe — every installation, where it is, what is in it. venues.basheer.app (the link carries its own access)
The stand-alone version of the live walk — a client's building, first person, in real time — shown on MetLife Stadium. The walk itself also runs inside the presentations. ancplatform.basheer.app
Automated production of game-day graphics from a brief and the venue's own assets. Sign-in for the team; client proof links open without one.
Per-client media review rooms — a client watches the cut, leaves notes on the frame, approves. Each client gets their own link.
Scene composition for a venue — the displays, the crowd, the moment — for pitches and concept work. venuescene.basheer.app (the link carries its own access)
Every screen in a venue, priced and switchable — packages, sponsors, content per board, your own video on the LED, a field-level walk-through and a presentation mode. Xfinity Mobile Arena was the first. the full walkthrough
The product film for the presentations line (2:58) and the two long-form cuts — the Proposal Engine in seven acts, the presentations in five. product film · Proposal Engine — The Cut · Presentations — The Cut. Every ANC video — films, walkthroughs, lessons, venue worlds, source footage — in one place: videos.basheer.app
Figures read from the CRM, the Service Dashboard and the Proposal Engine on September 10, 2026.