The Owner's 10-Minute Morning Routine on the gamitrack Dashboard

Owners of distribution businesses tend to receive information in the worst possible way: a phone call from an angry dealer at 11 a.m., a stock-out discovered when a truck is already loaded, a salesperson who has been silent for three days. The fix is not more reports. It is a short, fixed routine that gets the important signals in front of you before the day begins. Here is a ten-minute version built on screens that exist in gamitrack. Adjust the order to your style, but keep it fixed.

Minute 0 to 2: the Dashboard

Open Dashboard. It gives you stat cards and charts for the business as a whole. Look for movement, not precision. Ask three questions:

1. Did yesterday's sales land in the normal range?
2. Is anything unusually high or low?
3. Is the month on pace?

Do not stop to investigate yet. Write down anything odd on a pad, because investigation without a list becomes a half-hour drift. The goal of minute two is a short list of things to look at.

Minute 2 to 4: Daily reports and the team

Go to Daily reports. In via-dealers mode, officers' morning reports and automatic end-of-day numbers (calls, productive calls, kilograms) are collected here. Scan for:

• an officer with many calls but few productive calls, who may be visiting but not selling,
• an officer with no report at all,
• kilograms far below that person's usual.

Then open Attendance for who started late or did not start. Attendance is derived from the day-start with GPS, adjusted for the company's work week and holidays, so "absent" means something real rather than a missing note. You are not looking to punish; you are looking to call the right person before lunch.

Minute 4 to 6: Visits & flags and Alarms

Open Visits & flags. These are the system's inconsistency flags: a visit outside the shop's geofence, a very short visit, a visit with no photo. Open Alarms for the anti-evasion detectors and the daily integrity score. Resolve the obvious ones with a note. If one person's flags keep returning, that is a coaching conversation, not a software problem. For how to run that conversation, see ramping up a new salesperson in 30 days.

Minute 6 to 8: Stock

Open Stock. Look at two lists:

• Low stock, meaning SKUs at or under their reorder level at a branch,
• Expiring batches within the window you care about.

Match the low-stock list against what is selling. A fast SKU that is low deserves a call to production or purchasing today. An expiring batch deserves a decision: a push scheme, a transfer to a branch that sells it faster, or acceptance of a write-off. Details are in low-stock alerts and reorder discipline and batch and expiry control.

Minute 8 to 10: Money

Finish with Payments, Collections and the dealer statements you care about. Check:

• what came in yesterday and by which method,
• the aging picture: which dealers or shops have crossed their due date (due days are counted from dispatch),
• the current week's collection plan compared with actual.

Cash flow is the one metric that can kill a profitable distributor, so end on it.

The output: a three-line decision list

When the ten minutes are over you should have, at most, three decisions or calls:

Type	Example (hypothetical)
Call	Ring the manager about one officer's missed day start
Decide	Approve a transfer of slow stock to another branch
Chase	Ask accounts to follow up one overdue dealer today

Resist the urge to do more. If a topic needs more than a phone call, schedule it for the weekly meeting.

Make the routine stick

• Same time, same chair. A routine tied to your first coffee survives better than one tied to "when I have time".
• Teach your managers your questions. If they know you will ask about low-stock SKUs, they will check first.
• Use roles. Accountants see money pages, managers see the field pages, and the owner sees everything. Give each person the pages they need and no more.
• Keep a log. A notebook with the date and the three decisions makes your weekly meeting sharper, as described in running weekly sales meetings with real data.

When the dashboard is not enough

The dashboard answers "what is happening". For "why", open the underlying page: filter Orders by dealer, open a party to see its ledger and notes, or look at a salesperson's profile to compare their day against their own 30-day average and the team average. Treat the dashboard as the smoke alarm and the detail pages as the inspection.

A shorter version for travel days

On days when you are away from your desk, cut the routine to three taps: the Dashboard, Visits & flags, and Payments. That is enough to know whether yesterday was normal, whether anyone in the field behaved oddly, and whether money moved. Leave stock for the next day unless a dealer has already complained about availability.

Questions worth asking your managers

The routine becomes more powerful when you add one question per week. Examples: which shop had three no-order reasons in a row, which branch has the oldest batch on hand, which dealer is furthest behind its quarterly target. Because the answers sit in the system, managers can reply with a screen rather than an opinion. Over a few months this changes the culture from reporting stories to reporting facts.

Warning signs to act on the same day

Some signals should never wait for the weekly meeting: a fast-selling SKU at zero stock, a dealer who has crossed a large overdue amount, a team member with repeated geofence flags, or a batch about to expire with no plan. Keep those four in your head as the red list and the rest of the dashboard becomes much calmer to read.

Start tomorrow

You do not need to configure anything special to begin; you need the data to be entered consistently, which is why it helps to onboard the team properly first. Plans are listed on the pricing page, and the Guide page inside the app and the Help centre cover first-time setup.