BOARDette methodology

A useful answer depends on the work it belongs to. Client, contact, deal, job, meeting and note associations make existing context available where it is needed. Inherited note associations reduce repeated entry without copying every relationship into a new record.

A deal, quotation and job are different records in one commercial lifecycle. Verified links preserve their history and client scope. Multiple legal entities remain under the umbrella client, and the relevant entity is selected for commercial documents rather than treated as a separate relationship by default.

Magic works from accessible resources, user instructions and the evidence available to its workflow. Reports and presentations can use supplied documents and images; commercial tools use available CRM and permitted context. Generated text can still be incomplete or wrong, so sources and conclusions need review.

Approval belongs at consequential points: email sends, proposed calendar changes, client-proposed tasks and publication of proposed library documents. Content workflows distinguish drafting, revision and validation. This does not mean the app never acts: separate notifications can be triggered by approved or submitted workflow events.

Musts describe guidance that remains relevant throughout a job. They are not dated actions or checklists. Tasks describe work to do, with responsibility, timing and status. Keeping the two separate protects the brief while making execution trackable.

Every new job requires an owner. Handoffs retain status, client task proposals go to the assigned owner for review, and report versions retain feedback and validation context. Ownership and history make review easier without assuming that an AI suggestion is already agreed work.

Shared knowledge and commercial records follow membership and permissions. Personal Outlook observations and evidence stay source-member private; sensitive personal administration uses restricted access. The client portal is a separate, scoped view, not a shortcut into internal records.

Onboarding is sequenced into manageable steps and closes stages with knowledge checks. The broader resource centre keeps methods, training, notes and living documentation useful after onboarding. Performance-review and development workflows support continued learning rather than treating the joining plan as the finish line.

Users review suggestions, associations, sources and generated output before relying on them. Unavailable files, missing evidence and unverified links should remain explicit rather than be filled with invented facts. Human-entered CRM information stays authoritative: Outlook enrichment fills only empty fields and records which fields it enriched. Commercial priority keeps missing contact age as unknown rather than treating it as zero; EUR comparisons do not silently convert other currencies.

Magic Map calculates open weighted value as deal amount × pipeline-stage probability ÷ 100, with probability constrained to 0–100. Won value is reported separately; lost deals are excluded from filtered map results. Magic Action urgency uses relationship-health points: dormant 3, cooling 2, no data 1, and new, engaged or active 0, plus one point for a risk signal recorded within 14 days. Urgency sorts first; EUR commercial value and then account name break ties. Value at risk uses weighted open EUR deals; reactivation compares open EUR deals plus historic won EUR value. Neither rule is a prediction of future loss.

The progress percentage is completed visible steps ÷ visible steps × 100, rounded to a whole number. Visible steps include shared steps and steps assigned to the person; hidden steps are excluded. Knowledge-check attempts are separate evidence: ungraded attempts are in review, and graded attempts show percentage and recorded pass/fail status. Administrators inspect submitted answers. Step completion alone should not be read as a passed exam or automatically verified stage.

Administrators tailor shared and person-specific onboarding plans, manage stages, reorder or move steps, hide an individual’s shared steps, attach resources and review knowledge checks. Proposed library documents require administrator approval before publication. Client-proposed tasks go to the job owner, while email sends and calendar changes retain their explicit user review. Each review belongs to its own workflow rather than one blanket approval for all actions.

Gotoclient’s Frontier Marketing hub provides public material about the company’s approach. BOARDette brings that thinking alongside internal methods and working context; it does not replace professional judgement or turn a generated recommendation into a verified result.