See VERA in action
Seven screens from the VERA console, running against a fictional agency: three clients, five people, and a mix of fixed-price, time-and-materials and pro bono work.
These are not mockups. Every screen below is generated by the same code that renders the live product — the real console, called with invented data. A screenshot drifts away from the product the moment the product changes and says nothing about it. This page cannot: when the console changes, these change with it, and a test fails if they don't.
Nothing here is interactive — the links and buttons are deliberately inert. Sorting and the charts still work; click a column header.
Projects
What is running, and who owns it. Every active project with its client, contract type, PM, status, and a three-week trend of hours logged. Managers see the projects they run or are allocated to; owners see everything.
Project detail
Whether this project will make money — while there is still time to act. The burn-up plots hours logged against the budget, with an even-pace reference and a second line at the hours actually allocated, so an under-allocated project reads as a visible gap rather than something you infer. Below it: hours allocated against budget, the people budget at a 5:1 target, accrued P&L to date, and a forecast of where the project closes if every allocation is logged in full and every vendor commitment is paid.
Every dollar figure on this screen is owner-only. A manager gets the same page with the same burn-up and the same percentages, and no money at all — not hidden, absent from the response.
Time
The screen everyone actually uses. The week at a glance, hours by day, and your own allocations with a quick-log button on each one. Logging an hour takes a few seconds and there is no weekly grid to reconstruct on Friday afternoon.
The week total is shown against what a normal week looks like for you — part-time schedules, company holidays, and time off are all accounted for. There is deliberately no verdict attached to it: whether you are under is a conversation, not a badge.
Capacity
Whether you can take the work on. Every delivery person across the next six weeks, colored by how booked they are. Ninety to a hundred percent is the target and reads green; idle and overbooked both read red, because both cost money.
The rollup above it answers the near-term version of the same question by discipline — including whether the free time is a usable block or an hour scattered across five days.
Reports
Where the margin came from. Revenue, cost, profit, contribution margin and labor efficiency ratio by month, then the same figures cut by client and by discipline. Estimates versus actuals sits alongside, so the projects that consistently outrun their budget are visible as a pattern rather than as four separate surprises.
LER is the ratio this whole product is organized around: gross margin divided by direct labor: revenue less fixed vendor and contractor fees, over the cost of your own people's time. Five to one is the target, one to one is break-even, and the color bands are anchored to that target rather than to arbitrary thresholds.
Envelopes
Who is committed to what. An allocation is one person's hours on one task on one project — an envelope. This is every active envelope in the business on one page, with hours allocated, logged and remaining.
An envelope can carry a window and a shape: the weeks its hours are expected to land in, and how they are distributed across them. That plan is the PM's forecast and feeds capacity and pace. It is never shown to the person whose hours they are.
Billing
What was scheduled to bill this month, against what was actually earned. A Fixed Price project can carry a billing schedule — a plan for how its contract value is invoiced across the life of the project. This view lines that plan up against revenue recognized from hours logged, month by month, computed fresh on every load rather than stored anywhere.
The gap between the two columns is deferred revenue or unbilled work, never profit or loss — there is deliberately no color or verdict on it. A project with no billing schedule shows an em dash, not a zero.