Technician columns
Each technician's bookings, gaps and open queue sit side by side on one screen for the whole day.
A brow studio can look fully booked and still lose hours to late starts, technicians waiting on supplies and clients who never confirmed. This brow studio management app gives the general manager one daily view of work queues, technician assignments and results.
A brow studio runs on short appointments stacked tightly through the day, often a shaping at ten, a tint at ten-thirty and a lamination after lunch. One late start or one missing tint pushes the whole chain back, and the manager usually learns about it only when a client is already waiting at the desk.
The people are the other half of the problem. Some technicians are fastest at mapping and others are strongest at tinting, so assignments matter as much as the diary. Moving a booking to the right person early keeps both the client and the chair working.
For this project, the goal is for the manager to see the day as a set of technician columns, each with its gaps and its queue, so decisions happen while there is still time to act.
Clients reach a brow studio through three doors: the online calendar, the phone and the walk-in line. Each door feeds a different record, so the front desk re-enters phone bookings by hand, a technician logs her progress on a paper card, and a no-show surfaces only when the waiting room looks wrong.
Breakdowns happen at the handoffs between those steps. A confirmed booking may be unpaid, a tint may be waiting on a patch test nobody checked, or a technician may finish early and sit idle because no one reassigned her next client. The manager is usually the last person to see any of it.
We would map those handoffs with the general manager before designing the queues. The aim is one list of what needs attention now, with an owner and a time, instead of several partial lists that each hold part of the answer.
Clients choose a brow studio after comparing photos, prices and how quickly the studio replies. A slow answer or a double-booked slot leaves a poor impression even when the work is excellent, and the general manager is usually the one who hears the complaint.
That makes response speed a management problem. The manager should see messages and booking requests in the same view as the schedule, so a request for a same-day tint can be answered in minutes rather than after the afternoon has already filled.
Each technician's bookings, gaps and open queue sit side by side on one screen for the whole day.
Unconfirmed, unpaid and waiting items are collected in one list, each with an owner and a time to act.
Move a booking to another technician when the plan changes, and the change appears on that technician's phone straight away.
Chair use, idle time, no-shows and rebooked services, shown per technician and for the studio as a whole.
The general manager will judge the app on whether the studio runs better on a busy Saturday. That means fewer idle technicians, fewer surprises at the desk and a clear list of what to fix before close. If the morning still starts with a phone call to find out who is in, the app has not done its job.
Sign-off should use real scenarios: a technician calls in sick at noon, a supplier delivery runs late or a cancelled tint frees a slot that a waiting client can take. We would write each scenario as a test and agree on the expected result before the build starts.
Brow studios see sharp peaks around wedding season, graduations and the holiday party run, when many clients want a lamination or tint before an event. The manager needs to see that demand building before the bookings arrive, so staffing and stock can be planned in advance.
Slow weeks deserve planning as well. During them the board can list technicians with open time and regulars whose visit is due, so a manager can offer a slot instead of watching a chair sit unused. Training sessions and deep cleans also fit neatly into those gaps.
Track what the board is supposed to improve: how many chairs stay filled through the afternoon, how long a technician sits between clients, the no-show rate and how many bookings are confirmed before the doors open. Set those against the same figures from before the rollout, and ignore any outside average.
Review them with the general manager every week. If idle time falls but no-shows rise, the reminder rules need work. If confirmations go up while chairs stay empty, the queue is listing the wrong work. Test each change on one day before it spreads across the studio.
Our starting point is $4,500 for a mobile app. Technician count, manager screens and the booking link decide where the figure lands, and each one appears in the written proposal before any build begins.
Yes. The manager view works on a phone for quick checks between appointments and on a laptop for planning and reports. Both show the same queue, so nothing is entered twice and nobody works from an older list.
No. It sits on top of the calendar your studio already uses, reading bookings and adding queues, assignments and reports. If the booking tool offers no connection, we agree on an import schedule and state which record wins when two disagree.
Access follows each role. Technicians see their own clients, the front desk sees the day's bookings and the manager sees the team. Client notes stay on the record, and the studio decides how long they are kept.
Tell us how the floor runs today and we will shape your queues, assignments and reports into a written scope at info@sizgroup.com.