Short, practical guides for running your academy day to day.
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Registers, attendance, and the follow-ups that need doing today.
Marking attendance is only half of it. Until a day is finalised, it counts for nothing — not in your numbers, not in payroll.
Open the day's list, switch between a day, a week or a month, and spot a package that is about to run out.
Mark who turned up, handle a late cancellation, and finalise the day so the marks are locked.
The system works out who needs a call today — renewals, trials, students falling behind — so nobody has to remember.
Trials, sign-ups, profiles, and the families behind them.
Create a child who is joining without a trial, under the right parent, in the right branch.
Take an enquiry and get the child into a trial class, with the details you will need later to prove where they came from.
A family who stopped wants to return. Reactivate the child they already had rather than creating a new one.
One screen answers most parent questions. Here is what each part of it is telling you.
Attended, no-show, or said no — recording the outcome is what puts the family on the follow-up list instead of into a gap.
A family is leaving. Record it properly so the seat is freed, the reason is captured, and your churn numbers are true.
The family's own view of your academy. Knowing what is in it saves the front desk a lot of phone calls.
Setting up classes, filling seats, make-ups and closures.
Give a student their weekly seat, funded by the package that is going to pay for it.
A child missed their class and the academy is letting them catch it up somewhere else this week.
One screen shows the whole week's capacity — where you can still sell, and where you are paying a coach to teach three children.
Public holidays and unplanned closures. Recording them keeps a closed day from looking like a bad day.
Set up a recurring weekly class. The system then generates its actual sessions for you, weeks ahead.
A family wants a different day, or a child has outgrown their group. Close the old seat and open a new one.
Levels, skills, assessments, and what parents get to see.
Levels, the skills inside them, and the certificates at the end — the ladder every student climbs.
Get the printed certificate into the child's hands, and record that it happened.
Decide the result. Passing moves the child up a level, so it is worth being deliberate.
Put a child forward for their level test, on the day their class runs.
A child who has not passed anything in months is usually a family about to leave. This report finds them first.
Mark what a child can now do. It is thirty seconds after class and it is the thing parents notice most.
A short written note on how a child is getting on, which the parent can read and download.
Selling, invoicing, taking money, and putting mistakes right.
Promotions, vouchers and negotiated prices — and the order they apply in, which is why a total sometimes surprises people.
A family is stopping. Return the unused part as credit, free the child's seat, and keep the record intact.
One page per family: everything invoiced, everything paid, everything credited, and what is still outstanding.
Search by the child — usually the name you have — rather than by the parent who paid.
Money has arrived. Put it against the right invoices — including part payments and one transfer covering several invoices.
Take a family through checkout — one cart, several children, paid now or billed later.
Wrong package, wrong family, wrong price. Voiding erases the sale completely — and only works while nothing has been used.
Freezing, extending and moving what a family has bought.
The three concessions that cost money need a decision from you. Here is what you are actually agreeing to in each case.
Move the classes left on an old package onto a new one, so nothing is lost at renewal.
Wrong dates, wrong term, wrong number of classes — what you can safely change afterwards, and what needs a different tool.
Give a family more time to use classes they have already paid for, without changing what they bought.
A parent says they should have three classes left and the system says one. The ledger settles it.
A family is away for a while. Pause the clock so they do not lose the classes they paid for.
How a parent earns a reward for referring families, and how staff hand it to one of their children.
Where enquiries come from, what they cost, and rewarding word of mouth.
Give a specific family a specific amount off — a goodwill gesture, a welcome offer, a competition prize.
Put a notice in front of families — a closure, a new term, an event — in the portal they already use.
Which channels produce paying families, not just enquiries — and what each customer actually costs you.
Two numbers a day — enquiries and what you spent — turn the rest of the funnel into real cost-per-customer figures.
Set up a time-limited discount on chosen packages, so staff cannot get the price wrong at the counter.
Decide what a parent earns for each family they bring you — and what that programme will cost.
Paying coaches, developing them, and closing a month you can defend.
Create a login for a new coach or admin, and give them access to the right branches — and only those.
Review what every coach and manager is owed, open the workings behind any figure, and export the calculation for sign-off.
What a coach has to complete to reach their next level, and how promotion happens.
Observe a lesson and record it against the same checklist every time, so standards mean something.
Freeze a month's figures once the payout is made, so a later edit cannot change what you already paid.
Record something a staff member did well, or badly. Negative entries delay a promotion until they are served.
Decide what a coach earns — a basic, rates per class type, commission per package, and allowances.
How the academy is doing, day by day and branch by branch.
Attendance, sign-ups, top-ups and freezes for a branch, day by day, over any range you pick.
How many classes families have paid for and not yet taken — the liability sitting on your books.
Churn as a report rather than a rumour — how many left, from which branch, and what they told you.
Getting Hull's numbers into your books without re-typing them.
The order to do things in so that payroll, revenue and your accounts all agree — and stay agreed.
Point Hull at your accounting software once, so month-end stops meaning re-typing receipts.
Tell the system which revenue account and tax code each package belongs to. Nothing syncs until you do.
Push the month's documents into your accounting system, and deal with anything that bounces.
The settings that make the system fit your academy.
The fixed sets of dates term packages run on — what they contain and where they are used.
Capacity, who is allowed in, and what a class is called — set per kind of class, not per class.
The products you sell — how many classes, for how long, with which rules. Most billing questions are decided here.
Your own way of grouping students — and the three switches that change how the system treats each group.
One screen holds everything that makes the system yours — the curriculum, the catalogue, the pay structure, the branches.
Why a colleague cannot see a screen you can — roles, menu access, and what your academy has switched on.
The handful of ideas that explain the rest. Worth ten minutes.
What Present, Absent, Unsure and Burn each mean — and which of them charge the family a class.
Two things are called credit and they are not the same. Mixing them up promises families money that checkout will refuse.
Before tax, split between new families and renewals, net of credit — the four rules behind every sales figure you see.
Three documents carry all the money. None of them is ever edited — which is exactly why the books hold up.
The three ideas the whole system is built on. Ten minutes here saves a lot of confusion later.
Trial, follow-up, active, frozen, stopped. What each status means, and why keeping them honest is what makes the numbers work.