A property runs on hundreds of small routines: a shift handover, a fridge counted before service, a broken air conditioner, a guest's shirt due back by six, a file somebody needs before Monday. Most of them live in notebooks, WhatsApp groups and somebody's memory. NiceOps is eight systems that hold them instead — and one hub that reads across all eight.
Built inside a working operation. Not yet open to other properties.
A hotel usually ends up with one tool per department, and no way to hold two of their numbers at once. That is where the money hides.
Is the hotel busier, or is it just going up? Attendance knows the hours. It has never seen the takings.
Did fewer guests stay, or did fewer of the guests who stayed eat in? Two systems, two screens, a calculator.
Who was actually on the premises? The POS records the drawer. It cannot see the staff entrance.
The kitchen and the restaurant both buy tomatoes. Nothing in the building compares what each one paid.
They run independently, on their own addresses, with their own permissions — a housekeeper's PIN opens the bed check and nothing else. A property can take one or all of them. Every one of them is still in development.
The hub, and the layer above everything else. It reads all the other systems every night, forces them into one shape — a day, a part of the business, a figure in whole pesewas — and ranks what it finds by what it is worth a month rather than by how alarming it sounds. It is also the way in: one sign-in here opens every system in the suite.
For restaurants and bars. Guests order from a code on the table, the kitchen works from a live screen that keeps ringing until somebody acknowledges it, and every shift closes with the cash counted against what the system says should be there. It keeps taking orders when the internet drops.
Guest laundry from the QR code to the pickup. Reception accepts, prices and moves each order through the cycle; the guest gets an email at every stage and can message back. A bill cannot be marked collected until it has been paid, and changing a price needs a reason with a name on it.
Cooks record what was used each morning in under a minute. Cost per guest, week-on-week comparisons, stock levels and the reorder list are all derived from that one sheet and the delivery log. Each item shows what it normally takes for today's headcount — but nothing is ever pre-filled silently.
The dorm bed check, on its own site with its own people. Three rounds a day, two questions per bed — free or occupied, and if occupied, is it labelled. Each round is submitted and emailed on its own by the people who did it. Nothing is typed unless there is something to say.
Planned work on a calendar instead of in somebody's head, and anything that breaks reported once, to a place where it can be picked up and closed out. The parts store is counted the same way the kitchen is counted: a few taps from somebody with no time.
What each department owes, who is carrying it and where it has got to — visible without a meeting to find out. For team leads who currently keep it in a notebook and a group chat.
Human Information & Verification Engine: everything a hotel has to know about the people who work in it, and everything it has to be able to prove. A punch is a fact; a day is an opinion. Late, absent, hours and leave are all derived — so correcting a rota in September fixes June's report instead of leaving two versions of the truth.
Insight reads every system in the suite overnight and puts them in one warehouse where a day means the same thing in all of them. Then it asks the things nobody could ask before.
A punch at the staff entrance, a fridge counted at the shelf, an order sent from a table, a bed marked occupied. Each takes seconds, on a phone or a fixed terminal, from somebody who has no time. Facts are never edited.
Every judgement — late, absent, short, low, overdue — is worked out from those facts against the rota, the levels and the rules in setup. Change a rule and every past report is right again, rather than there being two versions of the truth.
Overnight, every system's numbers are forced into one shape. In the morning there is one screen: a single figure for the group, how each part has moved, and the findings ranked by what they are worth a month.
Every one of these started as a problem on a real floor: a drawer that would not balance, a fault nobody logged, a file three people were looking for. They are shaped by the shift, not by a feature list.
The people using these are not at a desk. They are at a pass, on a corridor, closing a till at one in the morning. Screens are built to be read at a glance and operated with one hand.
Cash is counted against what the records say, differences have to be explained while somebody still remembers, and anything corrected afterwards leaves a trail with a name on it.
Hospitality happens on mobile data and hotel wifi. Work carries on when the signal goes and catches up when it returns, rather than stopping until somebody finds the router.
The suite is being built and run inside one working property. Until a system has been through a full season there, it is not offered to anyone else — so this table says what each one is, rather than inviting you to sign up for it.
| System | Address | Status |
|---|---|---|
| Insight | insight.niceoperation.com | In development |
| Point of sale | pos.niceoperation.com | In development |
| Laundry | laundry.niceoperation.com | In development |
| Breakfast & stock | breakfast.niceoperation.com | In development |
| Housekeeping | housekeeping.niceoperation.com | In development |
| Maintenance | tasks.niceoperation.com/maintenance | In development |
| Team tasks | tasks.niceoperation.com/teamtasks | In development |
| HIVE, people | staff.niceoperation.com | In development |
No. Every system is in development and running only in the property it was built in. If you would like to hear when one opens, write and say which part of your operation is costing you the most time.
Eight, deliberately. Each runs on its own address with its own database and its own permissions, so no system can take another one down and nobody is given access to more than their job needs. Insight is the ninth thing: the sign-in and the reporting layer that reads across all of them.
No, and that matters enough to say twice. There is no property management system among these tools, so every group total Insight produces is understated by the largest line in a hotel's accounts. Insight says so on the same screen as the totals, every time. A dashboard that quietly omitted it would be worse than no dashboard, because it would be believed.
The systems that have to keep working keep working. The point of sale carries on taking orders and syncs when the connection returns; the breakfast count falls back to the device's own storage. Hospitality happens on hotel wifi, and a tool that stops when the signal does is a tool nobody trusts.
Once Insight is in place, no. One sign-in there opens every system in the suite — click a system on the hub and you arrive already signed in, as yourself, with whatever that system says you may do. Staff who never touch a computer, like the people the attendance terminal recognises, need no login at all.
Each system keeps its own, on its own infrastructure. Insight holds a copy in a warehouse where nothing is a source of truth: every row in it is derived, and every row can be rebuilt by running the loader again.
We would rather start with the one problem that is actually costing you time than roll eight systems out at once. Say what the operation looks like and we will tell you honestly whether anything here is ready for it yet.