ClientiAIR Group: Airmid Healthgroup and Allergy Standards Limited
AudienceGroup board
SystemsZoho CRM, Books, Projects and WorkDrive, across two Zoho One organisations
The challenge
iAIR Group is two companies, each running its own Zoho One organisation. The data the board needed was all there, but spread across eight apps in two accounts that could not see each other. Without a joined-up view, a board pack means exports, spreadsheets and judgement calls, and it is out of date by the time it is read.
Three questions were hard to answer with confidence:
01
Where do we really stand?
Cash, revenue, pipeline and delivery for each company, and for the group with inter-company trading taken out.
02
Which deals actually matter?
Not the whole CRM, just the deals that will move the next 90 days.
03
When does the pipeline turn into cash?
A deal at Negotiation closing on 1 November is not money in the bank on 1 November. The board wanted to know when it would be.
What we did
The work ran across all three of our service areas: getting Zoho to give up clean data, putting AI to work on it, and owning the design decisions a board relies on.
01
Zoho, done properly
01
Connected the whole Zoho One stack
CRM, Books, Projects and WorkDrive in each company, read through Zoho's own connectors.
02
Joined two organisations that cannot see each other
Each company's data is published weekly to a shared WorkDrive folder as structured feeds, so neither side has to open its whole account.
03
Consolidated the group properly
Inter-company invoices and balances are stripped out of group revenue and receivables. Any mismatch between the two sets of books is raised as a risk, not hidden.
04
Linked every figure to its source
Invoices, deals and projects open straight into Zoho, and an evidence library points to the files behind the numbers.
02
AI that earns its keep
01
AI agents that read, never write
Claude connects to each Zoho organisation, pulls the data, applies fixed rules and builds the report. It never creates, edits or deletes anything in Zoho.
02
Two agents, two companies, one report
Each company's agent writes its own feed; the group agent checks every file before it trusts it.
03
Cash forecasting learned from history
A 13-week cash forecast with committed, expected and best-case scenarios, based on how long each customer actually takes to pay and how long a won deal takes to become an invoice.
04
What-if controls for the board
Directors can move a deal's close date, change its probability or drop it, and watch the cash line respond.
05
Runs unattended
A scheduled refresh rebuilds the whole review early every Monday morning.
03
Senior tech, on call
01
Board-level definitions, written down
What counts as a deal that matters (closing soon, above an agreed value, late stage, stalled or overdue), what Red, Amber and Green mean, and when a project is dormant.
02
Honest numbers over flattering ones
Statuses and risks come from rules, not opinion, and data-quality problems are shown as findings for the board to act on.
03
Governance by design
Read-only access, no public share links, and the full dashboard kept private because it holds sensitive financials.
04
A runbook, not a black box
The build, the rules and the refresh steps are documented, so the client owns the process.
The result
Every Monday the board opens one private page with three views (each company, plus the group) and the same structure in each, drawn live from Zoho rather than assembled by hand.
Summary
Five Red / Amber / Green measures and a short "where we stand" brief written from the data
1 · Cash & receivables
Cash position, debt by age, who owes the most and the largest overdue invoices
2 · Revenue
Invoiced revenue by month, run-rate and top customers, with inter-company billing removed at group level
3 · Pipeline
The deals that matter, pipeline by stage and owner, and win rate by quarter
4 · Delivery
Live client projects by status, with dormant projects set aside so statuses stay meaningful
5 · Risks & actions
Rule-based risks, each with a suggested action for the board to assign
6 · Cash forecast
13 weeks of cash in the bank under three scenarios, reconciled against the finance team's own cash-flow workbook
“Simply fantastic. Every Monday the board sees both companies and the group on one page, so we spot issues early and act on them before our clients ever feel them.”
John McKeon, [Title], iAIR GroupDRAFT · AWAITING APPROVAL
What changed for the business
Days, not weeks
A first working review followed quickly, and each new board request (a company tab, the group view, the cash forecast) was added in the same working session.
One version of the truth across two companies
Both companies now use the same rules and show the same figures.
Data issues surfaced, not smoothed over
Gaps and mismatches in the data are flagged as findings, so they get fixed at the source.
No new systems to learn
It runs on the Zoho One the client already has, with AI doing the joining up.
Why it matters
Most businesses already hold the data their board needs; it is locked in separate apps and separate accounts. With Zoho set up properly and AI doing the reading, the board pack stops being a monthly chore and becomes a page that is always current, built on rules everyone has agreed.
If your numbers live in Zoho and your board still waits for spreadsheets, let’s talk.
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