1. Registration & onboarding
Two very different journeys. A client should be booking within about ninety seconds. A partner should not be — they are asking to be let into people's homes, and the friction there is the product working, not a flaw in it.
The client — sign up and book
Create your account
Find trusted help at home in a few minutes.
By continuing you agree to our Terms and
Privacy Collection Notice.
Step 1 — sign up
Google first because it removes a password and verifies the email for free. Email and password sits right beneath it — a good share of older clients do not have a Google account, or do not want to use it.
Your photo
2 of 3
Step 2 — photo & details
The photo requirement is explained where it is asked for, not buried in a policy. "Why we ask for this" is the single highest-value pattern on any registration form.
Your address
3 of 3
Step 3 — address
Google Places autocomplete, restricted to Australia. We capture the place_id and coordinates here, once — so no job ever has to geocode again. Access notes save a phone call on every future visit.
Three screens, and the third one does real work. Capturing the address as a resolved Google place rather than free text is what makes the ETA, the travel-time warnings and the geofenced arrival possible later. A typed address that was never resolved is the thing that quietly breaks all three.
The service partner — a longer, deliberate road
The partner journey is five steps and does not end in an account — it ends in a review queue. Nobody is allocated work until an admin has sighted their documents.
Identity
2 of 5
Step 2 — identity
100-point check plus right to work. The reassurance about who can see the documents sits next to the upload, where the hesitation actually happens.
Your services
3 of 5
What can you offer?
We will tell you exactly what each one requires.
Step 3 — services
Picking a service tells you its requirements immediately, in that state. This is the credential engine from §6.2 surfacing at the only moment it is useful.
Almost there
5 of 5
Under review
A WeCare administrator is checking your documents. Most reviews finish within one business day.
Step 5 — pending approval
The wait is made useful rather than dead. Showing each credential's status individually stops the "has anyone even looked at this?" support email that otherwise arrives on day two.
What the admin sees when reviewing
Review application — Aisha Rahman
Pending · submitted 2 hrs agoApplicant
| Applying for | Elderly Care, Nursing |
| Right to work | Australian citizen |
| Availability | Mon–Fri, 8am–4pm |
| Public liability | $5M · exp 30 Jun 2027 |
Documents to sight
The review queue. "Check the public register, not the certificate" is on screen because a forged PDF is the easiest thing in this whole flow to fake.
The asymmetry is the point. Client onboarding is three screens and optimised for speed, because a client who cannot work out how to book simply does not book. Partner onboarding is five screens, a document vault and a human review, because the entire promise on the landing page — "every partner is identity-checked and screened" — is either true here or it is not true anywhere.
2. The client
Our client is often older, often booking care for a parent, and frequently anxious about a stranger entering the house. Every decision below serves one goal: remove the uncertainty about who is coming and when.
Book a service
Manly NSW
Good morning, Margaret
What do you need help with today?
Booking
Large targets, prices visible up front, and a one-tap repeat of the last booking — most care is recurring.
Sarah is on her way
Live tracking — the screen that sells the product
Photo, name, rating and screening status, plus the map and a real ETA. The client knows exactly who is about to knock.
Work complete
Give Sarah this code
She cannot close the job without it. Only share it once you are happy with the work.
The completion code
The client holds the code, so the partner cannot close their own job. "Report an issue" sits right beside it — a client who is unhappy must never feel the only path is to hand the code over.
How did it go?
Rate Sarah Mitchell
Elderly Care · WC-2026-014377
Rating
Quick tags make a rating possible in three seconds; the comment box captures what the stars cannot. "Request again" turns a good job into a repeat booking.
3. The service partner
The partner is working from a phone, often outdoors, often in a hurry, sometimes with gloves on. Big targets, no dense tables, and the next thing they need to do is always the biggest thing on screen.
Today
Thu 24 Sep
The partner's day
One job is highlighted — the next one. "Leave by 8:38am" is the single most useful thing on the screen, and it is computed from live traffic, not from a guess.
Close this job
Enter Margaret's code
Ask the client for the 6-digit code shown in their app.
Closing with the code
The attempt counter is visible, so a partner cannot quietly brute-force it. The admin-close path is deliberately present: a sleeping or confused client is a real, common case.
My credentials
Credentials, with teeth
The partner sees exactly what is expiring and how long renewal takes. The missing WWCC is shown greyed rather than hidden — it explains why they are not being offered children's work.
4. The partner calendar
You asked specifically for this one. The calendar has to answer two questions at a glance: where do I need to be, and can I physically get there in time. So travel is drawn as a block on the calendar itself, not hidden inside a job.
My week
22 – 26 September 2026
18 jobs · 31.5 hrs · $1,486
Partner week view. Travel blocks are drawn from the Routes API between consecutive job addresses.
Why travel is drawn on the calendar. Every scheduling mistake in this kind of business is the same mistake: two jobs that are each fine on their own and impossible together. If travel is a number buried in a job detail screen, the admin books the clash and the partner discovers it at 8:40am. If travel is a block that occupies space, the clash is visible before anyone confirms it — and the same calculation refuses the booking at allocation time.
On a phone, the same week becomes a day
A five-day grid is unreadable at 375 px, so the partner's phone shows one day at a time with travel between jobs kept as the connecting element — the information that matters most is the one thing that survives the shrink.
Wed 24 Sep
4 jobs
22
23
24
25
26
Phone: day view
The same data, restructured rather than shrunk. Travel becomes the link between jobs.
5. The admin console
This is a desktop tool and we should stop pretending otherwise. The admin is running a business from a laptop: they want density, keyboard speed and everything on one screen. The morning view answers "what needs me right now".
Thursday 24 September
Sydney · 7:15amNeeds you now
Unallocated — today
| Time | Client | Service | |
|---|---|---|---|
| 10:00 | A. Patel | Gardening | Allocate |
| 13:00 | J. Fraser | Cleaning | Allocate |
| 16:00 | L. Romano | Children's Care | 0 eligible |
Admin morning view. The left column is ordered by urgency, not by time.
Note the failure on the right. The 4pm Children's Care job shows 0 eligible rather than an empty dropdown, and it says why. An admin who sees "no partners available" will phone someone and send them anyway. An admin who sees "requires a valid NSW WWCC, nobody available holds one" understands that this is a hard stop — and the system will not let them override it.
6. Allocation & compliance
The allocation screen is where the compliance engine becomes visible. The admin is never shown a free choice of partners — they are shown who is eligible, and told plainly why anyone else is not.
Allocate — WC-2026-014412
Gardening · Thu 10:00 · 2 hrsAnjali Patel
27 Sydney Rd, Balgowlah NSW 2093
$45/hr · no modifiers
$90.00
Eligible & available — 3
Not offered — and why
Allocation. The right-hand column is the compliance engine explaining itself.
The compliance register
One table answering the question that keeps an owner awake: is anyone about to work while out of date?
Compliance register
14 partners · 1 suspended · 3 expiring within 30 days| Partner | Services | Police | NDIS/WWCC | Insurance | Licence | Status |
|---|---|---|---|---|---|---|
| Sarah Mitchell | Elderly, Cleaning | 2028 | 21 Oct | 2027 | — | Active |
| Priya Sharma | Gardening, Cleaning | 2027 | — | 2027 | — | Active |
| Aisha Rahman | Nursing, Elderly | 2028 | 2029 | 2027 | AHPRA | Active |
| Daniel O'Brien | Plumbing, Gardening | 2027 | — | 2027 | 8 Nov | Pending |
| Tomas Silva | Gardening | 2027 | — | Expired | — | Suspended |
| Mei Lin Wong | Children's, Cleaning | 2028 | WWCC NSW | 2027 | — | Active |
Tomas Silva's row is red and his status is Suspended — the system did that by itself the day his insurance lapsed.
7. Rates & the day's money
Rate card — Elderly Care
Effective 1 Oct 2026Base & modifiers
| Rule | When | Factor | Rate |
|---|---|---|---|
| Base | Mon–Fri 7am–7pm | ×1.00 | $48.00 |
| Peak | Before 7am / after 7pm | ×1.25 | $60.00 |
| Saturday | All day | ×1.30 | $62.40 |
| Sunday | All day | ×1.50 | $72.00 |
| Public holiday | NSW calendar | ×2.00 | $96.00 |
| Urgency | Booked < 4 hrs ahead | ×1.30 | $62.40 |
Payables — week to 24 Sep
| Partner | Hrs | Jobs | Revenue | Payable |
|---|---|---|---|---|
| Sarah Mitchell | 31.5 | 18 | $1,512 | $1,209 |
| Priya Sharma | 26.0 | 14 | $1,170 | $936 |
| Aisha Rahman | 18.5 | 9 | $1,110 | $888 |
| Mei Lin Wong | 22.0 | 11 | $968 | $774 |
| Total | 98.0 | 52 | $4,760 | $3,807 |
Rates and payables. Both are derived from the same timesheet data, so they can never disagree.
The 7pm email
The admin gets this as a real email with the numbers in the body — readable on a phone, without signing in. It leads with exceptions, because a report that only says "all good" stops being read after a fortnight.
8. Profit & loss — what the owner actually earns
This is the screen that answers the only question an owner really has: money in, money out to partners, what is left. Every figure here is derived from the same timesheet records that produced the payables, so the report and the payroll can never disagree.
The Reports tab in the admin console. Below are the same charts at full size.
Revenue, payables and margin over time
Monthly revenue split
Each bar is total revenue, divided into what went to partners and what the business kept.
View as a table
| Month | Revenue | Paid to partners | Gross margin | Margin % |
|---|---|---|---|---|
| April | $14,200 | $11,360 | $2,840 | 20.0% |
| May | $16,850 | $13,480 | $3,370 | 20.0% |
| June | $18,400 | $14,720 | $3,680 | 20.0% |
| July | $21,960 | $17,568 | $4,392 | 20.0% |
| August | $24,300 | $19,440 | $4,860 | 20.0% |
| September | $27,540 | $22,032 | $5,508 | 20.0% |
Where the revenue comes from
Revenue by service — September
One measure across categories, so one colour. A legend would add nothing.
Elderly Care is 42% of revenue on its own — which is also where the compliance burden sits. That concentration is worth watching.
What each partner is owed
Money is precise, so this is a table, not a chart. It is the exact figure to pay, and it reconciles to the margin above.
| Partner | Jobs | Hours | Revenue generated | Commission (20%) | Payable |
|---|---|---|---|---|---|
| Sarah Mitchell | 72 | 126.0 | $6,048 | $1,210 | $4,838 |
| Priya Sharma | 61 | 104.0 | $4,680 | $936 | $3,744 |
| Aisha Rahman | 38 | 74.0 | $4,440 | $888 | $3,552 |
| Mei Lin Wong | 54 | 98.0 | $4,312 | $862 | $3,450 |
| Daniel O'Brien | 29 | 62.0 | $2,790 | $558 | $2,232 |
| 9 other partners | 61 | 118.0 | $5,270 | $1,054 | $4,216 |
| Total | 315 | 582.0 | $27,540 | $5,508 | $22,032 |
The commission rate is the whole business model, and it is a setting. At 20% this operation keeps $5,508 on $27,540 of work. At 25% the same month keeps $6,885. The rate is configurable per partner and per service, because a licensed electrician will not accept the same split as a cleaner — and being able to model that before committing to a rate card is worth more than any other number on this page.
What this is not. This is a gross margin view — revenue minus what partners are paid. It is not a full profit and loss: it does not carry insurance, advertising, software, the owner's own time, or tax. If your friend wants a true bottom line, that is a bookkeeping integration (Xero or MYOB, both standard in Australia) rather than a report we invent. Worth agreeing which he actually wants — they are very different amounts of work.
9. The design system
Colour
Deep teal for trust and structure, terracotta reserved for the single most important action on any screen.
Type
Fraunces for headings — warm and human rather than clinical. Inter for everything else, because it stays legible at 12 px in a table and at arm's length on a phone in sunlight.
Status colour is never alone
Every status carries a word as well as a colour — "Suspended", "27 d", "Missing". Around 1 in 12 men has some colour vision deficiency, and these are safety decisions.
Contrast
Both published pages verified at zero WCAG AA failures. The terracotta was darkened from its first value specifically to clear 4.5:1 with white.
One rule drove most of these screens. Each one has exactly one obvious next action, sized and coloured so it cannot be missed: I'm on my way, Close job, Allocate, Submit rating. Everything else on the screen is context for that decision. It is why the client's tracking screen has no buttons competing with the map, and why the admin's morning view sorts by urgency rather than by time.
What these mockups are and are not. They are real HTML and CSS at true device widths, built from the actual design system — not pictures of an app. The data in them is invented. They are a design to react to: the fastest way to get useful feedback from your friend is to let him tell you what is wrong with a screen he can see.