Jiomtys Auto Centres
From Running The Garage To Redesigning How The Garage Runs.
Jiomtys is a working automotive service and repair business. Running it exposed the same challenges thousands of businesses experience every day — customers, workload, people, administration, disconnected systems and limited management visibility.
Instead of accepting those problems as simply part of running a garage, we started asking how the business could work better.
The business
First, Understand The Business.
Jiomtys Auto Centres operates in automotive servicing, repairs, diagnostics and MOT-related workshop services.
A garage is operationally complex. Every day involves coordinating:
The software wasn't the starting point.
The business was.
The problem
The Business Was Working. But Too Much Of The Work Was Working Around The Business.
As the business operated, practical friction became visible.
Problem 01
Bookings become workload
A booking isn't just a diary entry. It creates demand the workshop has to plan for.
- Workshop demand
- Technician time
- Parts requirements
- Customer expectations
- Administration
- Future invoicing
Problem 02
Job information needs to move
Customer → Reception → Management → Technician → Administration → Customer. Disconnected information creates repeated work and missed details.
Problem 03
Paper doesn't provide visibility
A paper job card tells a technician what to do. It can't easily tell management:
- What's waiting
- What's started
- What's delayed
- Who is working on what
- How long work is taking
- What's ready for invoicing
Problem 04
Busy doesn't always mean productive
A full workshop can still contain:
- Waiting time
- Poor allocation
- Jobs overrunning
- Capacity issues
- Administrative delays
- Incorrect labour allowances
Problem 05
Customers expect visibility
The experience doesn't end at booking. Customers want to understand:
- Their booking
- What's happening
- What work is required
- Their vehicle history
- Future servicing
What we found
The Problem Wasn't One Piece Of Software.
Looking at the business as a whole showed the challenge crossed multiple areas.
The answer wasn't “buy another system.” It was: understand how the work should move first — then design technology around that process.
- 1
Customer experience
- 2
Bookings
- 3
Workshop operations
- 4
Technicians
- 5
Job information
- 6
Management
- 7
CRM
- 8
Communication
The business needed information to flow with the work.
What changed
We Started Connecting The Journey.
Not every stage is automatic — people still make the decisions. The difference is that the information travels with the job.
Before
Separate steps. Information re-entered and passed by hand.
Developing towards
- 1
Customer
- 2
Website / booking
- 3
Workshop calendar
- 4
Daily job board
- 5
Digital job card
- 6
Technician portal
- 7
Inspection / notes / photos
- 8
Completion
- 9
Invoice
- 10
CRM / vehicle history
- 11
Future relationship
Enter information once. Use it throughout the business.
What we built
A System Built Around How The Garage Actually Works.
The technology developed into a connected garage management environment covering customer-facing and workshop operations.
Customer
Website · Booking · Portal · Communication
Workshop
Calendar · Daily job board · Job cards · Inspections
Technician
Assigned work · Job information · Photos · Notes · Timers
Management
Allocation · Capacity · Performance · Job progress · Reporting
Commercial
Quotes · Invoices · Labour time · Job values
CRM
Customers · Vehicles · History · Communication
Customer journey
The Customer Journey Starts Before The Car Arrives.
The customer-facing website shouldn't exist separately from the operation behind it. A booking creates workshop demand — and that information should feed the operational journey.
A website should do more than look good.
Workshop calendar
Turn Bookings Into Visible Workload.
The calendar gives the business visibility of incoming work, appointment times, vehicles, services and workshop demand.
A single booking may contain different types of work needing different technicians or amounts of time — so the system evolved to support more flexible allocation.
Workshop calendar
Screenshot position
The system changed because the operation required it.
Daily job board
See The Workshop At A Glance.
Instead of relying on memory, paper or asking around the workshop, management can see where work currently sits — vehicle, job, technician, status and time.
Daily job board
Screenshot position
Run the workshop with visibility — not memory.
Digital job cards
Move The Job Card Into The Job.
The objective isn't to digitise paper for the sake of it. The value is that information becomes part of the wider business record.
Digital job card
Screenshot position
Technician portal
Give Technicians The Information They Need.
Technicians shouldn't need to navigate an entire management platform. Their workspace focuses on the job in front of them.
Technician portal
Screenshot position
The right information. For the right person. At the right time.
Split work & allocation
One Booking Doesn't Always Mean One Job.
A vehicle may arrive for several jobs that need different technicians, different labour times, happen at different stages or need separate measurement.
The system evolved so work can be divided appropriately without moving the entire booking between technicians — protecting allocation, workshop visibility, performance information and labour measurement.
Split job cards
Screenshot position
Software should adapt to the operation — not force the operation to adapt to the software.
Management information
Stop Guessing Where Workshop Time Goes.
Every workshop sells time. But knowing somebody was at work doesn't explain which jobs consumed the time, whether booked labour was realistic, where work overran, where capacity exists or whether pricing reflects actual effort.
This is about capacity, allocation, job costing and operational visibility — not watching people.
Workshop performance
Screenshot position
The timer evolved too
Real-World Use Changes The Product.
A system designed on paper rarely survives unchanged once people use it every day. Job timing keeps evolving around allocated labour time, actual workshop time, completion, technician interaction and management reporting.
The latest countdown-style timer is being developed and tested in the workshop.
Build → Use → Learn → Improve
CRM
One Customer. One Vehicle History.
CRM becomes more valuable when it's connected to what the business actually does.
- 01
Customer
- 02
Vehicles
- 03
Bookings
- 04
Job cards
- 05
Quotes
- 06
Invoices
- 07
Communication
- 08
History
CRM isn't just a contact list.
Customer portal & communication
Extend The Experience Beyond The Workshop.
The closer communication sits to the customer, vehicle and job record, the better the business understands the conversation.
Customer portal
Customer account, vehicles, booking and service history, future bookings, rewards and offers are being developed and tested.
AI Diagnose Doctor
AI-assisted help for customers describing a vehicle problem, currently in development.
Booking confirmations
Customers receive confirmation when a booking is made.
Connected customer updates
Keeping email, SMS and reminders linked to the job record.
Automation
Remove Repetition Where It Doesn't Add Value.
Manual steps still exist where people add value. The aim is less duplication, better information and more time for work that actually needs people.
- 01
Booking captured
- 02
Customer details available
- 03
Vehicle connected
- 04
Calendar updated
- 05
Job information available
- 06
Technician receives work
- 07
Job completed
- 08
Customer history updated
Less duplication. Better information.
Ongoing development
The Business Became The Testing Ground.
Building technology around a business we operate means the feedback loop is immediate. When something creates friction, we see it. When technicians need information presented differently, we see it. When management needs better information, we see it. When customers expect something different, we see it.
Development doesn't stop at launch.
- 01
Operate
- 02
Identify friction
- 03
Question why
- 04
Change the process
- 05
Develop the system
- 06
Use it
- 07
Measure
- 08
Repeat
The system evolves because the business evolves.
People + process + technology
Not Every Problem Needed Software.
Some problems were solved through technology. Others needed process changes, different allocation, better information, clearer responsibilities, improved customer communication or different management visibility. Some needed several things working together.
Technology was part of the answer — not the assumption.
The bigger picture
One Business. Multiple Connected Problems.
Business operations
Workflow · Capacity · Allocation · Productivity
Technology
Business systems · Website · Portal · Integrations
Customer experience
Booking · Communication · History · Portal
People
Technician workflow · Information · Allocation
Data
Job time · Performance · Management visibility
Automation
Workflow · Communication · Administration
CRM
Customers · Vehicles · History · Commercial relationship
That's why business problems shouldn't always be solved in isolation.
What changed
What Changed?
Paper → Digital
Job information managed digitally
Workshop job information no longer relies solely on paper job cards.
Disconnected → Connected
One connected workflow
Customer, vehicle, booking and job information sit within a more connected workflow.
Memory → Visibility
Clearer view of the workshop
Management has greater visibility of job progress and workshop activity.
Generic → Specific
Built around how Jiomtys works
The system evolves around the real operation rather than a generic template.
One-off → Continuous
Shaped by daily feedback
Operational feedback continues to shape the platform.
What we learned
The Best Specification Came From Running The Business.
Don't automate a bad process.
Understand the workflow first.
Users change the product.
What management thinks technicians need and what they actually need can differ.
The first version won't be the last.
Real usage exposes problems no planning document can predict.
Information should follow the work.
Repeated data entry usually signals disconnected processes.
Management needs visibility.
A business is harder to manage when information lives in people's heads.
Customer experience and operations connect.
What happens in the workshop eventually reaches the customer.
Technology should fit the business.
Not the other way around.
The OPTYMISED approach
Jiomtys Is More Than A Technology Project.
We weren't looking at the garage from outside. We were experiencing the problems.
That meant understanding customers, people, operations, capacity, sales, technology, data, communication and commercial reality before deciding what needed to change.
Understand the business. Fix the process.
Build what's needed. Keep improving it.
Project gallery
Inside Jiomtys.
Customer
The live Jiomtys website starts the journey with the vehicle registration.
Booking
Live booking journey at the registration step.
Workshop
Website, bookings and workshop brought together in one system.
Workshop calendar
Screenshot position
Workshop
Anonymised calendar view.
Daily job board
Screenshot position
Workshop
Anonymised job board.
Digital job card
Screenshot position
Job cards
Anonymised job card.
Real photography
The workshop
Real Jiomtys workshop. · Photo position
The people
Technicians and team, with consent. · Photo position
The system in use
Technician portal beside a vehicle. · Photo position
Customer environment
Reception and customer area. · Photo position
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Your business will be different
But The Starting Point Is The Same.
Tell Us What's Not Working.
You don't need to know whether the answer is operations, technology, automation, sales or something else. Start with what's happening in the business.