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AI use cases
Every use case comes from a real Fruition client engagement, with the client's name withheld. Select "See the build" for the process diagram, boards, automations and integrations.
Use case catalogue
Operational workflows across six offices were largely manual and fragmented, with no centralised task tracking, disconnected handoffs between leasing, property management, maintenance and accounting, and an operations tool being replaced.
Correspondence lived in external email with manual SharePoint backups, the incumbent building management tool had no API or automation, and contractor inductions, permits and site sign-in had no integrated system.
All guest calls funnelled through one number to the business owner, so high-value new-owner enquiries were missed during peak guest-call periods and no call records were captured against bookings.
Thousands of repetitive transaction, marketing and compliance tasks were tracked informally, so steps were forgotten, listings lingered after sale and new staff had no clear daily task list.
Lead, quote and assessment data sat across cloud drives, a forms app and spreadsheets, and contractor communication ran through dozens of separate chat groups with nothing captured against the job.
Lease renewals, rent increases and deposits were tracked outside the property management system with no automated renewal workflow.
The incumbent co-working platform had weak reporting, booking management and user experience, and manual processes lacked tracking across booking, access, CRM and marketing.
There was no central CRM for contracts, tenders and minor works, paper documents forced staff back to the office, and minor works were not always billed or signed off correctly, causing revenue leakage.
Inquiries from property listing portals were entered by hand, the contact database sat in a separate legacy system, and inquiries were not tracked against properties, limiting follow-up and marketing to the database.
A growing office used a mix of paper processes and a basic workspace for listings and marketing, with manual template duplication and little oversight of time-sensitive tasks.
Onboarding, sales-process tasks, departmental budgets and HR policies were managed without a shared workflow, while the existing real estate CRM held correspondence but not task management.
Owner relationships were not consistently nurtured, so properties fell through the cracks and managers spent significant time compiling activity reports by hand.
Property onboarding and tenant processing varied by office, with manual entry, unclear task ownership between property managers and admin, and weak compliance tracking.
Project information for developments was scattered across tools, limiting visibility for the internal team and external consultants.
Departments worked in separate systems across 5-10 year project lifecycles, budget data was manually re-entered into monday, and monthly executive reports were assembled by hand.
A prior vendor left a partially built Enterprise environment that project managers could not use as an integrated project-management platform.
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