Company Developer — User Guide

Run a development sales operation — projects and unit inventory, a shared buyer pipeline, team ranks and approvals, and the payment milestones that fund the build.

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Before you start

Three things decide whether this guide applies to your team:

1. You sell units in developments, as a firm, with more than one person working deals. This workspace adds a rank-based team model on top of the individual developer workspace — projects, unit inventory, buyer pipeline, and the Project Ledger, shared across a roster. If you sell alone, the Individual Developer guide covers the same sales track without the team layer.
2. Your buyers engage through estateTT. Buyers browse published developments, register interest in units, and submit formal offers from their interest record. You can also invite a buyer directly from the pipeline; an invitation is not a lead until the buyer registers and picks a unit. The public development list is where buyers find published projects.
3. estateTT tracks the deals; it does not close them or move the money. The platform records stages, offers, and offline payment milestones — it never processes, holds, or releases funds, does not sign documents, and makes no legal, lending, valuation, title, or tax decisions. Payments happen directly between you and the buyer; your professionals handle the legal work.

If all three fit, read on.

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How this guide is organized

A company unit sale runs the same track as an individual one — publish → interest → qualify → offer → reserve → contract → payments → won — with one overlay that changes everything: rank decides who does what. A staff member works deals and submits stage changes for approval; a manager approves events and decides offers; an analyst watches the money; an admin runs the firm.

This guide follows the track in order, then covers the tools that run alongside it. Rank rules are stated where they bite.

Running alongside: Developer Services and Readiness Packages when the firm is preparing a refinance or construction financing request, Assessments to track those applications, Analytics for the numbers, Team for the roster, Settings for the firm.

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Role Rank System

In a one-person workspace, every button is yours. In a firm, that stops being safe fast: the salesperson closing deals shouldn't control billing, and the analyst reconciling payments shouldn't be setting offer prices. Ranks are the mechanism that draws those lines — least privilege by design, so each member sees and touches what their job needs, and nothing more.

Ranks control which sidebar sections a member sees — a Staff member literally doesn't see Finance or Analytics — and which actions appear inside the sections they do see. The rank table is the whole permission model:

Two rules worth knowing upfront:

• Rank = job function. Assign the rank the job actually needs, not the seniority the person holds — a top salesperson who never touches billing is a Rank 1 with a good close rate, and that's the correct answer. Promote when the job demands it, not before.
• A submitted event is not a stage change. Staff and Analysts record pipeline events through Save / request approval — the event lands on the card as a pending request until a Manager or Admin approves or rejects it from the same card. Managers and Admins record directly. That gate exists because stages write to unit inventory and the firm's counts, so the person accountable for the record signs off before it writes.

One boundary that trips people up: the approval gate applies to pipeline sales events, not to offers. There is no staff-prepares / manager-approves queue for unit offers — Managers and Admins decide offers directly in Offers. Don't send staff looking for a proposal queue; there isn't one.

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Getting Started

The distance between a new firm account and a project buyers can act on is four steps:

1. Settings → Organization Profile — company name, address, tax ID, contacts, logo, VAT status, and executive KYC documents. This is your firm's public face on listings and buyer communications: a buyer deciding on a pre-construction purchase is betting on the developer, so treat the profile accordingly.
2. Settings → Subscription — plan, seats, billing. Your plan tier sets the seat count that governs how many members you can invite, and which features (like Analytics) are included. Note the boundary while you're there: the platform tracks milestone payments but never moves money — collection is between you and the buyer.
3. Projects → Add Project — a four-step wizard (Project Identity, Location, Inventory & Finance, Marketing & Media) ending at Publish to Directory. Then stock the unit inventory: number, floor, bed/bath, parking, price, status. This inventory is the record the pipeline writes to — sloppy unit data corrupts your sold counts.
4. Team → Invite Member — email + rank. Invites expire after 7 days. Assign the rank the job actually needs; see the rank table above.

When anyone on the team logs in, they land on Overview — and the header reads differently by rank. A Manager or Admin sees "Managing X projects with Y units sold this month"; a Staff member sees "Tracking X projects with Y units sold this month across the team." The separate Recently viewed rail keeps properties and listings each member opened earlier within reach.

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Sidebar Navigation

The full map, in sidebar order. Entries appear or disappear with your rank — the rank column shows who sees each one. Route paths live here; everywhere else in this guide, sections refer to the sidebar label.

Note: Ask AI sits near the top of the sidebar; Upgrade Plan appears at the bottom for admins when a plan upgrade is available. Messages carries an unread-count badge. Offers does not badge new arrivals — every active Admin and Manager gets the notification instead.

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Overview

The Overview is where each member's day starts. It answers one question — what does the operation look like right now? — and routes you to wherever the answer points: active projects, units sold, units sold this month, units reserved, revenue this month, and pipeline value, plus a strip into the financing tools (equity refinance, construction loan, readiness packages) and the active projects list with each project's units sold and available.

Two tiles deserve a careful reading before anyone quotes them in a board meeting:

• Pipeline Value is the asking-price total for unsold units — inventory on the shelf, not qualified buyer demand or recorded revenue. Use Sales Pipeline for actual buyer interest.
• Revenue (Month) is not connected to the Project Ledger and currently displays zero. Use Finance for payment entries your team has recorded and confirmed; the ledger shows who made each confirmation.

One number that does deserve respect: Units Sold is maintained from real recorded sales events. If it looks wrong, fix the underlying deal in the pipeline — the metric follows the record, not the other way around.

Treat the Overview as the entry point, not the report. The operational truth of a sales operation lives one click deeper: buyer interest in the pipeline, recorded money in the ledger.

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Projects

Projects is the team's portfolio — every development the firm sells from, with the unit inventory that makes a sale possible at all. Nothing in this workspace moves until a unit exists in a published project.

Rank draws the first line here. Managers and Admins create projects; Analysts can edit existing projects and units but cannot create new ones. The reasoning is least privilege again: maintaining inventory is routine work; standing up a new development is a firm-level act.

The public record. Creating a project is a four-step wizard — Project Identity, Location, Inventory & Finance, Marketing & Media — ending at Publish to Directory. The marketing step carries cover and gallery images, a PDF brochure, and features/amenities, and it's what buyers judge: write it for them, not for yourself. Don't publish until the inventory is complete — a tower showing twelve of forty units looks abandoned, not exclusive. And stage releases deliberately: standard units first, premiums later — the publish control is what makes the staging possible.

The inventory. Inside the project, each unit carries its number, floor-plan type, floor, square footage, bed/bath, parking, kitchens, features, price and optional floor-plan image. The common inventory states are Available, Held, Reserved and Sold, with pipeline progression states appearing as deals advance. One guardrail to know before you need it: a unit can't be deleted once it has buyer interests, payments, documents or messages attached — the platform will tell you to mark it Held instead, so deal history is never destroyed.

The payment plan. The project-wide default milestone schedule — named milestones as percentages or fixed amounts, each with a due date or due rule. Every save creates a new version, and the part that matters for a multi-project firm: changing the default only affects buyers who come after it. Buyer agreements already recorded keep their original snapshot, so you can restructure a plan mid-project — repricing the back half of a phase, say — without rewriting deals in progress. Your buyers' lawyers read these schedules; set them realistically and update them honestly when timelines slip.

One team-scoping note: on organization projects, the project-scoped Team tab you may know from the individual workspace is hidden — team access is managed globally in Team instead. There is no per-project roster to maintain.

Once a project is published, it starts producing work for the whole team: interests land in Sales Pipeline, visit requests appear in Showings, and formal offers arrive in Offers.

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Team

The roster — Rank 3+ to see it, Rank 4 to govern it. This is where the rank system stops being a concept and becomes an administration task.

Seats come first. The page shows your current seats against the maximum your subscription tier allows. Hit the limit and invitations pause — free a seat or upgrade the plan to bring in the next hire. This is the number to check before you promise a start date, not after.

Inviting is a Manager-and-up power: email plus a role (Admin, Manager, Analyst, Staff). Invitations expire after 7 days, and pending ones can be revoked — revoke and re-send rather than letting stale invites linger. Governance is Admin-only: only Rank 4 can promote or demote a member's role or remove someone from the organization. That split is deliberate — bringing someone in is a manager's call; taking access away, or widening it, is an owner's call.

Deal reassignment is the everyday task. Leads in the pipeline can be assigned to team members, and reassigning is normal — territory changes, someone leaves, a specialist takes over. The important part: the deal history, messages, and notes stay attached to the card, so a handoff doesn't lose context. Reassign freely; the record travels with the deal.

Two practices keep the roster healthy:

• Least privilege by default. Assign the rank the job needs and promote when the job demands it. It's easier to widen access than to walk back an analyst who could invite staff.
• Review the roster when people change roles. Ranks follow the job, so when someone's job changes, their rank should be revisited — not left at whatever it was when they joined.

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Sales Pipeline

This is the surface the sales operation runs on — the working file on every buyer across every project, not just a stage board. Open it in the morning and it answers the questions that run a floor: who needs a call today, which deals are stalling, whose plate is full, and what's actually in play.

Work it three ways: Board for the stage-by-stage picture, Table for a flat list of the same leads, and Invitations for the buyer invitations the team has sent. Filtering by assignee turns the same board into a workload view — which is how a manager spots the stale deals and the overloaded agent in the same glance.

Stages are events, not positions. You don't drag a card; you record what happened: open the lead → Record sales event → pick the stage, date and details. The nine stages:

Because stages are recorded events, each card's history is the record of the deal — and with a team working it, that history is what keeps handoffs honest. The next manager to touch the card reads what happened, not what someone remembers.

The approval gate, in action. Managers and Admins see Record event and write directly. Staff and Analysts see Save / request approval instead — their event lands on the card with a request banner, and a Manager approves (Approve requested event) or rejects it right there. Viewers are read-only. This is the rank system doing its job: junior members do the work, the person accountable for the record signs off before it writes to inventory and counts.

Understand Reserved before anyone approves it. A unit can only sell once: recording Reserved commits it to that buyer and marks competing interests lost. Two buyers chasing C-304? The Reserved event picks the winner — the other card goes to Lost the moment it's recorded. It's a commitment, not a bookmark, and it's exactly the kind of act the approval gate exists for. If your team is still talking to multiple buyers, keep the unit Held and don't approve a Reserved event until the paperwork is done. Later, the Won event captures the final sale price and marks the unit Sold in inventory.

Invite buyer fills the pipeline instead of waiting for it: pick a published project, optionally name a unit, send. An invitation is not a lead — nothing is reserved, nothing is staged. Only after the buyer registers and selects a unit does an interest exist. Invitations can be copied, resent, or revoked from the Invitations view.

Four habits make the pipeline run a team well:

• Read it as a truth-teller. A card sitting in one stage for a week is a stalling deal — the pipeline is your follow-up queue.
• Use stage transitions as internal triggers. Reserved → finance starts mortgage coordination; Contract signed → the milestone schedule activates in Finance.
• Check the buyer's financing position before Contract signed. Pre-construction deals die at financing more than anywhere else. Buyers still working out their position can start with the mortgage financing guide and the mortgage payment calculator — a buyer who does that homework comes back stronger. Neither tool is a lender quote or an approval.
• Filter by assignee in the weekly review. The same board is also a workload view — whose deals are stale, whose plate is full.

A deal that reaches Payments in progress moves its money tracking to Finance; a Won deal updates unit inventory and the Overview counts automatically.

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Showings

Showings answers one narrow question honestly: which unit visits are on the books? It's a read-only list of buyer-requested and scheduled visits across the company's projects — a buyer who walks the unit is categorically warmer than one who hasn't, and this is the list that proves the visit is real.

It doesn't book tours and doesn't score the buyer afterward; scheduling happens in Calendar, and what a visit meant for the deal is the team's call to record in Sales Pipeline. The label reads by rank — Staff see "Scheduled tours", Managers see "Model unit tours" — but the job is the same: keep every committed visit visible in one place so nobody's tour quietly falls off the schedule.

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Calendar

Calendar is the team's appointment workspace — separate from Showings, which only lists unit visits. Use it to plan and coordinate: buyer follow-ups, site walkthroughs, internal reviews, anything with a time attached.

Work it as a calendar: Month, Week, Day or Agenda views, a Today button, search, event-type and status filters, and an attention/follow-up queue so items needing a response surface on their own instead of relying on memory. Click a slot for the quick-create popover; open an event for the detail drawer, which shows each participant's response and notes and supports rescheduling — and the detail adapts to your rank.

The feature that makes it a team calendar rather than a personal one: Managers and Admins get a "Team schedule" dropdown that filters the view to a specific member's appointments — or everyone's. With several agents running viewings, that's how you prevent two of them double-booking the same model unit for the same Saturday morning, and how a director sees the operation's commitments in one glance.

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Offers

A buyer made a formal offer on one of your units — this inbox is where the firm answers. Everyone in the organization sees the offer list; transparency is the default, because a sales operation where the staff can't see the negotiation is a sales operation that repeats itself. But only Managers and Admins (Rank 3+) decide: Accept offer, Send counter, Decline, each with a confirmation step. Staff, Analysts, and Viewers see the same offers read-only, with honest text on the card: "Decisions are made by organization managers."

The statuses tell you whose move it is: Pending is on the firm; Awaiting buyer means you countered and the ball is in their court. If the buyer counters back, the offer returns to Pending and decision actions reopen. A buyer can withdraw a pending offer — you're notified and it shows Withdrawn.

Notifications fan out to the whole decision layer. When an offer arrives or a buyer responds to a counter, every active Admin and Manager in the organization is notified. That's deliberate — offers are pricing decisions, and pricing decisions shouldn't wait on one person's inbox.

Each offer card keeps its negotiation history — who offered, countered, accepted, declined or withdrew, the amount, and when — under the current figure. With a team, that record is what lets a Manager pick up a negotiation another manager started without asking "where did we land on this?"

What accepting does — and doesn't: accepting records the agreed terms, notifies the buyer, and moves the deal to Reservation pending. It does not reserve the unit. That gap is deliberate: acceptance is a commercial agreement, reservation is a step with paperwork. Record the Reserved sales event in Sales Pipeline when the reservation paperwork is done — that event is what commits the unit and drops competing interests.

No internal proposal queue here — by design. If your team came from a company buyer or seller workspace, unlearn the pattern: developer organizations do not have a staff-prepares → manager-approves → staff-sends workflow for unit offers. Offers arrive on the buyer's interest record and Managers/Admins decide them directly. The internal approval mechanism (Save / request approval → Approve requested event) applies to pipeline sales events — the commitment stages like Reserved, Contract signed, Won — not to offers. If staff are looking for an approval queue in Offers, point them back to the pipeline.

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Readiness Packages

When the firm applies for financing — a refinance or a construction loan — the paperwork lives here. Rank 3+. This is your Document Readiness Room, created from an application started in Developer Services, and organized into five tabs: Overview, Documents, Checklist Review, Access, and Activity.

The room turns the application checklist into work the team can manage. In Overview, requirements sit in four buckets — Available now / On request / Already provided / Outstanding — so what's missing is visible before anyone shares anything. Documents holds the category folders with file preview; Checklist Review shows the jurisdiction-specific requirements with version history, so a replaced document doesn't erase the record of what came before. Activity is the audit trail of what happened in the room.

Sharing is the point — and it's deliberately gated. A room is private by default. The Access tab gives three settings: keep it private, share with selected banks, or accept directory contact requests. Before publishing, you must review and confirm the anonymous lender preview — you see what a lender would see before anyone sees it. Document grants are separate from contact details: specific file versions are released explicitly and can be revoked later, and approved lender contact requests are answered on your terms. No lender sees a file you haven't released.

An optional estateTT AI review can check the package against the checklist and return findings with suggested follow-ups — a second pair of eyes on completeness, available with the relevant entitlement and credits. It doesn't approve loans, change your sharing, or alter checklist scores, and it is not a lender, legal, valuation, title, or tax judgment.

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Assessments

Assessments is the tracker for the financing applications the firm has in flight — refinance and construction requests started in Developer Services. Rank 3+.

Built for a team: each row shows title, status, date, estimated value or cost, readiness score — and which member owns the assessment, labelled "You" or the team member's name. That's the difference from the individual workspace: when the CFO asks "where is the refinance package," anyone at Rank 3+ can answer, and the owner of record is on the row.

Open a record for the detailed jurisdiction-specific compliance checklist, the attached vault files, audit findings, and a Print/PDF option for the file copy. When a document is missing or needs replacing, the checklist shows which requirement to address.

One honest boundary: a readiness score summarizes document availability against the checklist. It is not lender approval, does not predict whether a loan will be granted, and is not a property valuation or pricing evidence — it doesn't tell you what a project is worth. If your lender asks for a professional valuation, browse the professionals around the build and confirm which providers the lender accepts.

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Developer Services

Developer Services is where the firm's financing preparation starts. Rank 3+. Two wizards: Equity refinance — assemble a request around project equity — and Construction loan — organize the facts and documents for a new build or renovation. Each gathers jurisdiction, project and financial information, shows the checklist for the jurisdiction selected, and saves the application; its checklist and uploaded files carry into the Document Readiness Room, where the team manages access and releases, and its tracking lives in Assessments.

If an active application has a critical blocker, an Action required alert surfaces here — so the thing standing between the firm and a complete package is the first thing a Manager sees, not something buried three tabs deep.

The boundary, stated plainly: use Developer Services to prepare and organize a financing request. estateTT does not lend money, does not guarantee approval, does not match you to a lender, and does not make underwriting decisions. The lender decides.

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Finance

Pre-construction isn't paid in one cheque at closing — it's paid in milestones, and Finance is the Project Ledger the firm runs on. Rank 2+ — Analysts, Managers, and Admins. This is where the company's recorded money lives, across all organization-owned units.

Each unit's milestone rows — "Deposit", "Foundation Complete", "Handover" — carry status: Pending, Awaiting verification, Paid, Overdue, Cancelled, Refunded. The money itself never touches estateTT — payments happen directly between the firm and the buyer. What the ledger gives you is a two-step record with separation of duties built in:

1. Any authorized member records an offline payment via Record Offline Payment — date, method, reference, evidence link. The row moves to Awaiting verification.
2. A Manager or Admin confirms receipt in the row's Audit Trail — the row moves to Paid.

That split is the reason the Analyst rank exists: the person recording that a buyer says they paid is not the person confirming the money arrived. Only Paid rows count as collected — Awaiting verification stays pending until a manager confirms it, and the Audit Trail shows who did each step and when.

Working the ledger is built for a long schedule: search by project, unit, buyer, milestone or reference; filter by project, milestone, payment method, currency and status. The summary tiles separate Total Collected from Pending Collection, each broken out by currency, alongside milestone and overdue counts. An Overdue row means the due date passed unpaid — and in pre-construction, a missed milestone usually means a deal in trouble, not just a late payment. Work the filtered view: open Overdue, read the count, assign the follow-ups. Export Ledger produces a CSV of the current filter — export monthly; reconciliation is far easier ongoing than reconstructed at year-end.

Boundary: milestones are tracked, not processed. estateTT never processes, holds, or releases funds — collection is between the firm and the buyer.

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Analytics

The numbers behind the operation. Rank 2+ and the analytics_access plan feature — check your subscription if the section doesn't appear. This is retrospective reporting: what happened, not a forecast or a valuation.

Pick a 6, 12 or 24-month window, optionally narrow to one project, and read it top to bottom: four summary cards, then Sales Velocity (revenue per currency, units sold), Project Performance, Pipeline Funnel, and Pricing Trends.

The four cards answer different questions, and the distinctions matter in a board deck:

• Recorded Revenue counts final prices actually entered — closed deals without a recorded final price are excluded.
• Pipeline Value here is lead-linked — a different figure from the Overview tile (unsold-inventory asking prices), so the two need not match.
• Conversion Rate compares closed interests to recorded interests.
• Avg. Time to Close measures from unit creation to its recorded close date.

The Pipeline Funnel shows how many interests sit at each stage — a distribution, not a diagnosis. It tells you where deals are; it does not tell you why buyers stopped or predict what will close. Pair it with follow-up dates and lost reasons in Sales Pipeline to investigate where attention is needed.

One honesty rule the numbers keep, and your reporting should too: multi-currency figures are kept separate rather than blended into a fake total.

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Documents

Documents holds the unit-linked transaction paper across the company's projects — the record attached to specific deals, not project marketing material. Upload types: Letter of Intent, Reservation, Sales Agreement, Deed of Sale, Receipt, Proof of Payment, Warranty, Snag List, KYC Document, Other. Each file attaches to a project and a unit.

Rank draws two lines here. Staff, Managers, and Admins can upload — deal paper is everyone's job to file — but deletes are Admin-only (Rank 4). Treat every upload as part of the permanent record, because it is: a title document that takes a week to produce delays every transaction it isn't in, and a deleted document can't be produced at all. Buyers' lenders and lawyers request these early — often before an offer — so a firm that keeps the register current shortens every deal it runs.

estateTT stores and tracks documents; it does not sign them. Uploading a signed agreement makes it retrievable — it does not create or execute the agreement.

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Messages

Messages is the firm's central communication hub — every buyer conversation in one searchable list, ordered by latest activity, each thread carrying its own unread count. The sidebar badge totals them; opening a thread marks it read; new messages arrive live while you're in the conversation.

Two ways to start a thread. New Engagement searches the directory and your contacts. From a pipeline lead card, Message buyer opens a thread pre-addressed to that buyer — the everyday path for a sales team. One thing to hold onto: the thread is a conversation, not the deal record. Keep stage, terms and next action on the pipeline card; use Record sales event when the stage changes.

Inside a thread, the tools are built for real deal work: search messages inside the thread (the answer to "what did we agree on finishes?"), attach a file under 10 MB so the contract and the conversation about it stay together, export a PDF transcript for the project file, and delete conversation — which is delete-for-me; the buyer keeps their copy, so export first if the record matters.

Two behaviors that surprise people if nobody warns them:

• Contact details are automatically redacted. A phone number or email address in a message is replaced by [REDACTED] — the recipient never sees it. Coordinate appointments in Calendar and keep the conversation on-platform; don't rely on a message carrying contact details to reach a buyer.
• Financing-readiness package threads carry an internal-note mode. Toggle it at the composer and anything written there is visible to your team only — never to the buyer. That's how the firm discusses a lender's response or a package's gaps inside the thread without the counterparty reading over your shoulder. Two honest limits: files can't be attached in note mode, and the mode exists only in package conversations — ordinary buyer threads are fully buyer-visible. If it isn't in a package thread, assume the buyer can read it.

Financing threads also display the package reference and an Open Document Room link straight into that package's workspace — the conversation and the paperwork stay one click apart.

For pre-construction, there's a discipline worth adopting on top of the tooling: keep promises and milestones on-platform. Construction timelines shift; when they do, a documented commitment survives better than a phone call. "We discussed it" is a negotiation — a message thread is a record.

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Settings

The firm's configuration. Rank 4 — Admins only. Three tabs:

• Organization Profile — company name, address, tax ID, contacts, logo, VAT status, and executive KYC documents. The firm's verification posture lives here, and it shows on your public profile: to a buyer weighing a pre-construction purchase, a verified developer is a meaningfully different bet than an unverified one.
• Document Readiness — the organization's readiness context, the firm-level complement to the per-application rooms in Readiness Packages.
• Subscription — plan, billing cycle, renewal date, included features, and seats. The seat count here is the number Team enforces.

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Workflow: Onboarding a Team Member

1. Check seats first — Team shows current vs. max seats; at the limit, invitations pause until a seat frees or the plan upgrades.
2. Team → Invite Member — email + rank (invite expires in 7 days; revocable while pending).
3. They accept and appear in the roster with the rank you assigned — an Admin can promote or demote later if the job changes.
4. Assign them deals in the pipeline — reassignment is normal and the deal history, messages, and notes travel with the card.

Workflow: Closing a Unit Sale

1. Interest arrives → New — from a published project page or an Invite buyer that the buyer accepted and picked a unit on.
2. Assign an owner — the deal history travels with the card through any later handoffs.
3. Work the stages — the salesperson records events as things happen; Staff and Analysts submit via Save / request approval and a Manager approves from the same card. Check the buyer's financing position before Contract signed.
4. Decide the offer in Offers — a Manager or Admin accepts, counters, or declines directly; there's no proposal queue. Acceptance moves the deal to Reservation pending but does not reserve the unit.
5. Reserved → Contract signed → Payments in progress → Won — record each sales event as it happens off-platform. Reserved commits the unit and drops competing interests; Won captures the final sale price and marks the unit Sold.
6. Milestones — payments are recorded in the Project Ledger as they arrive offline, and a Manager or Admin confirms receipt in the Audit Trail. Overdue flags are the cue to act.

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Troubleshooting

Why is a sold deal still in Sales Pipeline? Won is the final pipeline stage, so the lead remains there as the deal record. Check the project inventory to confirm the unit is marked Sold.

Payment not showing as Paid? Recording it sets the row to Awaiting verification. A Manager or Admin then opens that payment's Audit Trail and confirms receipt — that's the step that marks it Paid.

Staff member can't close a deal? Working as designed — commitment-stage events submit via Save / request approval below Rank 3. A Manager approves or rejects from the lead card. If the role should decide directly, an Admin changes ranks in Team.

Can't find the offer-approval queue? There isn't one — developer organizations decide offers directly at Rank 3+. The approval mechanism applies to pipeline sales events, not to unit offers.

Finance or Analytics missing from the sidebar? Rank 2+ sections — Analytics also needs the feature on your plan. Assessments, Developer Services, Readiness Packages, and Team need Rank 3+; Settings is Rank 4. An Admin changes roles in Team.

Invite button greyed out in Team? Check the seat count — invitations pause at the subscription's seat limit until a seat frees or the plan upgrades.

An offer says "Awaiting buyer" and has no actions? It's a counter the firm sent — the buyer's answer is pending. If they counter back, the offer returns to Pending and the decision actions reopen.

Accepted an offer but the unit isn't reserved? Working as designed — accepting moves the deal to Reservation pending. Record the Reserved sales event when the reservation paperwork is done; that's what commits the unit.

Sent a phone number or email and the buyer didn't get it? Contact details in messages are replaced by [REDACTED]. Coordinate through Calendar and keep the conversation on-platform.

Can't delete a unit — or a document? Units with buyer interests, payments, documents or messages can't be deleted — mark them Held instead. And document deletes are Admin-only; the register is the firm's deal record.

Invited a buyer but nothing appeared in the pipeline? An invitation isn't a lead yet — the interest is created when the buyer registers and selects a unit. Track, resend, or revoke it from the Invitations view.

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Need Help?

For support, use the contact page or email support@estatett.com.