The operating team.
Not the finance department.
Most tools in this category are bought by finance and used by finance. Kamino is used by five roles, and it can be, for one specific reason: once eight of nine data domains are stitched into one set of records, the data is too sensitive to hand around whole — so the product governs how deep each role can go, per data domain, rather than deciding who gets a login.
Why five roles instead of one
This is a chain, not a feature list. Each step is the reason the next one exists, and the last step is the one you can buy.
1
The fabric puts eight of nine domains in one place
Accounting, CRM, accounts payable, resourcing, HR, payroll, expenses and time all terminate at the same engine — eight of the 9 data domains, with AR & Collections coming soon. That is the whole reason Kamino can answer an operating question at all.
2
Which makes the data dangerous
Stitched together, that data now contains payroll, individual cost rates, project margins and write-offs. A ledger export is boring. This is not. You cannot hand it to everyone, and any honest version of this product has to say so.
3
So every role gets a drill-down ceiling
Not a checkbox per report. A maximum depth, per role, per data domain: no drill-down, summary only, line item, or source transaction. The ceiling is the mechanism, and it is the same one everywhere the figure appears.
4
Which is why the whole team can use it
A producer can open project economics without ever reaching a salary. A resourcing lead can see capacity without seeing margin. That is what makes this an operating tool rather than a finance tool that other people are occasionally shown.
The five roles
The product’s own roles · 108 KPIs across 9 KPI domains
Each role gets the questions it actually asks, the KPI domains behind those questions, and — the part that matters — what it cannot see.
Leadership / Executives
Running the company, answerable for the whole of it.
Questions they answer
- Is the business making money, and on what?
- Will it have cash, and when does that get tight?
- Which clients carry us, and how exposed does that leave us?
KPI domains behind them
- Profitability 16 KPIs
- Cash 12 KPIs
- Revenue 14 KPIs
Drill-down ceiling
| Data domain | Visible | Max depth |
|---|---|---|
| Financial | Yes | Source transaction |
| People | Yes | Source transaction |
| Operational | Yes | Source transaction |
What they cannot see
Nothing is withheld at this level in the shipped default — all three data domains open to source-transaction depth. It is still a ceiling, not an absence of one: it can be tightened, and every other role sits below it.
Sales / Client Service
Working the pipeline and the client relationship.
Questions they answer
- What is in play, and what is it actually worth weighted?
- What closes, and where does it stall?
- Which clients concentrate our risk?
KPI domains behind them
- Pipeline 11 KPIs
- Revenue 14 KPIs
Drill-down ceiling
| Data domain | Visible | Max depth |
|---|---|---|
| Financial | Set per company | Set per company |
| People | Set per company | Set per company |
| Operational | Yes | Summary only |
What they cannot see
In the shipped default, Client Service sees the Operational domain at summary only — pipeline and revenue without the delivery rows underneath. Tighten or loosen it per company; the Financial and People ceilings are set at setup rather than shipped as a published default.
Project teams / Producers
Delivering the work and holding the estimate.
Questions they answer
- Is this job on budget?
- Is the estimate holding?
- Where is scope creeping, and what has it cost so far?
KPI domains behind them
- Delivery 12 KPIs
- Utilisation 13 KPIs
Drill-down ceiling
| Data domain | Visible | Max depth |
|---|---|---|
| Financial | Yes | Line item |
| People | No | — |
| Operational | Yes | Line item |
What they cannot see
The People domain, at all. A producer drills into project economics to line-item depth and never reaches an individual cost rate — Employee cost rate and Burden rate are sourced from payroll, flagged Restricted, and invisible to this role.
Production / Resourcing
Booking people against work that is still moving.
Questions they answer
- Who is free, this week and next?
- Who is over-allocated?
- How far forward are we actually booked?
KPI domains behind them
- Capacity 9 KPIs
- Utilisation 13 KPIs
Drill-down ceiling
| Data domain | Visible | Max depth |
|---|---|---|
| Financial | Set per company | Set per company |
| People | Set per company | Set per company |
| Operational | Set per company | Set per company |
What they cannot see
Whatever the company decides. No published default ships for this role, and rather than invent one: new fields default to hidden for every role except Admin, so a resourcing view starts closed and is opened deliberately.
Finance
The ledger, the close, the audit trail.
Questions they answer
- Does this tie to the ledger?
- What is outstanding, and what is it ageing into?
- Can I show how this figure was derived, to an auditor?
KPI domains behind them
- Cash 12 KPIs
- Profitability 16 KPIs
- Compliance 12 KPIs
Drill-down ceiling
| Data domain | Visible | Max depth |
|---|---|---|
| Financial | Yes | Source transaction |
| People | Yes | Line item |
| Operational | Yes | Line item |
What they cannot see
Financial opens to source-transaction depth, as the close requires. People and Operational stop at line item — finance does not need the underlying operational transaction to sign off the ledger, so the default does not hand it over.
Pick a role and see what it opens
A real question in that role’s own words, the figure that answers it, and the records behind the figure — drilled exactly as far as that role’s ceiling allows. Project delivery cannot reach the People domain, so the internal labour row is masked and excluded from the total, which the derivation says out loud.
Pick your role
Leadership / Executives: Which clients are actually carrying us? $453,250 — Revenue year to date, by client.
One Step Ahead, a fictional agency · illustrative demo data
“Which clients are actually carrying us?”
Every domain, to source-transaction depth
$453,250
Revenue year to date, by client
- Scope
- One Step Ahead · five clients · 1 Jan – 8 Aug 2026
- Derivation
- Posted sales invoices grouped by client: $158,400 + $96,750 + $84,200 + $72,900 + $41,000 = $453,250. Income accounts only, credit notes netted, tax excluded, and nothing here is weighted or forecast.
Records behind the figure · illustrative demo data
- C-01$158,400Northbank Retail34.9% of revenue · two invoices, one of them a Q3 retainer
- C-02$96,750Halberd Industries21.3% of revenue · one invoice, one project
- C-03$84,200Marlow Group18.6% of revenue · one project, still in delivery
- C-04$72,900Citycrest Media16.1% of revenue · one project, closed
- C-05$41,000Vantage Motors9.0% of revenue · one projectExceptionTwo recharged expenses on this job are still unbilled, so this is understated.
| Client | What sits behind it | Revenue |
|---|---|---|
| C-01 | Northbank Retail34.9% of revenue · two invoices, one of them a Q3 retainer | $158,400 |
| C-02 | Halberd Industries21.3% of revenue · one invoice, one project | $96,750 |
| C-03 | Marlow Group18.6% of revenue · one project, still in delivery | $84,200 |
| C-04 | Citycrest Media16.1% of revenue · one project, closed | $72,900 |
| C-05 | Vantage Motors9.0% of revenue · one projectExceptionTwo recharged expenses on this job are still unbilled, so this is understated. | $41,000 |
Five clients. The top two are 56.2% of the year — the shares round to 99.9%, which is rounding and not a missing client.
Demo extract · corrected to QuickBooks Online, 8 Aug 2026, 07:15
Reports this role runs
- Revenue by client
- Client profitability
- New vs recurring revenue
Running the company, answerable for the whole of it. See what this role cannot see.
And on accounting alone, three of those roles get nothing
Pipeline, Utilisation and Capacity are 33 KPIs that are 0 available on accounting data alone. They need CRM, time tracking and resourcing connected. The persona claim on this page is only true once those domains are in — which is the same argument the coverage block on the integrations page makes, in the same direction.
Available on accounting data alone · 3 domains
- Utilisation0 of 13 — needs Time tracking connected
- Pipeline0 of 11 — needs CRM connected
- Capacity0 of 9 — needs Resourcing connected
Connect those three and 33 of the 108 KPIs in the catalogue open — with them, the roles that live on them.
Four depths, three data domains, one rule
Governance here is not a list of screens a role may open. It is a maximum depth a role may reach, set per data domain. That is a smaller idea and a much stronger one, because it survives contact with a new report, a new field and a new source.
Depth 1 of 4
No drill-down
The domain is not visible at all.
Depth 2 of 4
Summary only
Totals and rates. No underlying rows.
Depth 3 of 4
Line item
The rows that make the total.
Depth 4 of 4
Source transaction
All the way to the invoice, the bill, the timesheet entry.
Financial
Ledger, invoices, margins, write-offs.
People
Payroll, individual cost rates, burden, compensation.
Operational
Projects, hours, capacity, delivery.
Project teams / Producers
Shipped default| Producer | Visible | Max depth |
|---|---|---|
| Financial | yes | Line item |
| People | no | — |
| Operational | yes | Line item |
A producer drills into project economics and never sees the People domain — so Employee cost rate and Burden rate, both sourced from payroll and flagged Restricted, are invisible to them. Not blurred, not zeroed: absent.
The domain ceiling caps the field
A field belonging to two domains takes the strictest ceiling among them. Cost of delivery is Financial and Operational at once, and it obeys one rule rather than two copies of a rule — so changing it anywhere changes it everywhere.
New fields default to hidden
For every role except Admin. Connecting a new source cannot silently expose salary data; someone has to open it deliberately. The safe direction is the default one.
A hidden field is masked everywhere
Grids, exports, and AI answers. This is the one nobody else has to solve: the moment an assistant sits over stitched data, it becomes a way out for that data. Ask “what does the team cost” and a model without permission-awareness answers it. Kamino’s does not — the ceiling is applied before the answer is composed, not written into a prompt as an instruction.
We need this. They don’t.
That is not a boast about our engineering. It is a consequence of what we stitch. We are the only one putting payroll, HR, CRM and time in one place for a ten-person company, so we are the only one who has to solve who may see how far down.
Report packs
They hold the general ledger and nothing else, so there is nothing to compartmentalise. The pack is either shared or it isn't.
FP&A platforms
Finance-team tools. Everyone in the room is already finance, so the problem never arises — and never gets solved.
Generic BI
Row-level security exists, and you build it yourself. That is a modelling project with a data engineer attached, for a ten-person company.
Bring the whole operating team in
A producer, a resourcing lead and a client-service lead each arrive at a view already scoped to what they should see, without anyone building that scoping first. That is the point of the ceiling: it is the thing that lets you say yes.