As the team grows, the process has to grow too.
What works at ten people breaks at fifty: approvals knot up on one person, policy stays verbal, month end stretches. Policy and the approval chain were built to scale with the team.
- Sarah BennettTeam leadwaitingapproved
- Daniel OkaforDepartmentwaitingaway
- Elena RuizFinancewaitingapproved
Three things that break as you grow.
Approvals knot up on one person
If everything goes through one approver, month end stops when they take leave. The chain skips whoever is away and escalates when nobody answers.
Policy stays verbal
“Ask before anything over this much” never reaches the new hire. A written rule applies to everyone the moment it is saved.
Month end stretches
More records means more to check by hand. What needs checking arrives flagged — not everything else with it.
The three parts that scale.
Policy engine
Limits, categories and cost centres apply themselves to every expense.
Go to the product pageApproval workflow
Multi-step chains; whoever is away is skipped and time-outs escalate.
Go to the product pageVisibility by team
A manager sees their own team, finance sees all of them. Permissions carry into reports.
Go to the product pageWrite the rule, and the team moves faster.
Without a rule, every expense turns into a conversation and approvals pile up. With one, spend inside the limit flows through without occupying anyone, and only the spend that truly needs a look reaches you.
You start in three steps.
- 01
Invite the team
Email invites, roles and cost centres. No cards to reissue, no bank account to open.
- 02
Connect your statement
Card and bank statements come in; on the invoice side you connect the source you already use.
- 03
Write the rule
Limits and the approval chain are defined once. Everything after that runs itself.
About growing companies
If you cannot find an answer here, write to us — we reply the same day.
Get in touchChains are built from amount, category, cost centre and who spent, and multi-step structures are supported. You decide the number of steps; in practice two to four gives the fastest result.
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