One network. A command centre for every responsibility.
For the companies making decisions, the people doing the work and the services connecting it all.
Platform governance, infrastructure and security.
The foundation beneath participant command centres.
Each participant gets the tools and context relevant to their responsibilities. Connected work, with clear boundaries around who can do what.
An organisation-wide view of freight, finance, people and evidence. Each company works within its own commercial authority and registered capabilities.
Connect the request, order, accepted delivery and payment context.
Manage company capabilities, team access and approval responsibilities.
Review corporate wallets and the evidence behind consequential actions.
The modules available depend on the organisation’s profile and the signed-in user’s permissions.
A command centre is a view into the work. The agreement, acting capacity and evidence connect the views—without making their authority interchangeable.
The agreement establishes the commercial purpose, parties and responsibilities.
Shared context follows permissions. It does not expose every participant’s data to every other participant.
Robustness comes from the boundaries as much as the connections. Identity, access, approvals and evidence work together across the command centres.
The person, organisation or service behind an action is identified. Its acting capacity remains part of the context.
A company engagement, personal participation and a service assignment are distinct sources of authority.
The workspace follows the active role, organisation and assignment. Participation in the network does not grant universal access.
Moving between organisations or assignments changes the context being acted in; authority does not silently carry across.
Consequential decisions follow their applicable approval policy. Creating an action and approving it can be separate responsibilities.
Approval rules depend on the action and the organisation’s policy. A universal signing threshold is not assumed.
Agreements, acting capacity and supporting evidence stay connected, so authorised reviewers can understand what happened and why.
A telemetry observation, delivery document or specialist review is retained with its source and purpose; each supports a particular decision.
The network has different command centres for different responsibilities. Companies oversee their commercial operations; individuals work in personal or delegated capacities; connected services operate within an assigned remit. The internal platform command centre supports the foundation beneath them.
PT0 is the internal platform tier: infrastructure, security, key custody and platform governance. It supports the network’s operation and is separate from the participant command centres. It is not a commercial workspace or a public board-member offering.
A PT1 company holds organisation-level authority. A PT2 person performs company work through an explicit engagement and role. Personal participation alone does not grant the authority to create freight commitments or approve company payments.
PT3 surfaces bring connected field-system context and specialist ecosystem work into view, including technical services, data stewardship, carbon evidence and assurance. The information and actions available depend on the service’s assigned scope.
Authorised participants can contribute to a shared commercial context while retaining separate responsibilities. Sharing a record does not mean every participant can see all data or perform every action.
Follow the freight workflow with illustrative data.
Explore how roles, decisions and evidence fit together.