Aura Business fits a business whose entire product is service: contracts across a hospital's mixed fleet, engineers whose time is the cost base, spares sourced job by job, and an evidence trail that answers a hospital review without a week of preparation.
A biomedical service company has no equipment sales to subsidise its engineers. It maintains other people's machines: a hospital's ventilators from one manufacturer, monitors from another, sterilisers from a third, usually on a contract that covers a listed fleet rather than a single serial number. Software for this business has to run contracts across brands it did not supply, dispatch engineers efficiently enough to make the contract profitable, and get spares without a principal's warehouse behind it.
The other requirement is evidence. A hospital paying for maintenance eventually asks what it bought: which preventive visits were done, how fast breakdowns were attended, what was replaced and which instruments were calibrated and when. Aura Business keeps the fleet as an asset register per hospital, the preventive schedule per asset, every job card with photos and signatures, and the response and resolution times against the agreed service levels.
Every structural advantage the original supplier has, the independent service firm has to create with organisation instead.
The contract was signed against a schedule of equipment that has since moved wards, been replaced or been scrapped.
Breakdowns are urgent and planned visits are not, so the PM programme slips until the hospital asks for the record.
You know what the contracts pay. You do not know how many engineer days each one consumed.
Parts come from several principals, agents and the open market, and each hunt happens in a chat window.
A quarterly review means someone spends two days assembling visit records from notebooks and messages.
Renewals are priced from the last figure, so a loss-making contract renews at a loss again.
The equipment covered by the contract is entered as assets per hospital, ward and brand, with model and serial where available.
The contract records what is covered, what is excluded, how many preventive visits are due and the response commitment.
Preventive schedules are raised per asset with their checklists, including calibration where the instrument needs it.
Hospital staff raise a ticket or ring the desk, the call is logged, and an engineer with the right skill is dispatched.
The mobile job card records the fault, the time on site, the part fitted and the user's signature, offline if the ward has no signal.
A part not in stock becomes a purchase requirement on a supplier, with an expected date visible on the open job.
PM compliance, response times, breaches and parts consumed are reported per contract for the hospital review.
Workflow: Scheduled visits are raised per asset and shown against the contract, so the outstanding count is visible in month nine rather than month twelve.
Result: A completed programme instead of a rushed December.
Workflow: Jobs carry the engineer, the site, the time on the job card and the parts issued, so days are attributable to contracts.
Result: You can see which hospital consumes your capacity.
Workflow: The contract report lists preventive visits completed, calls attended, response times against the agreement and parts replaced.
Result: A review prepared from the system, not from notebooks.
Workflow: Contract profitability sets the invoiced value against the engineer days and parts consumed over the year.
Result: Either a corrected price or a contract you decline.
Multi-brand contracts across a hospital's fleet.
A hospital's own team running the same workflows internally.
One equipment family, many hospitals.
Scheduled visits with checklists and certificates to file.
Equipment maintenance as part of a wider site contract.
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Yes. A contract covers a listed fleet of assets, and each asset carries its own brand, model, serial and location. Preventive schedules and checklists differ per asset, so one agreement can hold a mixed fleet without losing that detail.
Every job records the engineer, the site, the time captured on the job card and the parts issued. That gives you jobs and days per engineer, and days consumed per contract, which is the number a service business runs on.
Yes. The customer portal lets ward or biomedical staff raise a ticket and follow its status, which removes the phone tag and gives you a clean intake time for the response measurement.
Per contract: preventive visits due and completed, calls attended with response and resolution times, breaches against the agreed service levels, parts replaced and signed job cards with photographs.
Calibration is scheduled as a preventive visit with its own checklist, completed on the job card and stored against the asset, so the history per instrument can be produced when the hospital's quality team asks for it.
Only the parts you want. Plans are priced by module tier with unlimited users, so a service-only firm can run the field service, contracts, ticketing, spares and finance suites and leave the sales modules switched off.
Tell us how you work today. We will show you what the platform would look like for you, and give you a clear scope and timeline.
Founder-led · Chennai, India · Built and supported by the person who wrote it