Software product
MileMargin
MileMargin reconciles a delivery station's day — every route, every hour and what both cost — and closes it the same evening rather than at month end. It is one of two software products inside TheHubb, a workforce operations platform that also runs parts of an operation with its own teams.
The problem it exists for
Not a reporting problem. A timing problem — the number is correct and it arrives after the day it describes is over.
The day is assembled from systems that were never built to agree
Routes in one place, hours in another, pay rates in a third, and the van that never went out in nobody's. Each system is correct about its own part. The station day is the one thing none of them holds.
The number arrives after the day it describes is gone
By the time a variance surfaces in an invoice or a payroll run, the day that produced it is weeks old. You can explain it. There is nothing left to do about it.
Planned and actual diverge every single day
A route planned at 8.5 hours that ran 9.4 is not an exception; it is Tuesday. The divergence is where the cost actually lives, and it stays invisible until something adds it up.
The person who could act on it is the person doing the adding up
Assembling the week by hand takes the time of whoever understands the operation best, and it hands them a number they can no longer use.
What changes about a working day
One thing changes, and everything else on this page follows from it: the record of today exists tonight instead of next month.
The evening the day closes
Planned against actual, route by route, with the variance already computed and the day stamped with the time it closed.
The same night
It is a record rather than a report: one row per route, with hours, cost and exceptions on the same line. Nobody requests it and nobody assembles it, which is the whole difference between a record and a month-end exercise.
The next morning
Tomorrow's board is built against what actually happened yesterday rather than against what yesterday was supposed to be. The loop closes in a day instead of a month, and that is the entire operational value.
What is claimed here is a day closed the same evening, not a screen you watch while the day is running. The example below is a day that has already closed, and the claim is deliberately no larger than the evidence beside it.
One record per station day
The panel below is the product's actual surface — real structure, not a picture of one. It is illustrative: route codes and driver record IDs, never a person or a company, and the variances are arithmetic on the two columns beside them.
Example station day
Station CX · closed 18:42
Routes dispatched
118
Hours on clock
1,042.5
Overtime
38.2hrs
Cost per route
$312
| Route | Driver | Planned | Actual | Variance |
|---|---|---|---|---|
| CX-118 | DA-4417 | 8.5 | 9.4 | +0.9 |
| CX-119 | DA-4482 | 8.5 | 8.3 | -0.2 |
| CX-124 | DA-4501 | 9.0 | 9.0 | 0.0 |
| CX-131 | DA-4536 | 8.0 | 8.6 | +0.6 |
What it is assembled from
- Routes and deliveries, as the station is required to run them
- The hours the team was actually on the clock
- What those hours cost, at the rates you set
- The vehicles that went out, and the ones that did not
Which of those arrive over a connection and which arrive because somebody types them in depends entirely on what your station already runs. There is no connector list anywhere on this site, and the reasoning is set out where integrations are.
Why there is no logo wallWhat the software does not decide
Reconciliation is arithmetic. Everything worth arguing about happens after it, and none of it is automated here.
Whether a variance is a problem
Nine-tenths of an hour over on one route is a traffic day. The same figure on the same route every day is a plan that is wrong. The record shows both identically, and telling them apart is a judgement about your operation.
What tomorrow's board should be
The record says what happened. Who runs what tomorrow is a decision about people — who is close, who is already over hours, who you are trying to keep.
What counts as an exception worth waking someone for
A threshold is a setting. Knowing which of this morning's three problems is the one that costs you the day is not, and it never will be.
What the operation is committed to
Actuals are compared against a plan, and the plan comes from you. The software has no opinion about what you should have promised.
Where the managed teams fit
Software and services are sold separately, and MileMargin is complete on its own. This is only what changes if you take both.
Dispatch
A dispatch team runs your board from the same record you are reading. There is no handover document and no weekly summary between their view of the day and yours, because there is only one day.
Fleet
The vehicles column stops being somebody's memory. Inspections, damage and grounded vans are followed up by a team that answers for them rather than noticed when a route cannot go out.
Neither
Plenty of operations want the record and none of the people, and that is a complete purchase. The product does not degrade without the services, and nothing on this page depends on them.
What exists today, and what does not
MileMargin is live, and it is the only product on this site presented as available. The rest of this section is what it is not.
Not a hiring, scheduling or attendance system
That is StaffFlo, and StaffFlo is not released. Hours reach a station day because reconciliation needs them, which is not the same as managing a workforce.
No published connector list
What connects depends on what your station runs, and a logo wall would assert working connections nobody has documented.
No self-serve sign-up, no trial and no published price
Every engagement starts with a conversation. That is unlikely to change soon, and what a quote is built on is written out in full rather than left to a form.
MileMargin and StaffFlo
Two products on one platform, doing different jobs. Neither requires the other, and they are priced separately.
MileMargin is about the operation's day
Routes, hours, cost, and the record of what actually happened at a station between opening and closing. Its unit is a day.
StaffFlo is about a person over time
Hiring, scheduling, attendance and how somebody has worked across months rather than hours. Its unit is a person. It is not released.
Where they touch
Hours, and only hours. A shift is both a cost on a station day and a fact about a person's week. Today that record sits in MileMargin, because reconciling a day is what needs it — which is why hours are the one part of the workforce problem already covered by software rather than by people.
When only one is relevant
- If the problem is that the numbers arrive too late to act on, MileMargin is the whole answer and StaffFlo would add nothing to it today.
- If the problem is hiring, coverage or who is on the board tomorrow, no software here solves it yet. The managed teams do, and that is a conversation about services rather than about products.
- If the problem is knowing how somebody has worked over a year, nothing here solves it today — including the managed teams. That gap is named rather than left out.
There is no bundle and no discount for taking both. Neither product requires the other, and one of them cannot be bought at all.
The fastest way to know whether this fits is to describe your stations to us and let us tell you what today's record would look like.
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