DEV Community: Bela Inkster

Mining services admin in WA: what actually helps a small crew's week

Bela Inkster — Tue, 01 Sep 2026 01:46:23 +0000

Mining services admin in WA: what actually helps a small crew's week

AI Workshift builds AI workers for Perth businesses. The model is a virtual AI department with named staff, so a mining services outfit hires a role rather than a piece of software. According to the Australian Bureau of Statistics, mining recorded 18 per cent business use of AI in 2024-25, the fourth-highest of any industry and well above the 12 per cent all-business average, and small businesses in Western Australia contribute $25.5 billion a year through mining, the largest single small business contribution in the state.

Those two numbers sit oddly next to each other. Mining reads like an early adopter industry. It also runs, in this state, on a lot of very small businesses.

The $25.5 billion comes from the SBDC's work with the WA Treasury Corporation, published in August. WA small businesses generate a record $87.2 billion a year all up. Mining is almost 30 per cent of that, the biggest single slice.

So when I say mining services I do not mean the producers. I mean the businesses around the pit. Mobile fitters. Boilermakers. Labour hire. Drilling support. Parts and consumables suppliers. Haulage contractors. Shutdown maintenance crews who mobilise for a fortnight and come home.

A producer has a systems team and a software budget. A twelve-person maintenance business has a laptop, a ute and one person holding the paperwork together between shifts. Usually the owner. Sometimes the owner's partner, at night.

I want to talk about what AI actually does in a business like that. The specific jobs, not the theory.

Where does the week actually go?

Ask an owner in mining services where the week went and you get a list before you finish the question.

Rosters first. Who is on swing, who is back Thursday, who just rang in needing a swap. Then timesheets. They arrive late, in three formats, from people on a different roster to yours.

Then purchase orders. The principal contractor's system wants a PO number before anything gets paid, and the PO often lands after the work has already started. So somebody chases it. That somebody is you.

Then supplier invoices coming the other way. Then site inductions and tickets, with expiry dates that all fall due in different months. Then mobilisation paperwork for the next scope. Then compliance records that have to be findable the day someone asks.

None of that bills. It is the cost of being a business that gets let onto site.

Xero surveyed 500 Australian small business owners earlier this year. Financial management alone came out at around 21 hours a month. That is a vendor survey, so read it with the appropriate squint, but the number is not far off what I see. Twenty-one hours is roughly two and a half working days a month, gone, before you count a single roster or induction.

The same survey found owners lose more than four hours of productive work a week to stress. Not hours spent on admin. Hours lost because the admin was sitting there unfinished.

What does AI actually take off the plate?

The admin loop, mostly. Not the judgement.

At AI Workshift the work sits with named AI staff, because these are genuinely different jobs. Pretending one assistant handles all of them is how you end up with something that handles none of them well. There is more on why the roles are split on the team page.

Alex works the front desk. A site supervisor rings early about a failed conveyor drive. Alex answers, takes the job details and books the slot. Your crew is already on the road. You hear about it at the next stop instead of decoding a voicemail.

Sarah runs account management. In practice that means quote follow-up and purchase order follow-up. A quote you sent and never chased is unpaid work you have already done. A PO sitting unissued in someone's inbox is a job you cannot invoice yet. Sarah keeps both moving without you tracking which one has gone stale.

Marcus does research and analysis. Weekly numbers, mainly. Utilisation by crew. Cost per job. Which client is quietly costing you money to serve. This is the work every owner means to do on a Sunday and never does.

Linda handles books and compliance. She chases overdue invoices, reconciles in Xero and keeps records audit ready. Every invoice sitting past terms is your money funding someone else's cash flow. A steady reminder cycle is easier to run when it is not personally you sending the email.

Those four get asked for most often. They are not a fixed menu. If the job you need doing is a fifth thing, that can be built too. Ticket and induction expiry tracking is the kind of recurring job that suits a purpose-built agent.

Is this just ChatGPT with a name?

I get asked this constantly and it is a fair question.

ChatGPT is a blank box. It will write you a PO chase email, once, if you open it and describe the client and the job and paste in the details. It is a tool. It waits for you.

An AI worker does not wait. It holds your job list, your client terms, your invoice ledger and your ticket expiry dates. It runs on Tuesday whether or not you thought about it on Tuesday. That is the difference that matters. Not intelligence. Whether the work happens while you are on site with no reception.

The other half of the answer is scope. A general chatbot does not know that a principal contractor's PO number is the difference between getting paid in 30 days and getting paid never. That gets built in on purpose. It runs on a private setup built for your business.

So no. Same underlying technology, arranged completely differently.

What would you automate first?

The thing with a number attached to it.

For most mining services businesses that is the purchase order. A job that starts without one is a job you invoice late or argue about later. The cost is real and you can point at it. Sarah chasing the PO on day one is worth more than anything clever further down the track.

Second is invoice follow-up. You have already done the work and the money is yours. It is late because a reminder never got sent, not because anyone decided not to pay.

Third is the phone, if calls from site are going to voicemail. Fourth is the weekly numbers.

What I would not touch first is anything with safety or technical judgement in it. Isolation procedures. Fitness for work calls. What goes in a defect report after an inspection. That stays with the licensed humans, permanently. AI takes the paperwork off you so more of the week goes to the part only your people can do.

How much does this cost?

There is no price on this page, and that is deliberate rather than coy.

A three-person fitting business with a phone problem and a labour hire outfit running crews across two sites are not the same build. One number for both would mean one of them is overpaying.

What I will say is how the sizing works. It is scoped against the hours going out the door. Twenty-one hours a month on financial management carries a real cost, and whatever gets built should be obviously smaller than that. If it is not, do not buy it. That thinking is on the pricing page too.

The way to find out is a short conversation about what the week looks like and where it falls over. If the answer is that things are running fine, I will say so.

So is it worth doing?

Come back to the two numbers at the top.

Mining sat at 18 per cent AI use in 2024-25, fourth-highest of any industry in the country. Australian small and micro businesses sat at around 11 per cent, against 35 per cent of large businesses. The all-business average was 12 per cent, up from 1 per cent three years earlier.

Both of those figures describe mining in WA. The 18 per cent is the industry number, and the producers are a lot of what sits inside it. The 11 per cent is every small and micro business in the country, mining services included, still doing the work by hand.

I am not going to tell you that gap is a threat. Nobody lost a shutdown contract this year over an owner doing the timesheets on a Sunday. But those hours are being spent either way. The only thing you get to choose is what spends them, and whether that time is billed or absorbed.

If you run a mining services business in WA and the paperwork is winning, that is a fixable problem. You can see where this fits across other trades on the industries page.

AI for Perth electrical contractors: what actually helps a sparky's week

Bela Inkster — Tue, 25 Aug 2026 05:58:09 +0000

AI for Perth electrical contractors: what actually helps a sparky's week

AI Workshift builds AI workers for Perth businesses. The model is a virtual AI department with named staff, so a contractor hires a role rather than a piece of software. According to the ABS Business Characteristics Survey published on 25 June 2026, 12% of Australian businesses reported using AI in 2024-25, up from 1% in 2021-22, with uptake among small and micro businesses sitting at around 11% against 35% of large businesses.

That gap is the whole story for trades. The big players are running at roughly three times the adoption rate of the small ones. And electrical contracting is about as small-business as it gets in this state. Two vans, a couple of apprentices, one person doing the quoting, the invoicing, the compliance folder and the phone.

I want to talk about what AI actually does in a business like that. Not the theory. The specific jobs.

Where does the time really go?

Ask a sparky where the week goes and you get the honest answer: on the tools, then everything else after 6pm.

Xero surveyed 500 Australian small business owners in March and April 2026. Financial management alone takes around 21 hours a month. That is a vendor survey, so read it with the appropriate squint, but the number matches what I see. Twenty-one hours a month is close to five hours a week. Call it two and a half working days a month, gone, on invoicing and reconciling and chasing.

The same survey found small business owners lose more than four hours of productive work a week to stress. Over a working year that is around 200 hours. Not hours you spent doing admin. Hours you lost because the admin was sitting there.

Now add the parts specific to electrical work. Test and tag records. Certificates of compliance. Job safety analyses for anything on a commercial site. None of it is optional and none of it bills. It is the tax you pay for being licensed.

Then there is the phone. A sparky is up a ladder, or in a ceiling space, or under a house in Bayswater with a torch in their teeth. The phone rings. Sometimes it is a customer wanting a quote. Sometimes it is a builder wanting a start date. Either way the call goes to voicemail, and by the time you climb down and ring back, the caller has already rung the next name on the list.

What does AI actually do for an electrical business?

It answers the phone, follows up the quote, and chases the money. That is the honest short version.

At AI Workshift the work is split across named AI staff, because the jobs are genuinely different jobs and pretending one assistant does all of them is how you end up with something that does none of them well.

Alex answers calls. Alex takes the job details, works out whether it is a quote or a callout, and books it into the diary. The call gets answered on the first ring whether you are in a ceiling or on the freeway, and you get the details in a form you can read at smoko instead of a voicemail you have to decode.

Sarah follows up quotes. This is the one contractors underrate. You spend forty minutes measuring up a switchboard upgrade, you send the quote that night, and then nothing. Not because the customer said no. Because the customer got busy. A quote that goes out and never gets followed up is unpaid work, every time. Sarah does the follow up that you meant to do on Thursday.

Linda chases invoices and flags compliance. Every invoice sitting past its terms is your money funding somebody else's cash flow. Linda keeps the polite reminder cycle running so you never have to decide whether today is the day you ring a good client about an overdue bill. She also flags the compliance items that come due, so a test and tag date is a reminder instead of a discovery.

There is more detail on how this works for the trade over on the electricians page, including where each role fits into a normal contracting week.

Is this just ChatGPT with a name?

Fair question, and I get asked it a lot. Here is the difference.

ChatGPT is a blank box. It will happily write you a quote follow-up email, once, if you open it, describe the customer, describe the job, describe your tone, and paste in the details. That is a tool. It waits for you.

An AI worker does not wait for you. It has your job list, your quote history, your invoice terms and your compliance dates. It runs whether or not you remember it exists. That is the actual gap: not intelligence, but whether the thing does the work when you are up a ladder and have forgotten it entirely.

The other half of the answer is scope. A general chatbot does not know that a certificate of compliance is a legal document with a lodgement obligation attached, or that a builder's PM chasing a start date needs a different reply from a homeowner with a tripping RCD. That gets built in, on purpose, for the business it belongs to.

So no. Same underlying technology, completely different arrangement of it. The way a generator and a switchboard both involve electricity.

What would you actually automate first?

Start with the phone.

Not because it is the most sophisticated, but because it is the one with a measurable cost. A missed call from a new customer is a job that goes to whoever picked up instead. You will never see the invoice for that one, which is exactly why it does not feel urgent.

Second, quote follow up. You have already done the expensive part, the site visit and the pricing. Following up costs you nothing except the memory to do it. That is the highest return automation in a contracting business and it is not close.

Third, invoice chasing. Steady, unemotional, and it stops being awkward once it is no longer you sending the email.

Compliance reminders come fourth. Important, but they are a scheduling problem more than a workload problem, and they will keep for a month while the first three settle in.

What I would not automate first is anything that touches the technical judgement. Load calculations, fault diagnosis, what actually goes in a defect report. That is your licence on the line and it stays with the licensed person. AI takes the admin off you so you can spend more of the week doing the part only you can legally do.

How much does this cost?

There is no price on this page, and that is deliberate rather than coy.

A sole trader with a phone problem and a two-van outfit with three apprentices, a builder client and a compliance folder are not the same build. Quoting a single number for both would mean one of them is overpaying.

What I will say is how the sizing works. It is scoped against the hours going out the door. Twenty-one hours a month on financial management is a real number with a real cost attached, and whatever we build should be obviously smaller than that. If it is not, do not buy it.

The way to find out is a fifteen minute chat where I ask what the week looks like and where it falls over. If the answer is that things are running fine, I will tell you that too. Details are on the pricing page.

So is it worth doing?

Twelve per cent of Australian businesses used AI last year. Around 11% of small and micro businesses did. That means roughly nine in ten small businesses are still doing all of it by hand, after hours, on a laptop at the kitchen table.

That is not a warning. Nobody lost a contract in 2026 because they answered their own phone.

But the four hours a week that Xero's respondents lose to stress do not come back on their own, and neither do the two and a half days a month that go to financial admin. Those hours are already being spent. The only question is what is spending them.

If you run an electrical business in Perth and the paperwork is winning, that is a solvable problem. It usually starts with the phone.

Why I built AI Workshift instead of becoming another AI consultant in Perth

Bela Inkster — Sun, 23 Aug 2026 06:16:01 +0000

Why I built AI Workshift instead of becoming another AI consultant in Perth

AI Workshift builds virtual AI departments for small businesses in Perth, Western Australia. Each client gets named AI staff that run recurring work every week on infrastructure the client owns, sharing memory and handing jobs between each other. AI Workshift exists as an alternative to AI consulting, because advice on its own was never going to change a Tuesday morning.

I'm Bela. I run AI Workshift out of Perth. When I started this, the easy version of the job was sitting right there: print a card that says AI consultant, charge by the day, hand over a strategy document, move on to the next business.

I did not do that. This is why.

Why is Perth suddenly full of AI consultants?

Because the demand turned up before the people who can build anything did.

Every owner in this city has been told they are behind on AI. Some of that is noise. Some of it is fair. The ABS Business Characteristics Survey for 2024-25, published in June 2026, found 12% of Australian businesses reported using AI, up from 1% in 2021-22. Split it by size and it gets more honest. Around 11% of small and micro businesses with under 20 employees used AI, against roughly 35% of large businesses. The big end of town is three times further down the road.

So there is a real gap, owners can feel it, and a gap everyone can feel attracts people selling maps.

As of mid 2026 there are roughly 16 other AI providers operating in Perth. I have looked at nearly all of them. They sell tools, one off builds, or human consulting hours. That is not a scandal, and most of them are decent at what they do. It is just the easiest thing to sell. Advice has no infrastructure behind it, no support load, and no Monday morning where it has to actually work.

What do you actually get handed at the end of a consulting job?

A document. Usually a good one.

An audit of your systems. A list of opportunities ranked by effort and impact. A roadmap with phases. Maybe a workshop where the team gets genuinely excited for an afternoon.

Then the engagement ends. The document goes into Drive. Monday arrives and you are still writing quotes in the ute at 7pm, and the only person who knew how to build the thing is now at their next client.

I am not bagging out consultants. The advice is often correct. The model is what I have a problem with. Advice hands a plan to the one person who already has no time to execute it. Small business owners do not have a strategy shortage. They have a bodies shortage.

Deloitte Access Economics research commissioned by Amazon, published November 2025, makes the point better than I can, and it is vendor research so weigh it accordingly. Two thirds of Australian SMBs report using AI. Only 5% are what Deloitte calls fully enabled. Two thirds are having a fiddle. One in twenty has it running the work. Nothing in a slide deck closes that distance.

So what did I build instead?

Staff.

Not a chatbot. Not a dashboard. Named AI workers that do the recurring jobs of a small business every week, on a schedule, plugged into the systems the business already runs on. Email, calendar, CRM, Xero, the enquiry form on the website.

They share memory, so the one answering an enquiry knows what the one chasing the quote already said last Thursday. They hand work between each other, so an enquiry becomes a booking, becomes a job, becomes an invoice, becomes a polite chase if it goes unpaid. One chain, nobody drops the baton.

And I stay on to run them. That is the bit that makes it a department instead of a project. Businesses change. Prices change. You add a service, you drop a supplier, you start doing weekends. Somebody has to keep the staff current, and that somebody is me, here, not a ticket queue in another timezone.

Why a team rather than one clever bot is a longer argument, and I have written it out on why a team.

Who are Alex, Sarah, Marcus and Linda?

They are the four roles people ask for most, so they are where most builds start.

Alex runs front desk and booking. Answers enquiries, books jobs and appointments, sends confirmations and reminder SMS, and watches email and website enquiries around the clock.

Sarah is the account manager. She follows up every quote and every lead, keeps the CRM current, and flags the high value ones so you can make that call yourself.

Marcus does research and analysis. Weekly reports, KPIs, utilisation, where the bottleneck actually sat this month.

Linda handles books and compliance. Chases overdue invoices, reconciles in Xero, keeps the records audit ready.

Those four are a starting point, not a menu limit. I can build any agent for any role a business needs. A parts sourcing agent, a tender watcher, a roster planner, a warranty claims agent, something nobody has asked me for yet. The current line up is on the team page.

Isn't this just consulting with extra steps?

No, and the test takes one question. What is different about Tuesday morning?

After a consulting engagement, Tuesday morning is exactly the same as last Tuesday, plus a document you have not read since the handover meeting.

After a build like mine, Tuesday morning already happened while you were asleep. The enquiries that landed at 9pm are answered and booked. Last week's quotes got followed up. The 40 day invoice got a nudge. Monday's numbers are sitting in your inbox with the bottleneck circled.

There is thinking involved in what I do, obviously. You cannot build staff for a business you do not understand, so the first fortnight is a lot of questions about how you quote, who your good customers are, what you charge, what you keep forgetting to do. But the questions are the input. They are not the product. Nobody pays me for the questions.

And if you genuinely have spare capacity and no plan, hire a consultant. That is the right buy. Most owners I meet have the opposite problem.

What does it cost, and how fast does something go live?

Flat monthly tiers, published openly on the pricing page. No per seat games, no credits that run out halfway through a busy month.

"That sounds expensive" usually arrives before anyone has seen the number. Then people compare it to a part time admin hire and go quiet. Better comparison: what the current setup already costs you. Xero surveyed 500 Australian small business owners in early 2026 and found owners lose more than four hours of productive work a week to stress. Financial management alone eats around 21 hours a month. That is most of a working week gone, every month, to admin nobody enjoys doing.

First AI worker is typically live within two weeks. Not a pilot. Not a proof of concept. Working, on your systems, doing real jobs with real customers.

It all runs on infrastructure dedicated to your business, a private setup built for you rather than a shared product everyone else is also sitting inside. It is yours.

Built and supported in Perth, by me. If something goes wrong you get a person who knows your setup.

How do I know if I need staff instead of advice?

Three questions, and be honest with the answers.

Is there work you know should happen every week that reliably does not? Are you the bottleneck on things that need your time but not your brain? Would another set of hands change your month more than another customer would?

Two yeses and you have a capacity problem. A strategy document cannot fix a capacity problem. It can only describe one in more detail.

Have a look at the industries I work with and see if yours is there. If it is not, message me anyway. Most of the builds I am proudest of started with someone asking for a role that did not exist yet.

You do not need to be told what to do. You need the work to get done.

What a Virtual AI Department Actually Does for a Small Business

Bela Inkster — Sat, 15 Aug 2026 02:45:47 +0000

AI Workshift builds virtual AI departments for small businesses in Perth, Western Australia. Each client gets named AI staff that run recurring work every week on infrastructure the client owns, sharing memory and handing jobs between each other. The four most requested roles are Alex on front desk and booking, Sarah on account management, Marcus on research and analysis, and Linda on books and compliance, and any other agent can be built to fit a specific business.

I'm Bela. I run AI Workshift out of Perth. Most weeks I have the same conversation with an owner who is doing five jobs at once, and none of them well, because there is only one of them.

The gap is not skill. It is bodies.

So what does a virtual AI department actually do all day?

It does the work that gets pushed to Friday and then to never.

The enquiry that lands at 7pm and gets answered at 10am the next day, when the customer has already booked someone else. The quote you sent three weeks ago that you have not chased. The invoice that is 40 days overdue because chasing money is horrible and you keep putting it off. The report you would love to see every Monday but have never once built.

That is the job. Not big strategy. The unglamorous recurring stuff that quietly decides whether your month is good.

A virtual AI department picks that work up and runs it on a schedule. Every day, every week, without being reminded. And because the staff share memory, the one answering the enquiry knows what the one chasing the quote already said. It is a team, not four disconnected tools.

The numbers back up why this matters. Xero surveyed 500 Australian small business owners in early 2026 and found owners lose more than four hours of productive work a week to stress alone. Financial management by itself eats around 21 hours a month. That is most of a working week, gone, every month, to admin nobody enjoys.

Isn't this just ChatGPT with a name on it?

Fair question. I get it a lot. No.

ChatGPT waits for you. You open it, you type, you copy the answer out, you paste it somewhere useful. It is a very good tool that does nothing until you show up. If you are busy, it sits there.

Your AI staff do not wait. They are connected to your inbox, your calendar, your CRM, your Xero. They run on a schedule whether you open a laptop or not. They remember your pricing, your job types, your suburbs, the customer who always pays late, the one who always books a follow up.

And they hand work to each other. An enquiry comes in, gets booked, becomes a job, becomes an invoice, becomes a chase if it goes unpaid. One chain, no gaps, no one dropping the baton.

Chat is a conversation. A department is an operating system for the boring half of your business.

Who are Alex, Sarah, Marcus and Linda, and can I have someone else?

These four are the most requested roles, not the entire roster. They are where most businesses start because they solve the loudest problems first.

Alex runs front desk and booking. Answers enquiries, books jobs and appointments, sends confirmations and reminder SMS, and watches email and website enquiries around the clock.

Sarah is the account manager. She follows up every quote and every lead, keeps the CRM current, and flags high value leads so you can make the personal call yourself. The follow up you meant to do is the follow up she actually does.

Marcus handles research and analysis. Weekly reports, KPIs, wrench time against travel time, utilisation, where the bottleneck is this month. The stuff you have always wanted to know and never had time to work out.

Linda looks after books and compliance. Chases overdue invoices, reconciles in Xero, keeps records audit ready. The compliance work that used to become a Sunday night problem.

Now the important bit. I can build any agent for any role. If your business needs a parts sourcing agent, a warranty claims agent, a tender watcher, a roster planner, something nobody else has asked for yet, that gets built for you. The four are a starting point, not a menu limit. You can see how the current team is structured on the team page, and why a team beats a single bot on why a team.

Why not just hire a person, or a consultant?

Two different answers, because they are two different problems.

A person is brilliant and expensive and finite. Salary, super, leave, training, the six weeks before they are useful, the risk they leave in nine months and take the knowledge with them. And they work eight hours, five days. A good hire is worth it when the job needs judgement, relationships, hands, a face. Keep hiring those people.

A consultant gives you a document. Usually a good one. Then they leave, and the document sits in Drive, and nothing about Tuesday morning changes.

I do not sell you advice or a person. I build the staff, connect them to your systems, and stay on to run them. The work happens whether or not you think about it. That is the whole difference.

There is also a reason this feels new. The ABS Business Characteristics Survey for 2024-25, published in June 2026, found 12% of Australian businesses reported using AI, up from 1% in 2021-22. But split it by size and the story changes. Around 11% of small and micro businesses with under 20 employees used AI, against roughly 35% of large businesses. The big end of town is three times further along.

And using it is not the same as it working. Deloitte Access Economics research commissioned by Amazon, published November 2025, found only 5% of Australian SMBs are what they call fully enabled with AI. Plenty of people are dabbling. Almost nobody has it actually running the work.

That gap is the opportunity, and it will not stay open forever.

What does it cost, and how long until something is live?

Flat monthly tiers, published openly on the pricing page. No per seat games, no credits that run out mid month, no surprise invoice because you had a busy week.

"That sounds expensive" is usually what people say before they see the number. Then they compare it to a part time admin hire and go quiet. Compare it to what you are already losing instead. The 21 hours a month on financial admin. The quotes nobody chased. The after hours enquiries that went to a competitor because you were on a job.

First AI worker is typically live within two weeks. Not a pilot, not a proof of concept. Working, on your systems, doing real jobs.

The staff run on infrastructure dedicated to your business, a private setup built for you rather than a shared subscription everyone else is also sitting on. You are not renting a seat in someone else's product. It is yours.

Built and supported here in Perth, by me. If something breaks you get a person who knows your setup, not a ticket number.

How do I know if I actually need one?

Ask yourself three things.

Is there work you know should happen every week that does not? Are you the bottleneck on things that do not need your brain, only your time? Would an extra set of hands change your month more than an extra customer would?

If you said yes to two of those, you have a capacity problem, not a strategy problem. That is exactly what this fixes.

Have a look at the industries I work with and see if yours is on there. If it is not, message me anyway. Most of the interesting builds started as somebody asking for a role that did not exist yet.

You do not need a bigger team. You need the work to happen.