From Whiteboard to Workshop Clarity: How Angelo Petkovic Cabinets Gained Control of a Growing Production Floor

The Business

Angelo Petkovic Cabinets is a family-owned cabinet making workshop now in its second generation, led by General Manager Jason Petkovic. With a 50-year history focused almost entirely on residential work, the business supplies builders with custom cabinetry across kitchens, laundries, vanities, studies, wardrobes, living areas, and more — effectively a full house fit-out from a single workshop.

With 20 people across admin, drafting, CNC machining, assembly, installation, and polishing, and AutoCAD-based software producing render-quality drawings that feed directly into CNC cutting, the business operates at a level of complexity well beyond a typical cabinet shop.

The Challenge

Growth is a good problem to have — but only if your operations can keep pace. For Angelo Petkovic Cabinets, increasing turnover meant managing an ever-growing number of concurrent jobs, each moving through multiple stages at different speeds, sometimes paused for weeks waiting on client approvals, materials, or site readiness.

"I've gone from remembering five jobs to remembering 20 jobs. It just became too much." — Jason Petkovic, General Manager

Jason's scheduling journey went through two stages before finding the right solution. A whiteboard worked when the team was small. As volumes grew, he moved to a spreadsheet. But even that quickly hit its limits.

"It was jumping from A1 to AZ1 or something like that. It became just too much to capture everything."

The core problem wasn't just tracking job status — it was the multi-path nature of each job. Once a cabinet is assembled and signed off in the workshop, it splits into two streams: carcasses going to site for installation, and doors and panels going to the polisher for lacquering or veneering before a second site visit. Keeping track of where every component was across every concurrent job, on a spreadsheet, was simply unworkable.

Why infoBoard

When Jason began looking at scheduling software, one product stood out immediately.

"The biggest selling point for me was that infoBoard gives you a visual picture of where your jobs are."

Where a spreadsheet offered scattered dates across rows and columns, infoBoard provided a single-screen snapshot of every job's status — visually, at a glance. For a general manager juggling 20 concurrent projects across six or seven workflow stages, that clarity was transformative.

The transition was eased by the groundwork Jason had already done. Moving from whiteboard to spreadsheet had forced him to think systematically about stages, statuses, and processes. The infoBoard team took that existing structure and built it into the platform, reducing the implementation learning curve significantly.

The Results

Forward Planning

One of the most significant shifts has been moving from reactive to proactive management. Jason now plans three to four weeks ahead with confidence — and is actively working toward a four-to-six month horizon.

"infoBoard has given me an opportunity to look ahead — not just what needs to be done next week, but what's going to be done in one, two, three, even six months in advance."

This forward view has also changed how Jason manages financial targets. He can now look at the jobs in the pipeline, calculate their value, and plot them against monthly revenue goals — something that was impossible with a spreadsheet.

Team Autonomy

Perhaps the most operationally significant outcome is that Jason no longer needs to be the central hub of information for his team.

"Previously, people had to come up to me and say, 'what am I doing next?' Now the infoBoard has already predetermined on screen what everyone is doing. They don't need to come to me — they just look at the board."

This has freed Jason from the day-to-day management of job sequencing, allowing him to focus on higher-value activities — planning, process improvement, and working on the business rather than in it.

Cross-Department Visibility

infoBoard has created a shared source of truth across every department:

• Admin knows when a job needs to be ready for drafting
• Drafters know their job priority without asking management
• Machinists can prepare materials in advance
• Installers are aware of upcoming site schedules

The flow of information — and work — has become self-regulating.

What's Next

Jason's next phase is delegating more of the status update responsibility directly to his team. Rather than walking around asking each person where they are at with each job, he's working toward a model where employees update infoBoard directly — draft approved, job on hold, price variation requested — so the board reflects live reality without his involvement.

"I'm gaining time, effectively. It falls back on the drafter, the machinist, the assembler to tell me where they're at, rather than me going around and asking them."

The ambition is clear: a business that runs on shared information, where every team member knows what's ahead of them, and where the general manager can focus on strategic growth rather than daily coordination.

Jason's Recommendation

For smaller cabinet shops, informal systems may be adequate. But Jason is clear about the tipping point:

"Once you start getting past five, six, seven people, you start to deal with a lot of jobs and a lot of processes within each job. From that point onwards, infoBoard is very good in giving you that visual picture — because the alternative is spreadsheets, and once they get too big, they just get unusable."

From whiteboard, to spreadsheet, to infoBoard. For Angelo Petkovic Cabinets, each step was the right one at the right time — and infoBoard is where they intend to stay.