Recommended lives on the plan family, not a version: it is a stance about
the product line ("which plan we point a visitor towards"), not a
capability that changes with a price, and freezing it per version would
make the mark silently vanish every time a new version publishes.
Setting a plan recommended clears whichever other plan carried the mark,
inside one transaction locking the whole table — two operators
recommending two different plans at once must not both win. The public
price sheet already had the highlighted-card treatment for this (it was
driven by a hardcoded "team" constant); it now reads the family instead.
Three console pages were fiction. The front page claimed 42 customers, 39
instances, four hosts named pve-fsn-1..3 and €7,842 a month, over a twelve-month
growth curve; the instance list held seven invented machines; the revenue page
reported churn and a trend for a business with no recorded history. All of it
was hard-coded. It read like a running company and measured nothing.
They now read the database. Two figures are gone rather than approximated —
the revenue trend, which needs a monthly history nobody records, and churn,
which needs a base the data cannot supply. ARR stays, labelled as the
projection it is. The green "all systems normal" badge is computed from the
notice list instead of asserted, and the notices themselves come from failed
runs, hosts reporting errors or gone quiet, and monitoring that is down.
Host load is the one number that had to agree with something else: placement
counts the VM disk allocation, ignores a failed instance that never got a VM,
and subtracts the host's reserve. A dashboard doing its own arithmetic would
show a host as comfortable while orders were already being refused on it, so it
uses the host's own accounting — with the filter moved into a scope both share,
and the sum preloaded so listing hosts stays one query.
The instance list drops the Nextcloud version column: that version is not
recorded anywhere, and a column filled with a plausible number is worse than no
column. Statuses the lifecycle writes but nobody had translated no longer
render as "admin.status.failed".
The price sheet also gains the included traffic, which the catalogue has always
carried and the page simply never printed.
Co-Authored-By: Claude Opus 5 <noreply@anthropic.com>
The marketing page was a generic centred hero in the system font stack: it
neither used the design system the console is built on nor looked like the
product it sells. Rebuilt around what CluPilot actually promises — security you
can produce evidence for — so the page reads as a controlled technical
document: a specification plate instead of a hero image, numbered sections, an
audit register with rhythm and proof per measure, and a price sheet rather than
floating cards. IBM Plex Serif joins Sans and Mono as the display voice, self
hosted as static files so the public page renders even without the Vite build.
The prices were written into the page by hand, and the page and the catalogue
had already drifted apart on three of four plans: the site advertised 249 € for
a plan the checkout charges 399 € for. The sheet now reads the catalogue, like
every other caller — including the currency, which is configurable and was also
hard-coded here.
The catalogue fails loudly on purpose; a public website must not. A broken or
overlapping catalogue is caught in the controller alone: the page still
renders, the sheet is replaced by "on request", and nobody is quoted a number
the checkout would not honour.
The sign-in and registration panels shared a copy-pasted orange gradient. They
now share one component and the same ink plate as the site, so the two halves
of the product no longer look like two companies.
Co-Authored-By: Claude Opus 5 <noreply@anthropic.com>
nexxo
Claude