General contractors do not lose work because they cannot build. They lose it because what the business knows — the relationships, the history, the reason the last owner came back — is scattered across people, spreadsheets and inboxes. We put it in one place, so the next pursuit starts from everything you have already learned.
We work with mechanical, electrical and plumbing contractors, masonry and specialty trades, general contractors and construction managers, and building products manufacturers.
Where this usually lands in our work: field service, reporting and analytics and ERP integration.
Contractors are rarely short of work. They are short of one trustworthy answer to the questions that decide the quarter: which pursuits are actually live, what this job is really costing us, and what we agreed to in the field last Tuesday.
When those answers sit in one place, the whole business moves differently. Estimators stop chasing status. Leadership stops commissioning reports. And the relationships that produce repeat work stop depending on one person’s memory.
We do not start with software. We start with how you win work — and we make every stage of it easier than it was.
Beyond phase one
Ask a project manager what they rebuild in a spreadsheet every Monday morning. It is usually something on this list.
A project you heard about at a jobsite lunch is not an Opportunity yet, so it lives in somebody’s notebook until it is — and the origin story dies there. A lightweight Potential Opportunity record, creatable from the Outlook sidebar in about twenty seconds and closeable when the job evaporates, makes “where does our work actually come from” answerable years earlier.
A go/no-go questionnaire only works if somebody reads it and then remembers to convene the review. Score the answers instead: a yes on any of the first six questions classifies the pursuit as out-of-the-box, flags that the review is required and notifies the group. The unusual jobs identify themselves.
A sub bidding the same job to five GCs either creates five opportunities and wrecks the win-rate math, or creates one and loses which GC said what. Make the project the Opportunity and each quote a child Bid. Then add a separate lost reason for when your GC did not win, so estimators are not scored on outcomes they never controlled.
Issue the warranty document automatically when payment lands rather than when somebody gets round to it. One roofing client put it plainly in their requirements: the warranty is the carrot that gets the invoice paid. Days sales outstanding moves, and nobody had to make a phone call.
We read every notification in one client’s org before touching it. The bid bond alert was working perfectly and reaching nobody — its recipient list was empty. A second alert was quietly copying a former implementation partner. Nobody asks for this audit, and it is usually the cheapest thing we do.
Procore, Sage, Viewpoint and HeavyJob are not going anywhere, and they should not. Here is where we connect to each one, and what changes when we do.
We will walk back through how it got qualified, who touched it and what the record says about it now. The answer is usually visible inside half an hour, and sometimes it is not the one anybody expected.
