Work runs smoothly. But every Saturday night, a week of data gets compiled all over again.
Nothing was recorded in an organized way while the work happened. Saturday crew payroll, supplier bills and billing the project owner always started by re-collecting numbers that already existed.
Estimates, schedule, field and money connected into one flow: attendance becomes weekly payroll, vendor payments attach to their work items, progress weights are calculated from the budget, and photos attach to numbered points on the floor plan.
Numbers are no longer rebuilt when someone asks, because they are collected as the work is reported. The impact in numbers has not been measured yet.
This contractor wasn’t in trouble in the usual sense. Crews showed up, work progressed, payment terms were paid.
Only one thing was missing: a place where all of it was recorded as it happened. How much, how far along, paid or not. Every answer had to be dug up first.
What’s expensive isn’t the question, it’s the distance between the question and the answer.
Crews were paid weekly, every Saturday. The hard part wasn’t the calculation, it was the inputs, gathered only that day: who came in which day, how many overtime hours, how much in cash advances, who was paid daily and who was on a piecework contract.
The data existed, in foremen’s notes, field papers and people’s memory. But it was scattered. So every Saturday ended late at night, and the next week it started over.
A supplier sends a bill: has this invoice been paid? The answer only existed after payment records were matched one by one.
In the other direction, billing the project owner required progress weights per work item, a report, and a map of the areas completed. All of it was assembled when the invoice was about to go out, not collected while the work happened.
So billing was delayed not because the work wasn’t done, but because the evidence hadn’t been assembled yet. What was held up wasn’t the work, it was the incoming cash.
There were too many project photos, not too few: hundreds piling up in phone galleries, with nobody knowing which angle or when they were taken.
The project owner asked for one thing: before and after, for one specific spot. Usually there weren’t two photos from a similar enough angle to compare.
There was one root cause. So instead of patching each complaint separately, we connected the parts that had always stood alone into a single flow.
Budgets per division and per work item, each with its own unit price analysis: materials, labor, equipment. Two prices are tracked until the project ends: the selling price to the project owner and the internal cost.
Each work item has a duration and dependencies. The S-curve builds itself: plan first, actuals follow.
Supervisors take attendance with time-stamped photos and assign crews to the day’s work. Completed volumes are reported from a phone and move the S-curve in the office immediately, with no retyping.
Every payment to vendors and crews attaches to its work item, so profit and loss doesn’t wait for the end of the project.
A portal shows progress and photos without exposing internal costs.
Payroll is still calculated, suppliers still send bills, project owners still get reports. What changed is when the numbers are collected: before, when they were needed; now, as soon as the work is reported. We deliberately don’t list time savings here. The impact hasn’t been measured, and we don’t publish numbers we haven’t measured.
Tell us how you work today. We'll show you which parts can be connected first.
