A construction firm can see which jobs make money, which are tight, and which run at a loss.

The starting point

Leadership could not see which jobs were winning, which were tight, and which were losing money. Time and card spend were not tied to the budget for the job.

What we did

1. 01

   A workflow the crew already knew

   We installed job costing on a method the team was already familiar with. Categorizing the data takes a few clicks.

2. 02

   Budgeted hours against actual hours

   Timecard data is extracted onto the job, so the hours that were planned and the hours that were spent can be read together.

3. 03

   Card spend on the same job

   Card spend is tied to that job data by where it was spent and when the work happened.

4. 04

   A system anyone can run

   The result is custom, easy to edit, and does not depend on one person. It gives clarity and alerts, and it is a base for growth and for performance systems.

What they have now

• Win, tight, or loss

  Leadership can see which areas of the business are winning, which have tight margins, and which may be running at a loss.

• Runnable by the team

  The system is fully functioning, easy to edit, and set up so anybody can run it.

One cost the system made visible is about $25,000 a year. That figure is one example and the operator’s read of the data. It is not a ten-year total, and it is not cash already banked.