Harness every facet of your construction operations.

The change order that fell through the cracks.

Your PM gets a call from a sub. Emails the owner’s rep. Waits for approval. Emails back. The change order lives in a thread, maybe a shared folder, possibly a text chain nobody can find two weeks later.

The work happens. The billing department never sees it.

With average GC net margins of 5-7%, even 1-2% in unrecovered change order costs can eat up a third of project profit. Clearstory’s analysis of change order data shows the average subcontractor takes nearly 30 days to price a T&M tag into a change order request. That’s a month of cost exposure that the GC cannot see. And according to the same data, 55% of GC fee erosion from change order risk comes from time-and-materials work, which is the hardest to track and the easiest to overlook.

These aren’t disputed invoices. They’re invoices that never existed.

The job that went over budget, and nobody knew until closeout.

Job costing happens at the end of the month. Timesheets are stored in one system, payroll in another, and accounting in a third. Your project manager senses something is wrong halfway through but can’t identify it. The work-in-progress report arrives weeks later. By then, the concrete has been poured, and the decisions that could have protected the margin are six weeks behind.

Too many contractors don’t realize which projects are profitable until closeout. Not because they don’t care, but because the data they need is stored in three systems that were never built to communicate with each other.

The project that was supposed to carry the quarter becomes a write-off discussion at closeout. This happens constantly.

The estimate that repeats last year’s mistakes.

Your estimator needs to submit a bid for a new project. It would be helpful to review actuals from the last three similar jobs to identify estimation errors. However, that data resides in the accounting system in a different format and requires requesting a report, which takes about two days.

The estimator relies on published cost databases and intuition. These pricing blind spots persist across projects. The process follows bid, build, measure, improve. However, it often fails at ‘measure’ because the actual costs are hidden in a system inaccessible to the estimating team.

The status meeting assembled by phone.

Each project manager (PM) monitors progress differently. One relies on a spreadsheet, another uses PM software, and a third keeps track mentally. Meanwhile, your VP of operations spends the morning before the weekly meeting calling PMs to gather numbers that should already be consolidated in one system.

Superintendents estimate percent completion by inspecting the job site. Two people assessing the same scope often give different numbers. No one is lying; they just have different information.

According to an Autodesk and Deloitte study, construction managers spend about 11.5 hours each week just researching and analyzing data. FMI research also found that 95% of all data captured in the construction industry goes unused. You’re paying people to know things, then paying others to call them and write it down again.