Construction System your construction operation.
For contractors billing in stages, running several projects at once, often with their own shop behind them
In 30 calendar days, without asking the crews to fill in anything:
The money does not leak at the price. It leaks between the pieces.
- Stages the client accepted weeks ago that nobody has billed yet
- Retention past its release date, with nobody assigned to chase it
- Extra work done on site, never priced, never claimed
- Material that lands after the week it was needed, so the crew stands around
- A schedule that was accurate on the day it was printed and never again
- No answer to whether a bid was too low, because there is no real cost per project to compare
Buying software has never been the missing piece
Screens get built, everyone is optimistic, and two months later nobody opens them. Not because your people are difficult, but because those screens asked for information that only exists if somebody stops working to type it in. This program starts from documents you already have, and asks the site for exactly two things a week.
Move an install bar three weeks and the billing pin moves with it, in front of you.
That is the whole idea. Everything else on this page exists to keep that one thing true.
BUILD 30, five steps on real dates
B · Baseline signed, days 1 to 3
Three months of acceptance files, opened and counted: stages accepted but not yet billed, plus retention past its release date. One number, signed by both sides before the first meeting. It is the base for both the acceptance conditions and the guarantee.
U · Understanding in the open, day 4
We agree together what day 30 has to reach, and announce it to the room with the owner present. Agreed before the counting starts, because a line that can move later is not a line.
I · Install the timeline, weeks 1 to 2
Layer one is the work: 12 to 18 bars for one project. Layer two is the money: billing stages and retention as pins on the same line. Layer three is the materials: purchase order dates and the week the shop has to build, attached to the bars that need them.
L · Loop every week, weeks 2 to 4
Two questions a week, asked in the chat people already use. Site answers which zone finished, in zone names rather than percentages. The shop answers what shipped. Thirty minutes every Tuesday, three fixed agenda items, four weeks in the calendar.
D · Day 30, checked with evidence
One calendar day. We check the guarantee line against copies of invoices that actually went out, and hand the timeline to the two people who have been keeping it since week two.
What we guarantee, and what we do not
One line, agreed in writing on day 4, checked on day 30 with documents you can pull yourself.
By day 30, invoices actually issued add up to at least half of the signed baseline. Checked with copies of the invoices, not with a report we wrote.
If the line is not reached, we keep working until it is, at no extra cost. No time limit. That is not us walking away, and it is not a refund.
We guarantee invoices going out, not money landing in your account. Payment depends on the main contractor’s terms, which neither of us controls.
Outside the guarantee, and written into the proposal rather than left to be discovered: cost per project, stock and warehouse, full shop scheduling, the second project onward, and automatic links to your existing accounting. Also outside it: whether overdue retention actually comes back. We hand over the list, not the money.
Questions contractors ask
What does it cost?
There is one fixed price and it is in the proposal, but it will not go on a web page. A price with nothing beside it gets compared to a cheap monthly app, and it loses that comparison every time. On the call we first count what is sitting accepted but unbilled, then the price goes next to that number.
What we do now works well enough. Why change it?
It got you here, so that is fair. These 30 days do not change how anyone works, and there is nothing new for anyone to fill in. We take what is already spread across files and read it together once a week. If reading it turns out to be useless, everyone carries on exactly as before.
Our older staff will not use software, and the site crews will not fill anything in.
Agreed, which is why we do not start at the site. In the first round nobody has to fill in anything at all. When the site does come in, one person per team enters for the whole team, and every field they touch has an icon or a photo in front of it rather than plain text.
We are flat out right now. Can this wait until things calm down?
That is why it is 30 minutes a week and not two hours, and why we ask for no time at all from your crews or your shop. On a bad week, 15 minutes by phone is fine. Day 30 does not move though, because it is tied to a stage that is going to be billed anyway.
We already pay for software. Is that not enough?
Different bucket. Before anyone buys anything, we call your current vendor and ask whether the project module you already pay for can hold a timeline with billing stages, and what switching it on costs. Asking costs nothing, and if the answer is yes, the buying conversation ends there.
What happens if you disappear afterwards?
That is the reason the program is built this way, not an exception to it. Two names are an acceptance condition, not a nice-to-have: one who holds the plan, one who is on site. Without them we do not start, and we do not build the next piece until someone on your side can run the last one.
How detailed is the plan?
12 to 18 bars for one project. Two rules keep it there: no bar may be longer than the update cycle, and one bar is one person doing one kind of work. Most construction plans die because they are too detailed to keep current, so cutting detail is not laziness. It is what keeps the plan alive past month two.
Why is there no progress percentage?
Because a percentage is a guess nobody can check, and it is the reason plans look green right up until the day they break. Work is finished or it is not, or it is counted in real units: seven zones out of twelve. This is the one thing in the system we will not add on request.
What is not included in the 30 days?
Cost per project and per unit produced, which needs a full production cycle first. Stock and warehouse, which needs one clean closing count. Full shop scheduling, where 30 days gets you a single ceiling line. The second project onward. And automatic links to your accounting, since the first 30 days reads delivery dates off purchase orders by hand.
Do you need access to our accounting system?
No. The first 30 days runs on contracts, purchase orders and acceptance paperwork, all of which you already have. Connecting systems is a later conversation, and it sits outside the 30 days on purpose so it cannot quietly eat the schedule.
Which project should we use?
One that bills its next stage inside 30 days. A live billing date keeps the work honest, and it means the guarantee gets measured on something real rather than on a plan for later.
What do you need from us?
Three things, and without them we do not take the job. Thirty minutes of the owner’s time on four Tuesdays, in the calendar. Two names freed up, one holding the plan and one on site. And the owner in the room on the day the criteria are announced. Sitting there is enough, speaking is optional.
Start by counting what is already yours.
Before anything gets bought or installed, there is a number sitting in your acceptance files: stages accepted but never billed, and retention past its release date. Forty-five minutes and you leave with it.
Schedule a callYou keep the number whether or not we work together.