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For builders & head contractors

You built the pipeline. Now build the business behind it.

When a contractor grows quickly, the commercial systems are usually the last thing to catch up. We put the controls, processes and reporting in place so more turnover means more capacity, not more risk.

Typically $10m to $150m turnover

Book an intro call See engagement options
Sound familiar?

The problems are not unusual. Leaving them is the expensive part.

These show up in almost every contractor that has grown faster than it restructured. They are fixable, and the fix is rarely as disruptive as people expect.

  • Turnover grew, the commercial function did not

    You are running two or three times the work you were a few years ago with broadly the same commercial resourcing. The people are good; there are just not enough hours.

  • Every project is set up differently

    Cost codes, budgets, subcontract packages and reporting all depend on who set the job up. Comparing two projects means translating between two systems.

  • You find out about problems late

    The monthly report tells you what happened, not what is about to. By the time a cost overrun is visible in the numbers, the decision that caused it is months old.

  • Key-person risk is uncomfortable

    One or two people hold how the business really works. Onboarding a new PM or CA takes months because there is nothing written down to hand them.

  • Margin disappears between tender and final account

    The job was priced well, then variations went unclaimed, subcontract scopes overlapped and nobody saw the drift until it was locked in.

  • Cost reporting is a spreadsheet somebody rebuilds each month

    Numbers are late, inconsistent between projects, and impossible to roll up. The board asks a simple question and it takes a week to answer.

What we do

Commercial, systems and Procore under one roof

These overlap by design. Process without a system does not get followed; a system without process just digitises the mess.

  • Project controls & commercial procedures

    A defined way projects get set up, budgeted, procured, reported and closed out. Documented, templated and actually usable by the people doing the work.

  • Procore implementation & optimisation

    Configure Procore around your procedures rather than the other way around, then get the wider business genuinely using it. New rollouts and rescues of stalled ones.

  • Outsourced commercial & CA support

    Experienced contract administration on tap, covering cost reports, forecasts, procurement, subcontract administration, variations and claims, without another permanent head.

  • Project commercial reviews

    An independent look at a project that is not behaving. Where the margin actually went, what is recoverable, and what to do about it in the next fortnight.

  • Reporting & business controls

    One reporting pack that works from project level up to the board, with numbers that reconcile and a cadence the team can actually sustain.

  • Capability & handover

    Training, documented procedures and templates so the way of working survives the people who introduced it, and onboarding a new PM takes weeks, not quarters.

Engagement options

Three ways to work together

Most builders start with a review. It is the cheapest way to find out whether the problem is what you think it is.

  • Commercial & Systems Health Check

    Find out what is actually broken.

    Fixed price 2 to 3 weeks

    A structured review of your commercial processes, financial controls, Procore usage, reporting, forecasting and variations, delivered as an improvement plan and a 90-day action plan.

    Includes

    • Interviews across PM, commercial and finance
    • Review of live project setup and reporting
    • Financial controls and delegations assessment
    • Procore configuration and usage assessment
    • Improvement plan, prioritised by payback
    • 90-day action plan with owners and effort
    • Findings presentation to leadership
    Enquire See what it covers
  • Most common

    Systems implementation

    Build it, roll it out, make it stick.

    Fixed scope 3 to 6 months

    The roadmap delivered. Procedures written, templates built, Procore configured, teams trained, and the new way of working embedded on live projects.

    Includes

    • Documented commercial procedures
    • Project setup and template library
    • Procore configuration and workflows
    • Reporting pack from project to board
    • Role-based training and rollout support
    • Post-rollout review and adjustment
    Enquire

  • Ongoing commercial support

    Capacity without a permanent hire.

    Monthly retainer Rolling

    A set number of days per month of hands-on contract administration and commercial management, scaled to your live workload.

    Includes

    • Monthly cost reporting and forecasting
    • Procurement and subcontract administration
    • Variations, claims and head contract admin
    • Commercial oversight across live projects
    • Escalation support when a job turns
    Enquire

Pricing depends on turnover, project count and how much of the work sits with us versus your team. Indicative numbers are given on the first call. You will not be chased for a proposal you did not ask for.

What good looks like

The end state we are aiming at

Not a folder of procedures nobody opens. A business where the commercial position of every project is known, current, and visible to the people who need it.

  • Every project set up the same way, on day one
  • Cost reports that reconcile and arrive on time
  • Forecasts leadership can actually make decisions on
  • Procurement that follows a documented process
  • Variations and claims raised inside the contractual window
  • A commercial function that does not depend on one person
  • New starters productive in weeks rather than months
  • A reporting line from site to board that holds together
How it works

What the first three months look like

  1. No cost

    Intro call

    Thirty minutes on turnover, project count, team structure and what is hurting most right now.

  2. Week 1 to 3

    Review

    Interviews, a look at live projects and your current systems, and a written assessment of where control is being lost.

  3. Week 3

    Roadmap

    A prioritised plan with sequencing, effort, cost and owners. You can take it and run it yourself if you prefer.

  4. Month 1+

    Implement & embed

    We build and roll it out alongside your team, then stay close enough through adoption that it does not quietly revert.

Questions

Before you get in touch

The systems work tends to pay for itself somewhere around the point where you have more projects running than you can personally keep in your head. Below that, the owner is still the system and it mostly works. Above it, the cost of not having a documented way of running a job compounds quietly every month.

Usually alongside them, not instead of them. A good commercial manager buried in month-end has no time to design the system they know the business needs. We build it with them, which also means they own it afterwards rather than resenting it.

The review needs a few hours each from perhaps five or six people. Implementation is heavier but front-loaded onto us: we write the procedures and build the templates, your team reviews and challenges them. The one thing we cannot do for you is the leadership backing that makes people actually adopt it.

Then start with a project commercial review rather than a systems engagement. Stabilise the job that is bleeding, recover what is recoverable, then look at why it happened. Fixing the system while a project is on fire helps nobody.

Either. Some clients want a roadmap and run it internally. Most want us to build the thing: write the procedures, configure the system, train the team. The ongoing retainer exists for businesses that also want the commercial workload carried for a while.

Change gets staged around the project calendar. New projects are set up the new way from day one; live projects adopt only the parts that help without unpicking what is already working. Nobody is asked to re-baseline a job mid-flight for the sake of tidiness.

No. Reviews and implementations are fixed scope with a defined end. The retainer is rolling, with a month’s notice either way. If the value is not obvious you should be able to stop.

Next step

Find out what is actually costing you

A short call, then a fixed-price review if it makes sense. You will get a straight answer about whether there is enough here to be worth fixing.

Book an intro call Systems & Procore

Within one business day No obligation, no sales pitch