Cauldwell Wingate, a construction company with a century-long track record of innovation, was facing challenges in its collaborative efforts due to the use of disparate systems. The company's Vice President of People & Culture, Lisa Villasmil, with nearly a decade of experience in developing construction teams, was well aware of the difficulties of ensuring everyone had the right information. The back-and-forth communication to ensure this often stifled collaborative efforts and led to a perception of the People Operations department, also known as Human Resources, as more of a nuisance than an asset designed to support and build their team.

Fortune-Johnson, a premier contractor for building multi-family projects in Southeast U.S., was facing challenges in managing, recruiting, hiring, and staffing of projects. The company was using Microsoft Excel for workforce planning, but found it to be unappealing and labor-intensive. In an attempt to improve their process, they switched to Microsoft Visio, which proved useful in scheduling, resource planning, and determining hiring needs. However, the tool lacked smart features and required constant monitoring and checking. If something was missed, there were no warning flags, placing a significant burden on the Director of Employee Relations, Joe Jenkyn, to ensure nothing was overlooked.

Schimenti Construction Company, a rapidly growing construction firm with over 225 team members and offices in New York, California, and Connecticut, was facing challenges in managing its workforce across multiple locations. The company was using Microsoft Excel for workforce planning, which proved to be time-consuming and inefficient. The lack of a live document and the need for constant updates made it difficult to manage resources effectively, especially for remote workers. The company also struggled with sharing resources across offices, which required numerous phone calls and emails. Daniel Barry, the VP of Operations at Schimenti, highlighted the difficulty in forecasting workforce needs using Excel, which often resulted in double-booking or overworking of staff.

Sellen Construction, a leading builder in the Pacific Northwest, faced significant challenges in coordinating a large team across multiple projects at various stages of completion. Jamie Miller, Director of Engineering Development, was responsible for developing staff across these projects, including a team of 50 engineers looking to advance their careers with Sellen. The fast-paced world of commercial construction made timely decision-making a daunting task. The legacy data management software that Sellen was using did not provide adequate insight to make informed decisions. The lack of visibility into staffing changes throughout the construction office was a major hurdle in their workforce planning.

Spartan Contracting Co., a full-service general contractor based in Tampa, FL, was seeking ways to enhance its efficiency in planning and effectiveness in people management. The company wanted to better understand how project opportunities and bids would impact their team. The challenge was to integrate Bridgit Bench, a workforce management tool, with their CRM tool, Salesforce. The company was using Bridgit Bench to allocate their workforce and balance work across multiple offices. However, the information stored in Bridgit Bench and Salesforce was siloed, leading to double, triple, or even quadruple data input. The company had to build the job in Salesforce and then again in Bridgit Bench, which was a time-consuming and inefficient process.

Wohlsen Construction Company, a renowned construction firm with a history spanning over 130 years, was facing challenges in workforce planning. The Vice President of Innovation at Wohlsen, Ed McCauley, who has been overseeing the successful implementation of technology in the company for over a decade, was finding it difficult to create and implement an in-house solution for workforce planning. The existing tools, which included a homegrown solution and spreadsheets, were not user-friendly and resulted in unreliable data for the company's operational leaders. This was a significant issue as it hindered the company's ability to effectively utilize team members, forecast pipeline needs, and ensure profitable growth.