CoConstruct

Architectural Craftsmen, a remodeling company based in Kansas City, Missouri, was facing operational inefficiencies due to the lack of integration in their business processes. The company, led by Joe and Mary Thompson, had been using Excel and Word for their proposals, which did not allow for a seamless flow of information. This disjointed approach was causing difficulties in tracking project progress, especially when dealing with change orders and client preferences. The company was also holding weekly team meetings, which were becoming redundant as they were merely used for progress updates. The Thompsons were looking for a solution that could streamline their operations and prepare the company for a future sale or handoff.

Crownover Company, a custom home building company in Arkansas, was facing a significant challenge in managing communication with its clients. The company, led by Lyle Crownover, was dealing with a growing number of jumbled client text threads, making it difficult to keep track of project details and updates. With 12 clients and over 100 text threads, the situation was becoming chaotic and even causing technical issues with Lyle's iPhone. The company was also dealing with the added complexity of building homes for out-of-state clients, who relied solely on Lyle for updates. This communication challenge was not only causing operational inefficiencies but also straining client relationships.

Terri Lasater, a serial entrepreneur, runs Domain Construction Services, a 15-year-old remodeling company based in Austin, Texas. The company, which completes 15-25 projects a year, ranging from bathrooms to full-gut remodels, is entirely powered by referrals. However, in March 2020, the emergence of the coronavirus pandemic forced several of Terri’s business ventures to slow down or temporarily close. With newfound free time, Terri focused on her remodeling business where she saw an opportunity for growth. However, she realized that she needed a software program that could grow with her business. She also realized that there were questions she didn’t know she needed to ask that were directly affecting her business’s bottom line. For instance, she wasn’t charging enough, and her profit margins were looking like her actuals instead of including her markup.

Beacon Homes, a custom home building company based in Alberta, Canada, was facing challenges with its change order process. The company, which builds five to seven custom homes a year and handles several renovation projects, was struggling with tracking and communicating decisions made on the jobsite. The owner, Courtenay Whitehouse, found that costs incurred during a build were not properly accounted for, leading to significant financial losses. Small charges that were not tracked would accumulate, resulting in a substantial impact on the project’s bottom line. Courtenay was seeking a solution that would allow him to capture costs in real-time and not have to rely on his memory for tracking expenses.

Brush Arbor, a custom home builder based in Northern Virginia, was tasked with the restoration of Frederick Douglass’s first home in Washington D.C. The company, known for its high-quality work and excellent customer service, faced a unique challenge in preserving the historical integrity of the property while bringing it up to modern standards. The property, which had changed ownership several times and expanded to include several nearby properties, needed to be restored to its former glory. The challenges included dealing with the physical and engineering properties of the old home, replicating the scrolling exterior embellishments on the third-floor windows, and dealing with the interior renovation as the historic property did not come with modern framing. The company also had to ensure that the building was brought up to code while maintaining its history.

Castile Kitchen & Bath, a remodeling firm based in Eugene, Oregon, was facing challenges with their contract processes. The company, which specializes in high-end kitchen and bathroom remodels, was using a manual system for their contracts that was prone to errors and inefficiencies. The process began with an Excel spreadsheet, dubbed the 'budget calculator', which contained three primary columns for materials, trade partners, and labor. This spreadsheet was used to calculate anticipated and actual costs for various line items. Once the calculations were complete, the information was manually transferred to a document, which included contract verbiage, project cost, pay schedule, and other attachments. This document, along with packets of pictures and drawings of the job, was then stapled together and initialed by the client. This manual process was not only time-consuming but also left room for errors, such as misplaced commas or copy and paste mistakes.

Metke Remodeling & Luxury Homes, a residential remodeler based in Lake Oswego, Oregon, has been in the business for over 30 years. However, they faced challenges in keeping up with the changing expectations of the construction industry. One of the major issues was the inability to provide clients with up-to-date scheduling information. The company used to provide schedules created in Microsoft Excel, but these schedules were often outdated almost as soon as they were printed due to material delays, change orders, or other unforeseen issues. This led to client dissatisfaction as they struggled to understand why they were not informed about the latest schedule. Another challenge was the lack of centralized systems and processes, leading to disorganized and frustrating searches for documents across the organization.

Moderno Homes, a third-generation family-owned home building company based in Lakeville, MN, was facing challenges in managing its growing operations. The company was transitioning from traditional methods of operation, such as using green books and spreadsheets, to more modern and efficient methods. The rapid growth of the company was outpacing their ability to manage operations effectively, particularly in terms of scheduling and communication. The company, operating as project managers, had to constantly sync with subcontractors, trade partners, designers, and clients to keep projects moving. The existing scheduling system was inefficient, leading to a lack of transparency and accountability. The company's coordinator, Jake, was overwhelmed with the constant changes in the schedule, preventing him from being proactive in his role.

Tom Williams Residential, a custom home builder based in Atlanta, Georgia, faced several challenges in managing their construction projects. The team, consisting of three project managers, an admin, and a bookkeeper, was tasked with completing numerous custom home builds, renovations, and remodeling projects every year. However, the process of managing project information was disjointed and inefficient. If Tom Williams, the founder and owner, needed to find out which subcontractor performed a certain task on the job site, he would have to call his bookkeeper, interrupting her day and forcing her to look through the books for a purchase order or receipt. This process was time-consuming and resource-intensive. Additionally, the lack of a centralized system for project information made it difficult to keep track of project progress and budget, leading to potential delays and cost overruns.