Your operations were built for a smaller company. Growth exposed the gaps that you can no longer ignore.

Most mid-market construction companies hit a point where the back office can no longer keep up with their operations.

Revenue is growing, the project portfolio is expanding, but the processes behind it, such as cost tracking, reporting, change order management, procurement, etc., were designed when the company was half its current size.

What used to work at $50M revenue now creates bottlenecks, manual workarounds, and margin erosion.

I start by mapping what's actually happening inside your operations. Sometimes, it might not be what leadership thinks is going on. That means I need to spend time with the people doing the work:

• Your project accountants

• Project Managers

• Field teams

• AP staff

The goal is to identify where processes have broken down, where tribal knowledge has replaced documented workflows, and where manual effort is consuming time that should be spent on higher-value decisions.

From there, I redesign the workflows, reporting structures, and accountability systems that need to change.

This isn't a slide deck of recommendations that sits on a shelf. Every process change is built around how construction actually operates, taking into account field realities, subcontractor dynamics, percent-complete reporting, lump sum risk, and so on, and designed to be implemented by your existing team without disrupting active projects.

Typical outcomes include:

• Compressed reporting cycles

• Elimination of manual reconciliation

• Real-time visibility into project margins

• Clear accountability structures that scale as you continue to grow.

The goal is an operation that supports your next phase of growth, not one that forces your leadership team to manage around the gaps.

Whether you're planning an implementation, stuck mid-rollout, sitting on a system that nobody uses, or haven’t seen the efficiency gains from your investment, I will get it back on track.

ERP implementations in construction fail at a staggering rate. Not because the technology is wrong, but because the execution infrastructure isn't built for it.

Requirements are usually incomplete, timelines are set to win contracts rather than reflect reality, change management is an afterthought, and the people closest to the work aren't in the room when critical design decisions are made.

I've led two major ERP implementation programs from end to end. I’ve seen how a construction company has lived with the consequences of their investment - both good and bad.

That perspective means I understand what leadership needs the system to do, what the implementation team is actually capable of delivering, and where the gap between those two realities creates failure.

For new implementations, I provide end-to-end program leadership frameworks: governance, requirements gathering tied to your actual business processes, vendor management, and a delivery plan built around how similar projects have actually been completed.

For programs already in flight but seeing challenges, such as:

• Schedule delays

• Budget overruns

• Low adoption

I conduct a rapid diagnostic to identify root causes and build a recovery plan.

I've taken a program that was six months behind schedule and headed for failure and delivered 85% user adoption and saved $4M in extended implementation costs.

The problems are rarely technical. They're failures of process fit, governance, ownership, and change management, and they're fixable with the right intervention.

Typical outcomes include recovered timelines, restored stakeholder confidence, measurable adoption, and a system that actually delivers the operational value it was selected to provide.

Whether you need full program ownership or targeted recovery support, the engagement is shaped by what your situation requires.

Not a pilot that goes nowhere. A roadmap that fits your operations and delivers measurable value.

AI in construction is generating a lot of noise and very little clarity. Most mid-market companies know it could help by reducing manual effort, improving visibility, and accelerating decisions. But the path from "we should be doing something with AI" to an actual implementation that produces results is unclear.

The vendors are selling features.

The consultants are selling pilots.

I start with your operations in mind. Specifically, I look at two categories of work.

The first is workflows where your team is spending time on manual, repetitive tasks that don't require human judgment. Examples include:

• Report generation

• Compliance verification

• Data reconciliation

• Document review

• Invoice matching

These are the areas where AI delivers the fastest, most measurable return without requiring your team to change how they fundamentally work.

The second is where AI can enhance the decisions your team is already making. Examples include:

• Delay prediction based on historical project data

• Real-time cost tracking that surfaces margin erosion before it shows up in a monthly report

• Safety triggers built on leading indicators rather than lagging incidents

These don't replace your people's expertise, but they will give your best operators better information, faster.

I've deployed AI-driven compliance verification that replaced a fully manual SOX audit review process, automated cash flow reporting across 16 global construction sites reducing the cycle by three days, and built error detection workflows that surfaced discrepancies the accounting team was catching manually, if they were catching them at all.

Every deployment was scoped around a specific operational problem, delivered measurable improvement within weeks, and was adopted by the existing team without disrupting their existing operations.

The deliverable is a practical AI roadmap built around your current systems, your team's capabilities, and the operational problems costing you the most time and money.

No generic "AI strategy" document. No pilot with no path to production. The focus is on where AI can reduce manual effort, improve visibility, or accelerate decisions your team is already making, starting with the highest-impact, lowest-friction opportunities and sequencing from there.