Construction’s paperwork, on autopilot — with your team in control.
Your documents are born in the field — a ticket signed on a tailgate, a delivery slip photographed at the trench — and the money they’re worth sits waiting while the office retypes, reconciles, and chases the waiver that unlocks the check. We automate that ride: field paper read the day it’s written, verified against the work order, assembled into a billing package that holds itself until the compliance documents are current. What gets paid, and when, stays your call.
Built by people who know the paperwork wasn’t the field’s idea.
- A field ticket rides through five stations: Field — signed on site, photographed, sent; Read — hours, units, and quantities in whoever’s handwriting; Verified — against the work order and the cost codes; Packaged — invoices, waivers, and insurance certificates assembled per job; Billed — out the door, coded, and logged.
- Beneath Packaged, a gate: when a lien waiver is missing, the billing package holds, and releases the moment the paperwork is right.
For the crews
The field changes nothing.
Every construction rollout dies the same death: a new app the crew was supposed to open with wet gloves at four-thirty. So we don’t ask. The ticket your foreman already signs, the photo already on the phone, the email already sent to the office — that IS the interface. The system meets the paperwork where it’s born; nobody in the field learns software to feed it.
- No new apps
- a photo or an email is enough; the channels crews already use are the intake.
- No new habits
- the paper they already make is the input, as-is.
- No blame loop
- an unreadable ticket routes to the office queue with the image attached; it never bounces back at the crew.
The documents
Every job generates a paper trail. We speak all of it.
From the field
- field tickets and T&M sheets
- daily reports
- timesheets
- material delivery tickets
- equipment tickets
Through the office
- work orders and unit quantities
- subcontractor and supplier invoices
- change orders
- purchase orders
Gating the money
- pay applications and schedules of values
- lien waivers, conditional and unconditional
- certificates of insurance
- certified payroll on public work
Creased, photographed, signed in the rain — read anyway, or held for a person. Never guessed.
Pay when the paper’s right
Nothing releases until the file says it can.
Construction payment runs on prerequisites — the right waiver type for the right period, insurance certificates that haven’t quietly expired, payroll records that match the job’s rules. We turn your requirements into checks that run on every package: complete files release; incomplete ones hold, with exactly what’s missing named and the request already drafted. Your policy decides the rules; the system just refuses to forget them.
Scope moves
The contract it checks is the contract as amended.
Scope changes in the field faster than paper catches up — and the classic leak is the invoice for work nobody signed for. Approved change orders sync into the checking, so verification always runs against the current numbers, not January’s.
And when an invoice claims work no change order covers, it doesn’t get argued at month-end — it holds on arrival, routed to the project manager with the ticket and the contract side by side. Signed, it bills. Unsigned, it’s a conversation that happens while the crew still remembers the day.
The held-back money
Retainage, remembered.
Retention is money with a memory problem: held per contract, released on conditions, and quietly forgotten in a spreadsheet until closeout archaeology. Here it’s a ledger line that never sleeps — what’s held, on which contract, what the release conditions are, and which of them are already met. When the paper says it’s releasable, it says so out loud.
Closeout stops being the season of finding money you already earned.
Where the money went
Coded to the job before the coffee’s cold.
Every ticket, invoice, and change order lands against its project, phase, and cost code in the system your controller already runs — so budget-vs-actual is a view, not a month-end excavation.
When cost certainty is the whole problem, that’s its own practice → Project Costing
Billing day
Friday, as it should feel.
- First thing the week’s tickets are already read; the ones that arrived overnight too.
- Midmorning packages assembled per job: tickets verified, invoices coded, waivers and certificates checked current.
- After lunch the hold queue: the only pile a person touches, each item carrying its evidence and its reason.
- End of day billed, coded, logged. The truck’s already home.
- Billing day, block by block: First thing — the week’s tickets are already read, the ones that arrived overnight too. Midmorning — packages assembled per job: tickets verified, invoices coded, waivers and certificates checked current. After lunch — the hold queue, the only pile a person touches, each item carrying its evidence and its reason. End of day — billed, coded, logged; the truck’s already home.
Work you’ve done but haven’t billed is a loan you didn’t agree to make.
The ride from ticket to invoice is where that loan lives. We shorten it.
Many companies, one back office
Every entity keeps its books. The group finally sees one picture.
Holdcos and shared-services teams run the same Friday across different companies, states, and systems. The document layer rolls up anyway: what moved, what’s held and why, per entity and across the group — while each company’s books stay its own. The parent gets visibility; the subsidiaries keep their autonomy; the pile stops being anyone’s archaeology.
The practices behind it
- AI Automation the ride from ticket to billed, running as paper arrives
- Project Costing when cost certainty is the whole problem
Questions
Asked from the field office.
Our tickets are handwritten, muddy, and photographed in a truck.
That’s the input we build for, not the exception we apologize about. Reading is content-based, tested on your real tickets during the X-Ray, and anything below confidence goes to a person before it goes near an invoice.
Does it code to our jobs, phases, and cost codes?
Yes — your structure, not a template’s. Every document lands against the job in the accounting system your controller already runs; if the coding is ambiguous, it asks instead of guessing.
Lien waivers are legal documents. What exactly do you automate?
The clerical layer, completely; the legal layer, never. We check that the right waiver type for the right period is present, current, and attached before a package releases — your counsel and policy define what “right” means, in writing, during scoping.
We do public work. Can it handle certified payroll requirements?
It can assemble and check the records against the rules your compliance team sets — presence, periods, matching hours — and hold what doesn’t reconcile. The framework is yours; we make it unforgettable.
Unit-price, T&M, lump sum — we run all three.
So does the reading. Each ticket is verified against its contract’s shape: units against the schedule, hours against the T&M terms, progress against the values. The contract decides the math; the system applies it every time.
Multiple crews, multiple companies, one back office — where do we start?
One crew’s paper, one division, prove the ride end to end — then roll it across the group. Shared-services teams usually feel it first: the same Friday pile, arriving already read.
Do my crews need a new app?
No — and that’s a design decision, not a missing feature. The field’s job is the work; the photo, the signed ticket, and the email they already produce are the whole interface. Training happens in the office, where the queue lives, and it’s short.
What happens to retention?
It gets a memory. Held amounts live as ledger lines with their release conditions attached; when the conditions the contract names are met, the release flags itself — at the milestone, not at closeout, not never.
We get invoices for work nobody approved.
Those are exactly the ones that hold. No matching change order means no billing — the invoice waits with the ticket and the contract side by side while the project manager decides. The argument happens early, in daylight, with the paper open.