A California GC ran sales in spreadsheets and inboxes. We built a CRM and pipeline around how the team actually sells, then tied revenue forecasting and crew planning to the same data.
The situation
The pipeline lived in spreadsheets and inboxes. There was no shared view of what was bid, what was won, and what was at risk. Once work was sold the questions turned financial: how much revenue lands each month, whether a job is tracking to budget, and who is free to staff what is coming. Those answers lived in a different set of disconnected spreadsheets.
What we built
- A sales pipeline with lead, opportunity, design, active and warranty stages, shaped around the team's real process rather than a generic CRM template.
- Table, kanban and calendar views over the same live deal data.
- Companies and contacts with full relationship and activity history, plus a project drawer showing budget, team, dates and status at a glance.
- Role-based access, an audit log and automated email digests.
- A revenue dashboard on top of the pipeline: contract value, billed to date, over or under budget, and S-curve forecasting with planned, actual and projected revenue.
- A resource planning grid showing utilization and over-allocation, and a twelve-month capacity forecast of demand against available crew.
What changed
1
pipeline from first lead to awarded work, instead of scattered spreadsheets
0
re-keying: PM updates roll straight into the revenue forecast
12 mo
crew capacity forecast, off the same live data
Forecasting and staffing now come off the same pipeline the sales team updates every day. Monthly PM updates roll straight into the forecast instead of being re-keyed. The system was co-developed with the team and rolled out in phases, and the contractor owns it outright.