Construction Operations Consultant

Construction runs on relationships and deadlines. When bid invitations sit in scattered inboxes, no deal has an owner, and nobody owns receivables, growth stalls and everything runs through the owner. Fix those three and the numbers move: in one engagement, the sales pipeline grew from $1M to $14.5M in three months.

Everything runs through the owner

The owner builds one department, and another one falls apart. Then again. The owner can't be everywhere, and the company can't grow past the hours in the owner's week.

My first question is always the same: if the owner took two months off, what happens?

From Luba Inz's engagements with 10+ owner-led companies: 7 in 10 owners believe they've delegated when their team says they haven't.

None of it is a people problem. The rules live in a few heads, and the systems can't hold them.

One view of every bid

In construction, a missed bid deadline is a lost job.

In one engagement, bid invitations arrived by email and were recorded nowhere. No deal had an owner, so follow-up depended on whoever remembered.

What we built:

• Bids and estimates: AI for bid management, AI estimation and AI-powered prequalification. A specialist estimator signs off before anything goes out.
• Pipeline: every qualified opportunity has one owner. Every deal has a dated next action until it's won, lost or parked. Sales reports on a weekly scorecard.

In three months the sales pipeline grew from $1M to $14.5M. Read the pipeline case.

Receivables with an owner

Work finished on site, but the status was set late or never. The paperwork was chased backwards, and the invoice went out on the deadline. $1.4M in receivables sat overdue, and nobody owned collecting it.

• One owner: a dedicated person owns receivables, split into three tracked lanes.
• Reconciled books: a full reconciliation closed out duplicate invoices and credit memos.
• A clear closeout: once the signed completion is in hand, the job is marked complete the same day, the closeout package is assembled, and the invoice goes out within the week.
• A weekly finance sync with leadership.

$1.2M of the $1.4M overdue was collected in three months once one person owned receivables. Read the collections case.

Clean up your data. Check your sources. It's the most painful, hardest step, and the one that opens your eyes.

Every role written down

Every person needs four answers:

• Where am I?
• What do I do?
• Why do I do it?
• Where are we going?

So we build an org chart with decision authority, and written standards for sales, operations, finance and recruiting. Each decision gets one owner and a limit. Start with the decision authority matrix.

Change management is painful. Pressure, reporting, goals. From the inside it can look like chaos. Stay consistent.

How we work

Efficiency Sprint makes companies operationally ready for AI.

• The Diagnostic. I interview the owner and the key people, and score each department with SCOPE™ by Efficiency Sprint, on process and on data. You get a roadmap.
• The Sprint, 90 days. We build what the roadmap says, in order: sales, finance, people, operations. Then agents, each with a person who owns the outcome.

Book a call

If your company still runs through you, let's talk.

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