A job-site office with a laptop and rolled plans on a metal desk

Construction, trades, and engineering

Construction firms: job costing should not depend on one person's spreadsheet.

Construction runs on percent complete, change orders, and rework. We take the CIO role when no one is directing IT: the plan, the spend, and the job numbers in one place. AI rules come with that role. We do not run the field help desk.

The setup

What we usually find in construction, trades, and engineering.

A general contractor's numbers live in project management, accounting, field time, and payroll. None of them was designed to answer the question leadership actually asks: which jobs are making money this month, and which are quietly not.

Field and office AI show up differently. Estimators paste specs into tools that summarize well. Foremen photograph and document everything. Payroll compliance runs on a person who knows the process, rather than on a system that reports it.

What leadership gets

Three reports worth having first.

  • Job cost against budget with percent complete and forecast to complete
  • Change orders and RFIs by age, so nothing is buried in an inbox
  • Certified payroll, prevailing-wage, and compliance status by project

Report names are typical for the industry. Yours come from the systems the applications assessment finds. The base dashboard also shows what your technology costs, so license and vendor spend sits beside the operating numbers.

The method, in your terms

How the work usually runs.

  1. AI Use Policy written with the principals, covering bid and payroll data
  2. AI security assessment counts the estimating and documentation tools in use
  3. Applications assessment maps project management, accounting, time, and payroll
  4. Base dashboard set up with job cost, change order, and compliance reporting
  5. Microsoft 365 review: licensing, outside-sharing settings, and Copilot readiness
  6. Monthly watch: maintenance, AI security reporting, and automation on the exceptions

The order is fixed. Where you start is a decision, and the first meeting is where it gets made.

Where this has run

A profile from this industry.

The IT director left mid-project, but the project continued.
Regional construction firm · ~180 staff

A merger, a signed ERP replacement, and an IT director's resignation in the same quarter. We took the Embedded tier, a weekly place in the leadership meetings, because those decisions were being made weekly with or without advice. A monthly meeting would have arrived after them.

All case studies

Start here

What this industry buys first.

Every service listing

Questions

Questions from construction, trades, and engineering

Will this help with certified payroll and prevailing wage?

The dashboard can report certified payroll and prevailing wage status. Payroll and time data are connected, and compliance status becomes a view leadership can open rather than a manual exercise for one person each week. Third Shift does not give payroll, tax, or legal advice; your payroll provider and lawyer keep that role.

Our jobs are spread across sites and states. Can reporting keep up?

Jobs spread across sites and states are usually why contractors call. Job cost, change orders, and labor are read from the systems you already run. The reporting groups them the way leadership argues about them: by project, by phase, and by company entity. The systems stay where they are.

We have no IT director right now. Can you still deliver this?

Having no IT director right now is the situation Third Shift works in most. vCIO coverage can hold the technology leadership role while you hire. The review, the AI Use Policy, and the dashboard do not depend on having someone internal to run them, and the incoming director inherits a written plan.

All questions and answers

Start here

The first step is the same in every industry.

Advisory first: a written assessment of your environment, the AI Use Policy, and a recommendation you own whether or not you continue with us.