The software is new. The problems aren’t.

From the ops seat

I’m Garrett Henke. I was the Chief Operating Officer of a commercial roofing contractor running 50 crews and 300+ employees across Kentucky and Ohio.

I was on job sites about a third of the time, and closer to all of it when a project went sideways. Most of my day went to fires I found out about after they’d started. Half a crew doesn’t show for a badged site, so you start calling around to find out who else has access. A material delivery lands at a job with nobody there to unload it. Or it doesn’t land at all, and a crew sits on the clock waiting on it.

The rest went to rebuilding the picture. I couldn’t tell you where a job actually stood without driving out to see it. WIP reports I didn’t trust. Change orders that never made it into the numbers. PMs guessing at how many working days they had left. And a steady stream of people asking me where to find something, because the answer lived in two or three systems and I was the index.

We tried to buy our way out

We tried to buy our way out. More than once. Every tool covered a slice of the job. Everyone lost interest in the CRM the day the customer signed. The schedule couldn’t forecast working days remaining or handle a job with four mobilizations. Accounting was accurate but two to three weeks behind the field. Nothing talked to anything else, so we covered the gaps with spreadsheets and workarounds that ate my nights and weekends. A workaround is fine right up until it breaks.

What I couldn’t buy

SitewideOps is what I couldn’t buy. One place where the whole job is visible: estimate, schedule, crews, hours, pay applications, job cost. The field and the office work off the same numbers, so nobody has to drive out to find out where a job stands. And because field data lands as the work happens, problems show up as leading indicators you can act on, early enough to fix, before they ever surface on the P&L.