We build the systems that tell them before they take it.
Start with a conversationWhat we fix
A firm that was fine on a spreadsheet at ten jobs a month is drowning at forty. Nobody notices until the money has already gone.
Different managers, different amounts for the same work. Nobody can hold fifty subcontractors’ billing history in their head — so duplicates aren’t caught, because no process exists that would catch them.
Which means there’s no basis on which to turn work down. So every job gets taken, including the ones that lose money.
By the time anyone knows how a quarter went, it’s the following quarter.
Once into the system, once into a spreadsheet somebody built and nobody maintains.
None of that is a people problem. It’s a systems problem — and systems problems are fixable.
What changes
This is the single change that recovers the most money in most contracting businesses.
Invoices arrive wherever the subcontractor happens to know someone. Nobody holds the whole picture, so nothing gets caught — not through carelessness, but because no process exists that would catch it.
One route in. Duplicates and rate mismatches flagged automatically. Approval routed by value and type. Every payment carries a trail from receipt to release — so errors are attributable and correctable instead of disputed.
Proof
Fifteen staff, over fifty subcontractors, dozens of vehicles. No approval process on subcontractor invoices. No job costing of any kind. Month-end wasn’t happening. They took every job they were offered, because they had no basis on which to decline one.
How it works
We take over the bookkeeping for three months. That isn’t the point of it — three months inside your transactions shows us what’s broken more reliably than any interview. At week ten you get a written review and a costed plan.
Two to four weeks, scoped from the review, fixed price, modular. System migration, invoicing rebuilt end to end, approval routing and audit trail, job costing, reporting that pulls itself.
A rebuild nobody maintains lasts eighteen months. Licence, support and updates for everything we build — from tooling only through to running your finance operation month to month.
Or just want one thing built? Subcontractor payroll and timesheets, job costing models, dashboards and automations — built standalone, from £1,200. See the builds.
Try it
A simplified version of the pricing tool we build. Put a job in and watch it decide — the real one carries your rate card, your subcontractors and your actual permit costs.
| Revenue | £0 |
|---|---|
| Labour — 0 days | £0 |
| Materials | £0 |
| Permits & TM | £0 |
| Plant & overhead | £0 |
| Margin | £0 |
| Margin % | 0% |
Illustrative rates. The decision threshold here is 18% — in a real build it’s yours, and it can vary by client, job type or season.
This is the logic that let one contractor decline eleven jobs worth £11,600 in a few weeks — work they’d previously have accepted without question. Read how.
The numbers above are for firms with a subcontractor base and a real month-end. If you’re a handful of people with one thing that eats your week — invoice chasing, a costing spreadsheet nobody trusts, reconciliation that takes a day — we’ll fix just that one thing, for a fixed fee, in two or three weeks.
Starter engagements from £750. No retainer, no commitment beyond the job.
Who this is for
With a subcontractor base and jobs that need pricing. Owner-managed, usually — the person who feels the problem is the person who can fix it.
If you have a finance manager who’s happy with your systems, you don’t need us.
We don’t prepare statutory accounts, we don’t act as your agent with HMRC, and we don’t advise on tax. When something falls outside what we do, we say so and introduce you to someone qualified.
What we do build is the bridge — finance and the technology that should be carrying it, joined up properly. Most of our clients already have an accountant. We work alongside them, and they tend to like it, because the records arriving on their desk are clean.
Tell us what isn’t working. If we can help we’ll say how, and what it costs. If we can’t, we’ll say that instead.