Work

Three operations that had outgrown their spreadsheets, and what replaced them. Every one of these is owned by the business running it.

The same shape, three times

  1. 1

    A process too specific to buy

    Compliance audits, a multi-step sale with cashflow mechanics, estimates with banked costs. Off-the-shelf software gets close and then makes people paper over the gap.

  2. 2

    Built once, owned outright

    On their own interface, shaped to the way the business already runs rather than the other way round.

  3. 3

    A per-seat bill, killed

    Every time. I build it once, you own it, and nobody ever bills you per person again.

Healthcare · Medicaid and Medicare compliance

MediSvault — Eveready Home Care

Audit prep went from two people over multiple days to one button.

What was broken

Applicant handling under Medicaid and Medicare audit. Numerous records to keep, update and check for every applicant, held together by people remembering. Audit prep took two people, sometimes multiple days, every single time.

What was built

  • A clean document path for every applicant record.
  • AI agents that read submitted documents and check them against the applicant's own information — verification as a background process rather than somebody's afternoon.
  • Wizards for HR to monitor employees and contractors.
  • Push-button audit compilation: the entire record assembled to exactly what the auditor asks for, on demand.
  • Back-end services running monthly automated audit searches on employees.
  • All on their own interface, with no per-user monthly fees.

The monthly searches are the part that changed the job. Audit-readiness stopped being an event and became a standing state.

Field services · project-based trades

White Shovel Ops

Platform costs cut from $9,000 a year to $1,200 — 87% off, $7,800 back every year, forever.

What was broken

A multi-step sales process including design, with no clean way to watch it end to end, and cashflow they couldn't control. Covering every user on off-the-shelf platforms cost $9,000 a year.

What was built

  • Direct client intake, and simple forms for designers to hand off designs in-house.
  • A two-step commission program engineered for cashflow: part paid at the sale, the remainder at close.
  • Commissions compiled automatically. Hourly crews clock in on jobs.
  • Expense cards that route every transaction straight to its project — no lost receipts, no manager digging, clean approvals, no transaction missed.

In the owner's words: high cashflow, clean commissions, project reporting is perfect. And the system is built around their exact sales process instead of despite it.

Contracting operations

Forging Solutions

Change orders went from verbal and free to captured and billed.

What was broken

They hated QuickBooks. Change orders were mostly verbal, and most of the time they slipped through entirely or were given away for free, because the paperwork was too cumbersome to bother with. Real work, performed, uninvoiced.

What was built

  • Lead management, estimates, invoicing, contractor and expense monitoring on one fully customizable screen.
  • Estimates where every line item carries a back-end cost, banked against the contractors' actual quotes — margin visible per line, per job.
  • Progress invoicing: split a contract and invoice the customer several times through the job.
  • Their website built alongside it, automating the junk-bin rental side of the business and rolling up into the same software.
  • A voice-driven tasking system: sales people speak a change order from the field, it routes to the remote secretary, and it rolls up in the same software for fast edits. No excuse for not being done.

The gap between work performed and work invoiced is pure margin leaking out of every job. This closes it with a sentence spoken into a phone. It isn't efficiency software; it's revenue recovery.

Recognize your own operation in one of these? Start with a two-week roadmap →

Here for a website rather than software? Sites we've built →

Two ways in

Book twenty minutes and tell him what's broken, or send the application if you would rather write it down. Either way, if we're not the right shop for it we'll say so, and usually say who is.

Six intro calls a week. Twenty minutes. You talk to the builder.

We read every application and answer within three business days.