Software Selection / Implementation

Few things will improve contractor efficiency more than integrated software systems

Most contractors will never fully realize those benefits due to poor selection / implementation

This four hour online workshop will provide your team with some tools needed to thrive in this economy

Register early to guarantee your slot - workshop size limited to 8 non-competing companies

ALSO INCLUDED In The Registration Is 1 Hour One-On-One Session To Answer Questions Specific To Your Conversion / Implementation

This workshop is designed to provide you four thought provoking perspectives about selecting and implementing the most common types of software a contractor uses:

1.  CRM & Estimating Systems (Courtney Stearns):  Nothing happens until someone sells something - at the right price!  This is especially true in the current economic climate.  Aggressively pursuing business development activities and tracking them with solid CRM systems is where it begins.  Accurately estimating your costs and determining mark-up strategies based on competitive analysis of prior bids is the next crucial step.  We will cover the key factors for selecting, implementing and integrating these crucial systems. 

2.  Project Management (David Brown):  The majority of the work that happens everyday in a construction company revolves around effectively building projects.  The project management process including buyout,  change orders, submittals, document control, schedule management, production tracking, safety and quality can all be improved by well integrated software.  One of the biggest challenges here is implementing a system that is standard enough for cross-company controls while flexible enough for individual project needs. 

3.  Accounting Systems and Conversions (Brian M. Andrew):  The primary "Report Card" that says how well a company is (or isn't) doing comes in the form of various financial statements generated by the accounting system.  The core accounting system needs to seamlessly integrate with the other systems; especially with project management.  Integrated improperly there will be silos created with both the people and the data within the organization that causes significant duplication of data entry, inaccurate data and a slow flow of management reporting data. 

4.  Technology Systems and Custom Integration (Dan Omer):  Too often the underlying IT systems that the software runs on are managed reactively and this keeps the software implementation from ever reaching its full potential.  Key points covered include standardization, remote access, mobile users, jobsite connectivity, database architecture, backups and network peripherals such as scanners.  We will also cover the opportunities and risks of custom software integration as well as how to use "Mini Integrations" to boost productivity. 

Learn best (and worst) practices from across the country

Guaranteed to improve the effectiveness of your selection / implementation

Click here to learn more about the people...

Why Our Perspective Is Different (And Valuable)

As a company our perspective on software is very different than most because our core business IS NOT construction SOFTWARE.  Our only concern is in helping contractors grow profitably over the long-term by focusing holistically on the entire business including strategy, field operations, business development processes, internal controls and solid talent management "people processes."  We do believe that software and technology play and important role - but it is only a supporting role.

Software vendors see the world in a particular way; that may or may not line up exactly with your business processes.  Their sales people will be focused on highlighting the areas where their software meets your business needs and minimizing the areas where their software does not.  Their consultants have phenomenal depth of knowledge when it comes to the software; typically their experience is around one functional area such as finance, project management or estimating and their focus is on the software conversion and initial phase of implementation. 

There are also a variety of companies that specialize in the software selection process.  Their engagements typically last up through the selection process and sometimes into the first stages of conversion / implementation. 

Our perspective is very different because we work closely with clients over the long-term so we see the long-term business results of good (and bad) technology implementations.  Experience has shown us that the real business results don't come from the initial conversion but from the thousands of little process and cultural changes that happen in the years following the initial conversion.   

The Myths and Realities of Integrated Systems – What Your Software Vendor Won’t Say!

Standardized Processes and Cultural Change – The Real Challenges To Implementation

Looking Beyond The Software – Digging Into the Manufacturer, Vendor and Consultants

Balancing Ease-Of-Use vs. Flexibility vs. Power - What's Right For Your Company?

7 Steps Of Software Selection – Structured Processes Drive Results

HOMEWORK - Defining and Documenting Your "Critical Processes": There is no software out there that will fit your business needs exactly.  What is important is figuring out what processes are "Mission Critical" for your business to operate effectively.  These may have to do with your service process, equipment management, production tracking or an estimating method.  These are the processes that truly drive your profitability.  It is important to identify these and make sure that whatever software you select will be able to deal with these processes.  Compromise on these processes is not an option.  During the session we will cover our methodology for identifying, documenting and testing these.  You will be left with the templates to document your own critical processes. 

 Session Facilitated By

COURTNEY STEARNS is the founder and President of Application Technology Corporation (ATC) and has been working with contractors since 1983 to address the key operational requirements of their organizations. ATC was formed when Courtney partnered with a contractor and their focus from the very beginning was improving construction operations through the use of technology.  As a result of working with literally thousands of general and trade contractors in one capacity or another, Courtney has been able to put together a number of “best practice” ideas and processes that drive both top and bottom-line growth.

DAVID BROWN is the Founder and President of D. Brown Management.  Beginning his construction career in 1988 as an electrician, Dave quickly worked his way up the ranks to foreman, superintendent, and project manager before moving to executive management. In addition to managing client projects nationwide he frequently speaks to groups such as CFMA, Electric West, the Engineering & Utility Contractors Association (EUCA), and the Western Electrical Contractors Association (WECA) about how to increase profitability. Recent speaking engagements have addressed integrating accounting and operations, production tracking, change order management, construction technology, and cash flow.

BRIAN M. ANDREW is a Senior Consultant with D. Brown Management and leader of the company’s Financial Solutions Group. Brian has over 20 years of accounting experience including seven years as the CFO of an electrical contractor and significant experience consulting with hundreds of contractors across the United States. Brian takes a hands-on approach working with clients to integrate their accounting more tightly with operations and improve their overall information systems. Brian holds a Bachelor of Business Administration in Management Information Systems and Accounting from the University of Georgia and is an active member of various industry associations including CFMA.

DAN OMER is a Senior Consultant with D. Brown Management and manager of the company’s Technology Solutions Practice which includes network management, management reporting, software development and software integration. Starting in the field in 1993 Dan learned the industry from the ground up and started learning computer programming in 1995. His focus has always been on how technology can help the construction business rather than on technology for the sake of technology. With more than a decade of experience managing contractor IT systems including those of a multi-office $100M+ mechanical contractor Dan brings together multiple technology disciplines along with understanding of real-world business and financial processes.

INVESTMENT:  $350 Per Company (With Early Registration) - Team Of 3-6 People Recommended

Courtney can be contacted directly at (916) 912-4211 or via e-mail at  Courtney@DBrownManagement.com