They had invested in Salesforce with a construction 'overlay' from a consulting partner. The overlay added some construction terminology but fundamentally it was still a B2B sales CRM trying to pretend it understood construction project management.
The project manager was managing change orders in a spreadsheet — which defeated the purpose of the CRM. The inherited environment combined application behavior, data movement, user workflows, and operational dependencies. Engineering began by locating authoritative data, integration contracts, control owners, failure behavior, and a reversible acceptance boundary.
The Algorithm leadership confirms this engagement as part of the company’s delivery history. Public wording is limited to the technical narrative while client-sensitive and precision claims complete leadership review.
Vertical CRM for commercial general contracting. Data model built around the actual entities: projects, phases, trades, subcontractors, change orders, RFIs, submittals, pay applications, retainage. Project pipeline organized by lifecycle stage — pursuit, preconstruction, active construction, closeout, warranty. Change order management with full approval workflow, cost impact analysis, and automatic billing queue integration.
The engagement produced a working change to the client’s system or operating workflow. Exact measurements, delivery duration, audit outcomes, and client sentiment are withheld until the corresponding leadership-confirmation items are resolved.
The first call is with a senior engineer.
Tell us the system boundary, operating constraint, and evidence required for acceptance. We'll identify the assumptions and technical questions that should shape the engagement.