TMI / CONSTRUCTION
TMI helps construction companies reduce owner dependency and coordination drag by building better systems from bid through project closeout.
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WHY THIS IS EXPENSIVE
An estimator wins work by understanding a job in detail: the access, the sequence, the allowances, the parts of the scope the drawings imply but do not say. Almost none of that understanding survives the handover to the people who have to build it.
What the field receives is a number and a schedule. What the estimator knew becomes a series of phone calls over the following months, and the gap between the two is where a job quietly stops making what it was bid to make.
The assumptions behind a bid — crew sizes, production rates, what was allowed for and what was not — are rarely written anywhere the superintendent can read. The job is then managed against a budget nobody can interrogate.
Extra work gets done because stopping costs more than doing it. Whether it gets priced, signed and billed depends on whether somebody wrote it down that day. The ones that slip through are pure margin, gone.
Labour, equipment and material costs that land weeks after the work means a job in trouble announces itself when it is too late to do much. The information to see it earlier almost always existed somewhere on site.
None of this requires changing how anything gets built. It requires what the estimator knew and what the field is seeing to meet in the same place.
WHERE COMPANIES GET HELD BACK
The pattern we find across general contractors and specialty trades alike, whatever the size of the job.
WHAT WE LEARN ON SITE
WHAT TMI CAN BUILD
The handoff is easier to fix from inside a live job than from a process document. An operator inside the company →
THE $5,000 AUDIT, READ THROUGH THIS TRADE
The audit is the same instrument in every company: ten areas, ten points each, scored against a written rubric. What changes is what we go looking for. In a construction company it looks like this.
What the audit is, and what you get → Put a number on two of these yourself first →
THE FIRST BUILD
The assumptions behind the bid — production rates, crew sizes, allowances, what the drawings implied — carried into the job in a form the superintendent will actually open.
This is the cheapest high-value change available to most contractors, because it needs no new software at all in the first instance. It needs the estimator's working to stop being thrown away the day the job is won.
Daily quantities, manpower, equipment, delays and extra work recorded on site, by people with mud on their boots, in less time than the form they are already filling in.
The test is not whether it is comprehensive, it is whether a superintendent at six in the evening will do it. Everything that fails that test produces excellent data for three weeks and nothing afterwards.
Committed cost, labour and production against budget, current to this week rather than to last month, so a job in trouble is visible while something can still be done about it.
Most contractors have every component of this already, split between accounting and the field. The work is almost never collecting new information; it is connecting what is collected and agreeing who owns the number.
THE TEST
Without calling a superintendent, in under a minute:
The company that can answer these is not a bigger contractor. It is a better organised one.
HOW WE START
Bid assumptions, field reality and the real cost of a job usually live in three different places and meet at closeout. We start by finding out where they are and what the gap between them has been costing.
Submit your info and book a call ↗COMMON QUESTIONS
Most contractors do, and most of it is used for a fraction of what it does while the decisions still get made in a spreadsheet. The question the audit asks is not what you own, it is where information actually travels, and that answer is rarely the software.
Only if it takes less time than what it replaces. We design field capture against the superintendent at six in the evening, not against a feature list, and anything that fails that test does not get built.
No. TMI is not a contractor and does not run your projects. We build the systems your estimators and project managers work inside, and we capture the knowledge the good ones have so it stays with the company.
Yes, and often more sharply. Specialty trades carry the same handoff and change order problems with thinner margins and less administrative capacity to absorb them.
It is accurate and it is late, which are different things. Accounting tells you what a job cost. What a running job needs is a number current enough to change the outcome, and that is usually assembled from field data rather than from the ledger.
As part of the operations map rather than as an afterthought. Commitments, submittals and deliveries are frequently where a schedule actually fails, and they are frequently the least systematised part of a contractor's operation.
That depends on whether the owner is still the system. A contractor running four jobs with everything routed through one person has the same constraint as one running twenty; it simply costs less per month until it does not.
It tends to, as a side effect rather than a promise. A surety, a bank and a buyer all want the same thing: records that can be produced and a company that does not depend on one person's memory.
The audit is $5,000, in person or by phone, and you leave with the Intelligent Company Roadmap, yours outright whatever you decide to do next. The call booked from this page is the free Fit Call before it.
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