Since their founding just eleven years ago, Chasse has grown significantly, from $22 million in 2008 to $278 million in 2018.
Like most small construction businesses, Chasse began with QuickBooks and then transitioned to a Sage 300 solution. As the firm continued to grow over the next several years, they realized that they had accumulated a bundle of software packages to supplement Sage 300 that didn’t effectively interface with each other and that were impeding effective company-wide communication and collaboration.
Over time, Chasse users devised multiple workarounds. While reevaluating its processes, Chasse realized the same data was being inputted over and over again on spreadsheets, which further demonstrated the inadequacy of its existing solutions. Furthermore, its project teams could not consistently access Sage 300 from remote jobsite locations. The firm made the determination that it would consider alternative solutions before investing in any additional modules or 3rd party software.
Discover how Chasse Building Team successfully replaced their legacy systems for greater efficiency in this Case Study.
Unlike other sports contractors, Paragon self-performs 95% of their work, from the base work below the fields to the installation of the natural or synthetic grass turf itself. Recently, Paragon expanded their building portfolio with small stadiums, which includes notable projects for Baylor University in Waco, Texas. However, Paragon knew that if they wanted to successfully support future growth, they needed to upgrade to a unified ERP system.
Founded in 1978, Art Gautreau, Inc., dba AGI General Contracting (AGI), is a full-service commercial general contractor specializing in the retail food, drug and medical industries. Currently owned and managed by the founding family’s second generation, AGI continues to deliver on its founder’s vision of quality workmanship delivered on schedule and at a fair price. They have been successful at taking care of client needs while growing their company for the past 40 years. This is evident in their continual repeat work with existing clients and the ability to obtain new clients based predominantly on referral.
Breakthrough growth created the need for Moss & Associates to scale rapidly: they needed a more efficient system that could scale along with them. Before CMiC, Moss used two separate systems for operations and accounting—information had to be re-keyed, wasting time and money. The firm was looking for total unification of capabilities into a system that could adapt as they grew. They wanted an easy-to-use web-based software platform that could save time. The firm soon met with two CMiC representatives who, according to Moss & Associates’ Sasha Seco, “showed confidence without the bells and whistles.”
Originally, Bartlett Cocke General Contractors—which used Viewpoint for accounting and Constructware for project management—was searching for a best of breed project management solution to replace their Constructware software. However, after realizing the risks and redundancies of having data stored in disparate systems, they broadened their search to include fully unified solutions that optimize productivity, minimize risk and support scalable growth.
Mavin was looking for a flexible and scalable software platform that would eliminate the need for disconnected software packages. The limited scalability of the Sage product forced Mavin to store data in Microsoft Excel and Word. CMiC’s ability to integrate the field and the back office with real-time information differentiated it from the rest.
In evaluating their accounting and productivity software, North Mechanical believed that they had fallen behind because they were using a desktop-based ERP system, despite having multiple locations. “We want to be that cutting-edge company and stay there, as a mechanical contractor,” said Michelle Eastman, CFO at North Mechanical.
To connect the information between systems, NMC had an employee attend monthly project management meetings and manually synchronize data. What the company wanted—and needed—was collaboration and remote capabilities, neither of which they had with their legacy systems.
A customer since 2001, Layton initially chose CMiC to streamline their fragmented project management information. To mitigate significant losses in write-downs resulting from challenges with self-performed concrete jobs, Layton developed—using CMiC software—a module solution called the “Concrete Scorecard.” With a continued focus on innovation, their next challenge was to find a way to allow users to work seamlessly across desktops, tablets and smartphones—without data latency or loss.
Communication shortcomings between project teams became obvious when JE Dunn realized that there was no way to readily update—or ensure the accuracy of—entered information across offices and job sites because the project teams worked within ‘siloed’ systems. Without a system that stored its data in a singular database, redundant and time-consuming back-and-forth phone calls had to be made to find out who was, or wasn’t, available for specific jobs.