Case Study
Moss & Associates

Breakthrough growth created the need for Moss & Associates to scale rapidly: they needed a more ecient 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.”

Case Study
Bartlett Cocke Construction Technologies

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.

Case Study
Mavin Construction

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.

Case Study
North Mechanical Contracting & Service

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.

Layton Construction

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.

Case Study
Bailey Construction

One thing that the Bailey Construction team knew for certain was that disparate software packages that do not communicate with one another require entering the same data more than once, increasing the likelihood for errors. Using Procore for project management and Foundations for accounting, they were continually frustrated by the need for duplicative data entry across systems. “We would write a change order in Procore and we would have to write it again in Foundation,” says Justin Watts, Controller for Bailey. The resulting lack of data integrity was of great concern.

Case Study
JE Dunn Construction

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.

Case Study
Evans Chaffee Construction Group

To keep projects running smoothly, Evans Chaffee tried a number of software platforms to streamline project management and accounting. However, every product was missing at least one critical component. Some lacked the tools necessary for efficient project management, while others were missing the capabilities required for accurate accounting—and none were able to support the back office and the field as one holistic operation.