By role · Office & back office

The numbers arrive already coded.

Four people sit behind the field: the one who runs payroll, the one who closes the books, the one who prices the next job, and the one who signs. They spend most of a week retyping things that already happened. In BLT the actual was created at the counter, on the phone, by the person who spent the money.

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0actuals typed by hand

Fridaypayroll from clock-ins, not a clipboard

1 tapfrom a number to the receipt photo behind it

Lockedperiods that stop moving when you close them

Role 01 · Office manager & admin

The week runs itself if the field filled it in.

Payroll, AP, insurance certificates, and the close. Four jobs that all fail the same way — somebody transcribing paper on a Thursday night.

01
Payroll from real clock-ins
Fourteen crew, four projects, GPS on every row. Hours are already split by project and phase before you open the export. It goes to ADP or Paychex directly, or out as a CSV in the format your service asks for. Nobody rebuilds a timesheet from a text message that says “I was there till 4:30 ish.”
02
AP coding that is confirming, not typing
The vendor invoice arrives, BLT reads it to the line item, and matches it against the purchase request it was raised under. Your job is to look at $1,180 above the approved amount and decide, not to key in eleven SKUs from a Ferguson invoice at 4:50 on a Friday.
03
COIs and waivers that hold the money
General liability, auto, and workers’ comp dates per subcontractor, with a warning thirty days out. On the expiry date the payment is held. A missing conditional lien waiver holds it too — before the check run, not when the insurance audit lands in November.
04
Close the week and lock it
Settle & pay splits card from wire, records what actually went out, and locks the period. March stops changing in April. When somebody asks why a number moved, the change log has a who, a when, and a why on it.

ADPPaychexCSV exportBank import · OFX / QFX

Role 02 · Bookkeeper & controller

Job costing that actually closes.

The reason job costing fails is not the chart of accounts. It is that the coding happens three weeks late, by someone who wasn’t there.

Supply house receipt photographed on a desk

Extracted by BLT 2:41 PM · Tue

Ferguson · branch 118

Photographed at the counter by J. Ruiz · no signal

Moen 1225 cartridge ×6142.80

3/4" PEX-A coil, 300 ft218.00

Expansion tank, 2 gal63.40

Ball valve 1" full port ×896.00

Total$520.20

Nicholson RdPlumbing roughMaterials

Click the number, see the paper.

$520.20 in Plumbing · Materials is one tap from the photograph of the receipt, the person who took it, the hour, and the phase it was tagged to. “What was this?” stops being an email thread.

Actuals are never typed — they roll up from receipts, time entries, and sub invoices, each with its source attached
Bank import reconciles the card feed against the receipts already captured; the unmatched ones are a short list, not a month
Export to QuickBooks or Xero with the project and the phase intact, so job costing survives the trip
Committed shows what is approved and unspent, so a month-end accrual is a number you read instead of estimate
Lock the period and it holds — any later change carries a who, a when, and a why in the change log
Ask BLT in plain language: “what did we spend on plumbing across all four jobs in April?” It answers and shows the rows

Role 03 · Estimator

Bid the next one off the last one.

Not what foundation work was marked up to in January. What it actually cost in April, with the hours and the yardage behind it.

Foundation · closed Apr 18 Nicholson Rd · 2,840 sf slab $41,560 / 39,200 current

Line	Baseline	Current	Committed	Actual
Excavation & haul-off	7,400	7,400	—	6,980
Footings · 38 yd	8,200	8,900	—	8,840
Rebar & mesh	4,100	4,100	—	4,020
Slab · 61 yd + pump	13,500	14,600	—	16,410 ↑
Labor · 268 hrs	4,200	4,200	—	5,310 ↑
Phase closed	37,400	39,200	—	41,560

Slab, delivered$189/yd · Apr Pump time4.5 hrs · $1,215 Foundation labor268 hrs All-in per sf$14.63 Weather days2

Material cost history, with dates on it.

What you actually paid per yard, per sheet, per foot, by vendor, by month — not a national index
Slab concrete moved from $174 to $189 a yard between January and April. The bid you write today knows that
Every closed phase keeps its scope, so “foundation” comparisons are like for like — 2,840 sf against 2,840 sf

Labor hours per closed phase.

268 hours on this foundation, clocked with GPS, not a percentage somebody applied to the material number
Labor came in $1,110 over on two weather days — visible, sourced, and worth carrying into the next bid
Import an estimate, or build one from the last closed job and let the ledger hold you to it

Role 04 · Owner & principal

Every active job on one screen. The slipping one named.

You do not need six dashboards. You need to be told which of the six jobs is the problem, before somebody else tells you.

Across six projects 6:04 a.m.

Willow Creek is the one to look at. It is 71% spent at 54% complete. $412,000 Actual against a $580,000 Current, with $61,400 Committed and unspent. Framing closed 18% over, rough-in is tracking the same way. The other five projects are within 4% of plan. Nothing else needs you this morning.

Open Willow Creek

Which jobs are over on labor this month? ⌘K

Six jobs, one row each

Burn, open flags, who is on site, and what is waiting on you. Sorted by the one that needs you most.

The recap beats the phone call

At 6:04 a.m. you already know what moved overnight, so the 7 a.m. call is a decision instead of a briefing.

The morning recap is on every plan, including the free one.

The four roles are looking at the same rows all day. When the estimator prices the next foundation off April’s $41,560, that number is the same one the bookkeeper locked and the owner saw at 6 a.m.

The numbers arrive already coded.

The week runs itself if the field filled it in.

Payroll from real clock-ins

AP coding that is confirming, not typing

COIs and waivers that hold the money

Close the week and lock it