Behind every successful ERP implementation, every go-live celebration, and every client relationship that lasts a decade — there are people. Real people who chose this work because they believe in it.

This is the first post in a new series we're calling People Behind the Build. It's our way of pulling back the curtain on who we are at Alliance Solutions Group — not just what we sell, but who shows up every day, why they stay, and what makes this team different from any other place they've worked.

We've spent twenty years helping construction and real estate companies build stronger operations. It's time we told you about the people who make that possible — and why they're the real reason our clients trust us.

Why This Series Exists

Alliance Solutions Group has been a Sage partner since 2005. We've grown into Sage's #1 Intacct partner in North America. We serve electrical contractors, general contractors, real estate developers, mechanical and plumbing contractors, home builders, and fire & life safety firms across the country. Those are facts you can find on our website.

What you won't find — at least not until now — is what it actually feels like to work here. What our Monday mornings look like. Why someone who joined as a junior consultant six years ago is now leading an entire practice. How a team of roughly one hundred people manages to feel tight-knit even as we grow at a pace that would break most companies.

This series is going to change that.

We're Not a Tech Company That Happens to Have People. We're a People Company That Happens to Deliver Tech.

There's a difference, and it shows up in everything we do.

When a client calls Alliance, they don't get routed to a queue. They get a consultant who already knows their chart of accounts, their job cost structure, and their reporting headaches. That kind of service doesn't come from a playbook — it comes from people who are deeply invested in the outcome.

Our 4.9 client satisfaction score isn't a vanity metric. It's a reflection of a culture where people feel ownership over their work, trust in their leadership, and genuine connection to the mission. We protect that culture the same way we protect our client relationships — deliberately, and without compromise.

The Values That Actually Mean Something Here

A lot of companies list values on a wall and never mention them again. At Alliance, our values are operational. They shape how we hire, how we promote, how we handle conflict, and how we celebrate wins. Here's what they look like in practice — not in theory.

Velocity: Move with Purpose

We don't confuse speed with recklessness. Velocity at Alliance means we prioritize progress, cut through bureaucracy, and make decisions quickly so our clients aren't left waiting. When Sage releases a new feature, our team is already testing it. When a client hits a wall during implementation, we don't schedule a meeting about the meeting — we solve it.

Collaboration: Win Together

This is a team sport, and everyone here knows it. Our consultants share knowledge across practice areas. Our operations team anticipates what delivery needs before they ask. We break down silos because our clients' problems don't fit neatly into one department — and neither do our solutions.

Innovation: Lead, Don't Follow

We are Sage's top partner for a reason. Our clients trust us to stay ahead of the technology curve — whether that's AI-powered financial tools like Sage Copilot, new integrations through Alliance Connects, or workflow optimizations nobody else has thought of yet. Innovation here isn't a buzzword. It's an expectation.

Extreme Ownership: Own the Outcome

No finger-pointing. No passing the buck. When something goes wrong — and in complex ERP implementations, things do go wrong — our team steps up, takes responsibility, and fixes it. That accountability runs from the newest hire to the CEO. It's the standard, not the exception.

Client-Centric: Clients First, Always

We're building lifetime relationships, not closing transactions. Some of our client partnerships are approaching two decades. That doesn't happen because of a contract — it happens because every person at Alliance treats their clients' business like their own.

What You'll See in This Series

In the posts ahead, we're going to introduce you to the people who live these values every day. You'll hear from consultants who've helped contractors modernize decades-old financial workflows. From project managers who've guided multi-entity real estate firms through complex implementations without a single missed deadline. From the team members behind the scenes — in operations, in support, in people and culture — who make the engine run.

You'll get honest stories about what it's like to grow your career here, what we look for when we hire, and why people who join Alliance tend to stay.

If You're Reading This and It Resonates

We're growing. Fast. And we're selective about who joins this team — not because we're looking for perfect resumes, but because we're looking for people who care about the work as much as we do.

If you're a construction or real estate technology professional — or someone who's ready to become one — and you want to be part of something that's scaling without losing its soul, we'd love to hear from you.

Explore Career Opportunities in or Get to Know Us

This is the first installment of People Behind the Build, a series from Alliance Solutions Group exploring the culture, careers, and people that power construction and real estate technology. Follow along as we introduce the team behind the partnership.

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Why Specialty Contractors Lose Money on Work They've Already Done

A specialty contractor wraps up a long week. Two service calls. Three install jobs. One maintenance route across a dozen accounts. The crews did the work. The materials were used. The hours were logged on phones, on paper, in a foreman's truck. By the time the office team gets to billing on Monday, two service tickets are missing parts, one install job has materials assigned to the wrong phase, and the maintenance route has 14 hours that no one can definitively tie back to a contract.

The work was done. It was done well. But somewhere between the field and the invoice, between Friday and Monday, money slipped out.

This is the specialty contractor's quiet margin problem. Not bad jobs. Not bad bids. Just gaps in the system. The gaps live in the seams between modes of work, where the standard P&L does not show them and most contractors do not look.

The Margin Problem That Doesn't Show Up on the P&L

Specialty contractor revenue slips through revenue that should have been billed but wasn't, billed slowly enough to lose the contractual window, or billed with the wrong cost basis attached. None of that shows up in a standard P&L. The job shows as complete. The revenue shows as billed. The actual gap between earned revenue and captured revenue stays invisible until someone goes looking for it.

Most contractors don't go looking. The crews are busy. The customers are happy. The office is moving fast enough to keep up with the inbound. As long as the books close and the bills get paid, the loss stays hidden in the seams.

Why Specialty Contractors Leak Differently

Specialty contractors run more operating modes in parallel than other construction businesses. A single firm might run service calls, install jobs, and recurring maintenance contracts at the same time, often with the same crews moving between modes mid-week.

The three modes run on different billing structures, different cost flows, and different customer expectations:

• Service work runs on per-call billing, time and materials, or flat-rate billing depending on the customer.
• Install work runs on progress billing, draw schedules, change orders, and retainage.
• Recurring maintenance runs on contract billing, scheduled service routes, and parts replacement against entitlements.

On top of that, inventory moves between trucks, warehouses, and job sites every day. Field crews move between modes in the same week, sometimes in the same day.

A general contractor running pure project work has fewer modes, fewer billing models, and fewer paths for revenue to slip. A specialty contractor at $20 million in revenue can have the operational complexity of a $50 million GC, and the standard accounting tools were built for the simpler picture. That mismatch is where most of the leakage starts.

The Five Places Specialty Contractor Revenue Disappears

Five specific gaps absorb most of the lost margin. None are unusual. Every specialty contractor has dealt with all five at some point. The contractors that close them outperform.

1. Field hours that never get billed. Hours captured on paper, on phones, or in a foreman's truck that don't make it back to the right ticket or job before the billing cycle closes. A technician finishes a service call at 4 p.m., enters the time three days later, and the customer is billed for two hours instead of three. The hour is gone. Multiply across a year of service work and the lost revenue is real money.

2. Materials assigned to the wrong job. Pulled from a truck or warehouse without a clean record of where they ended up. The cost of the goods is recorded against inventory. The job that consumed them is not. The job runs over budget on margin reporting that looks fine. The customer is billed correctly, or under-billed, depending on which side of the gap the materials landed.

3. Service tickets billed in the wrong period. Work performed at the end of a month that does not make it onto a customer invoice until two cycles later. Revenue recognition lags. Billing windows close. Customer disputes get harder to win because the supporting documentation has aged.

4. Change orders that fall outside the billing window. Work performed on verbal authorization, never formally documented, and discovered too late. In service and install work, change orders often start as verbal approvals in the field. By the time they are documented, approved, and billed, the window to collect can be gone. For specialty contractors running service plus install plus maintenance, the rate of change inside any single customer relationship often runs higher than that project-level average.
   

Maintenance work that doesn't tie back to a contract. Hours and parts logged against a customer but not against the specific service contract they are entitled to. Either over-billed and disputed, or under-billed and absorbed. Either way, margin lost.The Cost of Already-Done Work

The financial impact of these gaps is bigger than most contractors realize because it compounds across hundreds of small transactions instead of showing up in one obvious place.

Accenture estimates that up to 80 percent of transactional finance work is automatable. The gaps above are mostly transactional, which means almost all of them are addressable. Industry research shows that 52 percent of accounts payable teams still spend more than 10 hours a week processing invoices manually, with 60 percent of teams re-keying invoice data into the accounting system by hand. The same manual reality drives the AR side, where billing accuracy and timing depend on how cleanly field data lands in the office.

Translate the macro numbers into a contractor-level picture. A specialty contractor at $20 million in revenue, leaking 1.5 to 3 percent of revenue through the gaps above, is losing $300,000 to $600,000 of margin annually on work that was already done. The contractor that closes the gap is not earning new revenue. The work is done. The revenue just never makes it to the invoice.

Where Already-Done Work Falls Out of Billing

Most of these gaps trace back to one issue: how field activity becomes billable data.

Mobile time capture in real time is not the same as paper or end-of-week batch entry. Inventory tracking by truck and job is not the same as inventory tracking by warehouse only. A service ticket captured at the point of work, with photos and signatures, is a different document than a ticket retyped from a clipboard three days later. Change order documentation captured in the field with a customer signature is enforceable in a way that an email thread is not. Approvals routed automatically by dollar threshold and project move faster and document better than approvals routed by email.

The field-to-office gap is where specialty contractor margin lives or dies. The contractors that close it earn back the leakage as net margin. The ones that don't keep paying the same hidden tax every cycle.

What Modern Specialty Contractor Software Actually Does

The right financial system for a specialty contractor does a few specific things. It does not just record transactions. It connects the parts of the business that the standard accounting tools were not designed for.

Specifically, it:

• Runs service work, install work, and maintenance contracts in one financial system, not three
• Supports real-time job costing tied to field activity instead of month-end batch posting
• Tracks inventory across job sites, trucks, and warehouses, with cost following the materials
• Supports multiple billing models in one system: progress, time and materials, per-call, flat-rate, and contract
• Is cloud-native with open APIs so the rest of the technology stack can integrate without custom builds
• Produces role-based dashboards so owners, controllers, service managers, and project managers see what they need without exporting to spreadsheets
• Uses AI-assisted automation in accounts payable, approvals, and routine billing

Where Sage Intacct Construction Fits

Specialty contractors need a system built for service, install, and maintenance running side by side. With Sage Intacct Construction, field activity flows into real-time job costing as the work happens. Inventory follows the materials across trucks, warehouses, and job sites. The billing models specialty contractors actually use, including per-call, time and materials, flat-rate, progress, and contract billing, all run inside the same system without the manual reconciliation that produces the gaps above.

For specialty contractors specifically, AI-assisted automation in accounts payable and approvals removes the manual layers that absorb staff hours every week, and role-based dashboards put service managers, controllers, and owners on the same page.

Alliance Solutions Group makes the platform fit. As Sage's number one Intacct partner in North America, with over 20 years of construction-only focus, the team configures Sage Intacct Construction around how specialty contractors actually run, not around how generic accounting software thinks they should.

A Five-Minute Self-Check for Specialty Contractors

Run this checklist with the leadership team. Each statement is either true today or it isn't. Count the false answers.

1. Field hours from yesterday are visible in the billing system today.
2. Service work, install work, and maintenance contracts all post to the same financial system.
3. The team can name the dollar value of work performed but not yet billed across active service customers within five minutes.
4. Materials moving from a truck to a job carry their cost with them automatically.
5. Most service tickets are billed within seven days of the work being performed.

Two or more false answers means the field-to-office gap is open wide enough to cost real margin. Three or more means the recapture work pays for itself almost immediately.

Find the Path That Fits Your Trade

Specialty contractor financial complexity looks different by trade. The right next step depends on which work the firm spends the most time on and which gaps cost the most.

Electrical Contractors 

Mechanical Contractors 

Plumbing Contractors 

Fire & Life Safety Contractors

Frequently Asked Questions

Where do specialty contractors lose the most revenue? Specialty contractors most often lose revenue in five places: field hours that don't get billed, materials assigned to the wrong job, service tickets billed in the wrong period, change orders that fall outside the contractual billing window, and maintenance work that doesn't tie back to a service contract. All five are gaps in the data flow between the field and the financial system. Closing those gaps recaptures margin the contractor already earned.

Why is specialty contractor accounting different from general contractor accounting? Specialty contractors run service work, install work, and recurring maintenance in parallel, often with the same crews moving between modes mid-week. They use multiple billing models, including per-call, time and materials, flat-rate, progress, and contract billing. They track inventory across trucks, warehouses, and job sites. General contractors typically run pure project work with fewer billing models and a more concentrated inventory pattern. The financial system has to support that complexity natively, not through workarounds.

How does Sage Intacct Construction handle service work, install work, and maintenance contracts in one system? Sage Intacct Construction unifies the financial picture across service, install, and maintenance work in one system rather than three. Real-time job costing ties to field activity. Inventory follows the materials across trucks, warehouses, and job sites. Multiple billing models, including progress, time and materials, per-call, flat-rate, and contract, run in the same system. Role-based dashboards put service managers, controllers, and owners on the same page. The result is one financial view across all three modes of work.

What is the 90-day billing rule and why does it matter for specialty contractors? Many construction contracts include a clause stating that if a change is not billed within 90 days of being identified, the customer is not legally obligated to pay it. For specialty contractors running on manual or partially manual change documentation, that window can close before the change ever gets formally captured. The contractual exposure is the reason change documentation needs to live inside the financial system, not in email threads or spreadsheets.

How long does a typical Sage Intacct Construction implementation take with Alliance? Implementation timelines vary by the size of the contractor, the number of entities or service routes, the trades served, and the complexity of the existing financial environment. Alliance Solutions Group runs a proven go-live discipline that focuses on faster implementations, cleaner data migration, and stronger ROI from day one. The conversation about timeline is best had with an Alliance expert who can scope the specific situation.

What does Alliance Solutions do for specialty contractors? Alliance Solutions Group helps specialty contractors run service work, install work, and recurring maintenance in one financial view. The team configures Sage Intacct Construction to match how field, service, and finance teams actually work. Alliance is Sage's number one Intacct partner in North America, with over 20 years dedicated to construction and real estate. Real people, real expertise, support that knows you by name.

The Move That Pays for Itself This Quarter

Closing the field-to-office gap is not a transformation project. It is a sequence of specific moves a specialty contractor can start this quarter:

• Capture field hours and service tickets at the point of work, not in batch
• Tie inventory cost to the job that consumed the materials
• Bill service tickets inside seven days of the work
• Document change orders inside the financial system, not in email
• Match maintenance work to the contract entitlement before invoicing

Each move recaptures a slice of margin that the contractor already earned. Done together, they close the gap that absorbs most specialty contractor margin loss.

Take a self-guided product tour to explore Sage Intacct Construction on your own time, or book a product demo to see what a real-time financial stack looks like for a contractor your size.

The Real-Time Financials Every GC Needs to Protect Margin in 2026

A general contractor closes the books on a strong quarter. The team posts the final journal entries on day 12. By day 14, the numbers are clean enough to share with leadership. Two jobs came in a full point of margin under plan. One that was projected for 8 percent landed flat. Nothing went obviously wrong. No big change order dispute, no sub default, no cost spike anyone could point to. The margin leaked across the quarter. Now those projects are 80 percent complete, and the outcome is locked in.

Nobody made a bad decision. The decisions were made on stale data.

Real-time financials are no longer a competitive advantage. They are the operating standard. The contractors holding margin in 2026 run finance on the same clock as their projects.

The 2010 Close Cycle in a 2026 Construction Market

Construction did not get more complicated by accident. Owners are running tighter capital plans. Sureties are scrutinizing portfolio risk on a rolling basis instead of an annual one. Lenders are asking for current data before every draw. Subcontractors and suppliers are bidding tighter and updating commitments faster. The buyers, the regulators, and the partners all expect a current view of every active job.

The finance function has not kept pace. A construction finance team closing in 10 to 15 days is reporting on a portfolio that has already moved on. WIP reports built on month-old commitment data overstate margin until the actual cost catches up. Change orders sitting in approval queues age out of contractual billing windows before they get billed. By the time the picture is clean enough to act on, the picture is no longer accurate.

The gap between the project clock and the finance clock is where margin leaks. Closing it is the work.

The Four Places Margin Leaks Between Closes

There are four places GC margin leaks. All of them trace back to one root cause: data that does not reach the financial picture in time to inform a decision.

Change orders that age in the workflow. The Construction Industry Institute has found that more than 35 percent of construction projects experience major changes during execution. Change orders are the most common cause and the most expensive when they age. Many construction contracts include a 90-day clause: if a change is not billed within 90 days of being identified, the owner is not legally obligated to pay it. A change order that takes 45 days to approve and 30 days to bill leaves a thin margin for anything else to slow it down.

For a deeper look at how undocumented change requests cost contractors, see (Internal link: Why Electrical Contractors Lose Money on Undocumented Change Requests).

WIP blind spots from disconnected sub and supplier data. Subs and suppliers update on different cycles. Some send commitments weekly. Some send them at month-end. Some send them when they remember. A WIP report built on outdated commitment data reads optimistic until the actual cost catches up, at which point the project is past the point where the team could have intervened. The finance team is not making bad WIP. The finance team is making accurate WIP from inaccurate inputs.

"Being able to go through that workflow in my ERP means that you don't have any delays in my data. You get real-time updates for all of my projects because you can manage my change order process right in the ERP."
- Lorianna Garza, Alliance Solutions Group

Manual consolidations that delay every decision. GCs with multiple entities often spend the first half of the month on consolidation. Intercompany eliminations, allocations, and entity-level adjustments stack up. Decisions wait. By the time the leadership team sees the full picture, the picture has aged a week or two. The GCs that stay ahead are the ones spotting overruns early, not consolidating faster after the fact.

Owner and surety transparency demands. Sureties want updated WIP weekly. Owners want job cost rollups on demand. A finance function that can only deliver on a monthly cadence creates friction at every check-in. It also produces a competitive disadvantage at bond renewal time, when underwriters compare a contractor running real-time reporting against one running monthly close. The contractor with current data wins the conversation.

"No owner or developer wants to know about a change order when we're a month away from completing a job and we think we're going to make a ton of money on this job, and now I have a $400,000 change order I had no idea about that was from 90 days ago and I'm just now hearing it."
- Spencer Doak, Alliance Solutions Group

These four leaks compound. They are not separate problems. They are four symptoms of one problem.

What Real-Time Financials Actually Means for GCs

Real-time is not a marketing term. For a general contractor, it has a specific operational definition:

• Job cost data posted within hours of the field activity, not at month-end
• Committed cost reconciled against actual cost continuously, not in a quarterly cleanup
• WIP and cash positions current as of the last business day, not the last close
• Change orders that update the project budget and the client contract in one action
• Consolidations across entities that run automatically

Bond-ready reporting available on demand, not pulled together when the underwriter calls

The shift is not about replacing accountants with software. It is about replacing the calendar that the accounting function operates on. Finance teams running real-time financials still close the books. They just stop using close as the only moment leadership can trust the numbers.

The Cost of Operating on a Monthly Cadence

The financial impact of operating on a delayed cadence is bigger than most contractors realize because it is distributed.

Industry research shows that 70 percent of construction firms experienced late owner payments in the past 12 months. Layered on top of slow internal cycles, that creates 60 to 90 day revenue gaps where the contractor is financing the project out of working capital. McKinsey research shows construction productivity has lagged the manufacturing sector by roughly nine times over the past 50 years. The drag is mostly in the spaces between systems, not in the work itself.

Translate those macro numbers into a portfolio picture. A GC running 30 active jobs at any given time, processing roughly 450 change orders annually, closing on a 12-day cycle, and consolidating five entities is operating with a built-in lag between work performed and decisions made. If 1.5 percent of revenue leaks across that lag, a $200 million firm leaves $3 million on the table every year. Closer to 3 percent and that number doubles. The math gets uncomfortable fast.

The contractors that close the lag earn the leakage back as net margin. It is not a growth lever. It is a recapture lever. The revenue is already on the table.

What Real-Time Visibility Actually Produces

The change is not just faster reports. It is what the team can do with the time the reporting frees up.

EPX, an Alliance customer in El Paso, Texas, moved to a connected financial system and reorganized an accounting function that used to require more staff to operate with two people. Automation, AI, and integrated workflows eliminated the manual layers that used to absorb a full team's worth of effort. The team did not get smaller because the work shrank. The team got reorganized because the work changed. Real-time financials redirect finance attention from data assembly to decision support.

Read the EPX case study for the full picture.

Where Sage Intacct Construction Fits

Sage Intacct Construction is a cloud-native construction ERP built for the financial complexity contractors actually run. It is the AICPA's preferred accounting solution and a leader in midmarket finance. More than 50,000 construction businesses use Sage, and 48 percent of the ENR Top 400 contractors use Sage as their financial platform.

For general contractors, Sage Intacct Construction delivers real-time job costing tied to field activity, multi-entity consolidation that runs automatically, change order records tied directly to the project budget and the client contract, and audit-ready WIP available on demand. It replaces the disconnected layers that produce the leaks above with a single financial picture that updates in the same cadence as the work.

Alliance Solutions Group is Sage's number one Intacct partner in North America. Implementation, configuration, and ongoing support are built specifically for construction and real estate firms. See how Alliance helps GCs control margin and master change.

A Diagnostic GCs Can Run This Week

Most leadership teams overestimate how current their financials actually are. A five-minute self-assessment will surface the gap. The questions below are the ones a CFO, COO, or president can ask the team and get a clear answer to in under ten minutes.

If your team cannot answer these immediately, that's the gap.

Visibility cadence

• How long after a job's last field activity does updated job cost data show up in the financial system?
• How current is the WIP report that was last shared with leadership?

Decision speed

• Can the finance team produce an audit-ready WIP rollup for a surety call within one business day?
• Can a project manager price a change order with confidence the same day it comes in, using current cost data?

Consolidation overhead

• How many business days does month-end close take across all entities?
• What percentage of the close calendar is spent on consolidation work that could be automated?

If four or more answers are unclear, the visibility gap is your margin gap.

Frequently Asked Questions

What does real-time financial visibility mean for general contractors? For a GC, real-time financial visibility means job cost data posted within hours of the field activity, committed cost reconciled against actual cost continuously, WIP and cash positions current as of the last business day, change orders that update the project budget and client contract in one action, consolidations that run automatically across entities, and bond-ready reporting available on demand. It is the operational shift from publishing the truth once a month to running on it continuously.

Why are real-time financials becoming the standard in construction? Owners are running tighter capital plans, sureties are scrutinizing portfolio risk on a rolling basis, and lenders are asking for current data before every draw. The buyers, regulators, and partners around a construction project have all moved to a real-time clock. A finance function operating on a monthly cadence creates friction at every check-in and gives competitors with current reporting a clear advantage at bond renewal time.

How does Sage Intacct Construction support real-time job costing for general contractors? Sage Intacct Construction posts field activity, costs, and commitments to the financial system as the data is captured, not at month-end. Project budgets, change orders, and client contracts are tied to live records that update together. Multi-entity consolidations run automatically. Project managers, controllers, and leadership see the same data on the same cadence as the field, which closes the gap between what is happening on the job and what shows up in the books.

What is audit-ready WIP and why do sureties care about it? Audit-ready WIP is a work in progress report that is current, accurate, and supported by the underlying transaction data, available on demand without manual rework. Sureties care about it because they evaluate bonding capacity based on the contractor's portfolio risk, and a WIP report that takes weeks to assemble or that relies on month-old commitment data signals a finance function that may not catch problems early. Contractors with audit-ready WIP available on demand expand their bonding capacity faster.

How long does a typical implementation of Sage Intacct Construction take with Alliance? Implementation timelines vary by the size of the contractor, the number of entities, and the complexity of the existing financial environment. Alliance Solutions Group runs a proven go-live discipline that focuses on faster implementations, cleaner data migration, and stronger ROI from day one. The team configures Sage Intacct Construction to match how field and finance teams actually work. The conversation about timeline is best had with an Alliance expert who can scope the specific situation.

What does Alliance Solutions do for general contractors? Alliance Solutions Group helps general contractors streamline construction accounting by bringing every project, partner, and cost into one real-time financial view. The team configures Sage Intacct Construction to match how field and finance teams actually work: fast, transparent, and built for long-term growth. Alliance is Sage's number one Intacct partner in North America, with over 20 years dedicated to construction and real estate. Real people, real expertise, support that knows you by name.

The Standard Is Shifting Faster Than the Finance Calendar

The general contractors winning the next bid cycle, the next bond renewal, and the next round of margin pressure are the ones already operating on real-time financials. The contractors on a monthly cadence are not behind because they are doing the wrong things. They are behind because the standard moved.

The work to catch up is not glamorous. It is system work, process work, and change management. It pays for itself in margin recaptured on jobs already underway, in faster bond renewals, in shorter close cycles, and in decisions made on data the team can trust.

The finance calendar that worked in 2010 is not coming back. The question is whether the finance function moves with the rest of the construction industry or stays behind.

Take a self-guided product tour to explore Sage Intacct Construction on your own time, or book a product demo to see what a real-time financial stack looks like for a contractor your size.