Find out whether the org behind your bids, backlog and project handoffs is still sound, or whether years of one-off fixes have made it fragile.
For contractors, a health check traces the path from a lead or invitation to bid through estimating, award and handoff to operations. We look at how bids, projects, general contractors, owners and subcontractors are stored, whether backlog reports agree with accounting, and who can see bid pricing. We also inventory the custom objects and fields that were added for particular divisions or jobs. You get a ranked set of findings covering security, data and technical debt, with the items that could affect a live bid or an active project marked for attention first.
Construction relationships do not fit a simple account and opportunity picture. The same firm can be your client on one job, your partner on a joint venture and your competitor on the next bid. Architects, engineers and owner representatives influence awards without buying anything. That complexity pushes teams to improvise, so we often find parallel objects for projects, duplicated company records and opportunity stages that mean different things in each division. Bid numbers are also highly sensitive before award. Finally, superintendents and project managers work on site, so any review has to consider mobile access and what happens when a phone is lost.
We compare how opportunities, bid packages and awards are recorded across divisions, and whether win rates and backlog can be trusted. Stage definitions, required fields at bid submission and lost-reason values are checked for consistency. Where estimating totals are typed in by hand rather than synced, we flag the risk of pipeline figures drifting from the estimate that actually went to the owner.
General contractors, subcontractors, owners and design firms often exist several times under slightly different names, or as a mix of accounts and contacts. We measure the duplication, look at how companies are classified by role, and recommend a model that lets one firm play different roles on different projects without creating another record each time it appears. Role picklists are checked for consistency across divisions.
Pricing before award, joint-venture terms and fee structures should be visible to a small group. We test sharing rules, role hierarchy, report folders and list views to see who can reach that information, including field staff, former employees and any partner users. Overly broad export permissions are listed separately because they are the fastest way for bid data to leave the building.
Construction orgs tend to grow custom objects for projects, prequalification, safety records and change orders, often built by different admins. We catalog each one, check whether it is still used and identify overlaps, such as two project objects feeding different reports. Unused fields, dead flows and abandoned installed packages are listed with a recommendation to retire, consolidate or keep. Each recommendation notes which reports depend on it.
We begin with the business development lead and the person responsible for estimating, since bid data is where most risk concentrates. Project executives and one or two superintendents follow, so we see how the system is used after award. All review work uses read-only access, and we avoid any change during an active bid deadline. Findings go to leadership as a short list ordered by risk to bids and projects, then to your admin as a detailed worksheet that can be worked through in order.
We check whether estimate totals, scope and bid dates reach Salesforce automatically or by rekeying, and where the two records already disagree.
We confirm how awarded work is handed off, whether project identifiers match on both sides, and whether status updates flow back so account teams see progress.
We review how contract values, change orders and billings reach Salesforce, and whether backlog reports use accounting figures or older numbers captured at award.
Many contractors run commercial, industrial and service divisions in one org. A review should confirm whether shared objects and automation are intended, or whether one division's changes are quietly affecting another's reports, stages and assignments, and should recommend clearer boundaries where they are needed.
Phones and tablets on site are lost, shared and replaced often. Check session settings, mobile security policies and how quickly access can be revoked. A shared device logged in under one supervisor can expose bid and client data to anyone who picks it up.
Before adding AI summaries or forecasting agents, agree on what backlog, award and win mean in your company. If divisions calculate those differently, any automated report or agent answer will be confidently inconsistent, and leaders will stop trusting it quickly.
Client names are anonymized.
It can be. Joint-venture partners sometimes receive portal access or shared reports, and the terms of each venture may restrict what they should see. We check how ventures are modeled, who has access to venture opportunities and fees, and whether any external users can reach records outside their venture. The findings are written so your legal team can review them.
Usually it can explain the gap. Common causes include contract values captured at award and never updated for change orders, projects split differently in each system, and missing links between the opportunity and the job number. We trace a sample of projects end to end and show exactly where the figures diverge, which is more useful than a general warning.
If they live in Salesforce, yes. Subcontractor prequalification, insurance certificates and safety documentation often sit in custom objects with expiring dates. We check whether reminders and validation actually fire, whether files are stored in a sensible place, and whether sensitive documents such as financial statements are restricted to the people who evaluate them. Expired certificates still marked valid are counted.
For contractors with a service division, yes. We review work order types, scheduling policies, technician permissions and how service contracts link to the original construction project. Service teams often inherit a configuration built for new construction, and the review shows where that mismatch is slowing dispatch, billing or follow-on sales to the same building owner.
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