Your outsourced engineering, estimating, and project controls department.
Slow bid turnaround. Late schedule updates. No real earned-value visibility. PMs and estimators stretched thin. We function as your outsourced engineering, estimating, and project controls department built specifically for heavy civil and utility contractors.
- Estimating
2–3x
Bid throughput per quarter without growing the in-house estimating team. Senior estimators back to pricing, not measuring pipes.
- Project controls
Weekly
Schedule updates, progress tracking, and earned-value reporting on a cadence PMs and commercial teams can actually rely on.
- Engineering
On demand
Method statements, constructability reviews, and CAD support without queuing for senior engineer time.
Weekly report · M7 Upgrade
Drafted · 2 min ago
Site issue · Trench shoring inspection
Routed to PM · awaiting close-out
RFI 142 · Slab penetrations
Cited from Spec 03 30 00 §3.2
Tender intake · Stage 4 Civil
Scope extracted · 11 trades
Trusted by operators across construction, infrastructure, and utilities
Client identities held in confidence
The capacity problem isn't your team. It's the workload.
SME civil and utility contractors win by being fast, accurate, and disciplined on margin. The work that gets in the way of all three is the same six problems we see in almost every business we walk into.
Bid turnarounds too slow to pursue every opportunity
Senior estimators spend the first week of every tender on takeoffs and scope chasing. By the time pricing starts, the deadline is already pressing, and pursuits get dropped.
Schedule updates arrive late, after slippage has already cost the job
PMs run schedules in the gaps between operational decisions. Updates show up weeks late, and problems are visible only after they've already eaten float and margin.
No real earned-value visibility across the portfolio
PV, EV, AC, CPI, SPI. The data exists but nobody has time to assemble it. Commercial position is a monthly best-guess, not a weekly fact base.
PMs and estimators stretched thin, burnt out, hard to retain
The capacity gap doesn't close by working harder. Senior staff leave because every week is the same fight to keep up, and replacing them costs more than fixing the workflow.
Method statements and constructability reviews bottleneck delivery
Engineering review work piles up between bid and build. Either senior engineers get tied up on it, or it goes late and the field pays for the rework.
Generalist outsourced providers don't understand civil contracting
Standard VA / BPO outfits aren't AS 4000-fluent and don't know the difference between a sewer takeoff and a piping isometric. The handover overhead eats the savings.
Operational improvements you can put on a board paper.
We instrument the work before, during, and after we start. ROI is reported the way you report project performance: with numbers, on a cadence, against an agreed baseline.
0–3x
Bid throughput per quarter
More tenders pursued without growing the in-house estimating team. Senior estimators back to pricing and judgement work.
Weekly
Schedule + EV cadence
Schedule updates, progress tracking, cost reports, and earned value delivered on a cadence PMs can actually plan around.
0h
Typical takeoff turnaround
From intake brief to delivered takeoff and bid tab. Fast enough to support real tender deadlines, not abstract SLAs.
0+
Office hours / week reclaimed
Across documentation, RFI drafting, and reporting. Capacity that goes back to delivery, not to chasing paperwork.
A focused set of services, built around construction operating reality.
No platform lock-in. No generic AI consulting. Every engagement is grounded in a specific operational outcome and a measurable change in cycle time, cost, or capacity.
Not a generalist BPO. A civil engineering operation that happens to be outsourced.
Most outsourced providers sell back-office capacity. We sell estimating, project controls, and engineering capacity, done by people who have stood on civil sites and know how a tender pack actually fits together.
Dimension
Who's doing the work
Generic outsourced VAs and admin staff cross-trained from other industries.
Civil engineers, senior estimators, and project controls professionals who have run jobs themselves.
Dimension
Domain fluency
AS 4000 and AS 2124 are acronyms. They'll learn, on your time.
AS 4000 / AS 2124 fluent from day one. Knows the difference between a waterline takeoff and a sewer takeoff.
Dimension
Format and handoff
Generic Excel returns that your team has to re-format into your in-house template.
Delivered in the format your estimators and PMs already use. Your team picks up where we leave off, with no re-keying.
Dimension
Engagement model
Project-based handovers with no operating cadence. You manage them like a vendor.
Embedded operating cadence: weekly drumbeat, named contacts, quarterly performance reviews against the baseline.
Dimension
Tools and integration
Works in their own tools. You get a deliverable, not an integration.
Works inside Procore, P6, MS Project, Asta, Aconex, and SharePoint. Whatever your team is already running.
A reliable production line for estimating, project controls, and engineering deliverables.
Intake → assigned engineer → drafted deliverable → QA review → delivered. Same person owns the work end-to-end, every time. No mystery, no black box.
- Step 01
Intake brief
Tender pack, programme, or scope dropped in via your existing tools: Procore, SharePoint, email, or a shared drive.
- Step 02
Assigned engineer
Picked up by a named civil engineer or senior estimator with relevant package experience. No round-robin pool.
- Step 03
Drafted deliverable
Takeoffs, schedules, cost reports, or method statements drafted in the format your in-house team already uses.
- Step 04
QA review
Second-pair-of-eyes review by a senior before anything leaves our side. Internal QA log retained for every deliverable.
- Step 05
Delivered
Returned to your team in your template, ready for in-house pickup. Two-business-day standard, faster on tender-critical work.
Construction, infrastructure, and utilities across AU, US, and UK markets.
We specialise in contracting and asset-owning environments. The operational patterns differ by sector, and so does the AI.
Embedded outsourced estimating department let an SME civil contractor pursue 30% more bids per quarter, without a single new hire
The estimating team was the ceiling on growth. Every tender consumed a week of senior estimator time on document review, scope extraction, and takeoffs before pricing could start. Pursuits were being dropped not because the work wasn't there, but because there was no estimating capacity left.
Senior estimators now start pricing on day two instead of day six. Bid throughput went up 30% in the first quarter without adding headcount, and win-rate improved on the pursuits that previously would have been rushed or dropped.
Operational impact
−0%
Tender review time, intake to pricing
+0%
Bids pursued per quarter
0
New in-house estimating hires required
Operational language. Operational outcomes.
Our work tends to speak for itself in the cycle-time and capacity numbers. But the operating reviews afterwards are the part we are proudest of.
“They came in talking about our operating model, not their technology. Within ninety days, weekly reporting was a non-event. That had been a recurring board topic for two years.”
Operations Director
Tier 1 Civil Contractor
“We have spent a lot of money on construction software. This is the first engagement that actually made the existing stack pay off, instead of asking us to buy something new.”
Chief Operating Officer
National Infrastructure JV
“Our estimators get a clean handover pack on day one of every tender. Senior people now spend their time pricing, not reading PDFs.”
Head of Estimating
Mid-Market Builder
Common questions from operations and executive teams.
Where does your operation actually stand on AI?
Take the AI Readiness Audit. 10 questions calibrated for heavy civil, infrastructure, and utilities contractors. You'll get a scored assessment across seven operational dimensions and a prioritised action plan tailored to your situation.
~5 minutes
Ten questions, designed for executive teams to complete in under five minutes.
7 dimensions scored
Operations, documents, estimating, systems, field, billing, and readiness.
Personalised plan
Prioritised recommendations based on your answers, not a generic checklist.
Discuss your operational challenges with our team.
Most first conversations are 30 minutes. We'll share what is and isn't working in similar contracting businesses, and what we'd recommend for yours.