Fractional COO for General Contractors doing $3M to $20M
In 90 days, I build the operating system your team runs without you.
Job costing you trust before the job closes. Subs who can't get paid without a signed waiver. PMs who stop texting you at 6:47 on a Sunday.
Certified Monday.com Partner
✳︎
HoneyBook Educator
✳︎
Asana Ambassador
✳︎
21 years of operations experience
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Certified Monday.com Partner ✳︎ HoneyBook Educator ✳︎ Asana Ambassador ✳︎ 21 years of operations experience ✳︎
You built a business. You did not mean to build a job you cannot leave.
Every builder I work with says the same thing. They have a team, they have jobs, they have revenue. But they cannot step away because everything runs through them. Change orders wait on their approval. The PM texts before making a call. Buildertrend and QuickBooks disagree about what a job actually costs.
That is not a people problem. That is a system problem. And it has a fix.
If two of these are true, we should talk.
You are the process.
Every change order waits on your approval. Every selection question routes to you. Your PM texts before making a call he is fully capable of making, because that is what he has been trained to do. The company moves at exactly the speed you answer your phone.
Jobs close below the estimate and nobody knows why.
You budgeted 18 percent. It closed at 11. Somewhere in there was an unbilled change order, a backcharge nobody captured, and rework caught at punch. It never shows up as a line item. It shows up as a number that is smaller than it should be.
Compliance runs on goodwill.
Lien waivers chased by hand. Certificates of insurance that expired in March. Subs mobilizing before a signed scope is on file. It works right up until the day it does not, and that day is expensive.
None of this is a people problem. Your team is not lazy and your PMs are not incompetent. They are running a business that was never given a system.
THE BUYOUT
Ninety days. Three phases. Then it runs without you.
I map how work actually moves from signed contract to closeout. You get the process map, a systems audit of Buildertrend and QuickBooks, and a ranked list of the three things costing you the most.
Diagnose (days 1 to 21)
We install the three that matter most. Job cost control. Sub compliance and payment gates. Sales-to-build handoff. Field-to-office flow.
Build (days 22 to 60)
PM scorecards, weekly operating cadence, an owner dashboard, and live training so it survives contact with a Tuesday in July.
Install (days 61 to 90)
Results That Speak for Themselves
HEY, I'M ALI
I don't coach from the outside. I operate inside the business.
I work with contractors who have unintentionally become the operating system of their own company. Twenty-one years in operations, and right now I sit inside a custom home builder as their fractional COO. I speak job costing, buyout, lien waivers, retainage, and selections. You will not spend the first three weeks teaching me your industry.
I'm not here to give you a framework and wish you luck.
I'm here to install it, enforce it, and stay until it works.
You bid 18. Close 18.
Ninety days from now, your team runs the system instead of running to you. Change orders get billed. Subs can't get paid without a signed waiver. Your PMs make the calls they're already qualified to make.
Twenty-one years in operations. One contractor per market.