[ Pricing ]
Win the work. Run it. Control the business.
Three plans that follow how a contractor actually grows, and a fourth for outfits running several teams. 14 days free on any of them, no card.
Billed monthly. 14 days free first, no card.
Bid
Estimate and win the work.
The owner-operator or small estimating team
$79/mo
Per company. Every role, every person included.
Your own rates on every bid, and a proposal you are not embarrassed to send.
- People
- 2 included
- Active projects
- 20
- AI analyses
- 50 a month
Build
Most chosenEstimate it. Run it. Know what it cost.
The contractor with crews on the ground
$99/mo$149
Founding rate — billed monthly, and it stays yours
The day as it actually happened, posted to job cost through one approval.
- People
- 5 included
- Active projects
- No limit
- AI analyses
- 250 a month
Control
Run the contractor business from bid to cash.
The established company with PMs, vendors and office staff
$169/mo$249
Founding rate — billed monthly, and it stays yours
What was promised, what was committed, what it cost, and who has paid.
- People
- 10 included
- Active projects
- No limit
- AI analyses
- 750 a month
Business
Control multiple teams, projects and divisions.
Larger contractors and multi-team operations
$399/mo
Per company. Every role, every person included.
One company, several divisions, one set of books.
- People
- 25 included
- Active projects
- No limit
- AI analyses
- 2,000 a month
Every plan includes every role, every person in the company, and the free calculators.
Who each plan is for.
The plans follow how a contractor grows, not how many people he has. Start where the problem is — a bigger plan does not make the smaller one better, it adds the next stage of the job.
Bid
You are losing time on estimates, not on paperwork
Takeoff, your own rates, overhead and margin, and a proposal you can send. Twenty active projects and two office seats.
Move up when the field stops telling you what a job actually cost.
Build
You have crews out and no idea how they are doing until it is over
Everything in Bid, plus daily field logs, production against the plan, and cost that lands on the job the morning after the day happened.
Move up when vendors, purchase orders and change orders start costing you money.
Control
The jobs are running and the office is the bottleneck
Everything in Build, plus vendors and subs, purchase orders, change orders, progress billing with retention, payables, forecasting and the four reports.
Move up when you are running more than one book of work.
Business
Several teams, and you need to see them apart
Everything in Control, plus divisions — separate views of the same company, so excavation and utilities can be read on their own.
The full product, twenty-five office seats.
What is in each one.
Grouped the way the week is, not the way the database is. A row marked in build is on the plan and not yet deployed — we will not tick a box for something you cannot open today.
Scroll the table sideways →
| Feature | Bid | Build | Control | Business |
|---|---|---|---|---|
| Estimate | ||||
| Plan takeoff | ● | ● | ● | ● |
| Rates, calculators and the estimate builder | ● | ● | ● | ● |
| Customer-facing proposals | ● | ● | ● | ● |
| Job costing | ● | ● | ● | ● |
| Field | ||||
| Daily logs — crews, machines, hours | — | ● | ● | ● |
| Production, planned against actual | — | ● | ● | ● |
| Hauling, loads and dump tickets | — | ● | ● | ● |
| Documents and photos | — | ● | ● | ● |
| Manage | ||||
| Customers and follow-ups | ● | ● | ● | ● |
| Vendors and subcontractors | — | — | ● | ● |
| Purchase orders and committed cost | — | — | ● | ● |
| Change orders and the revised contract | — | — | ● | ● |
| The week board | — | — | ● | ● |
| Control | ||||
| Progress billing and retention | — | — | ● | ● |
| Invoices and cash received | — | — | ● | ● |
| Vendor bills and three-way matching | — | — | ● | ● |
| Forecast and projected profit | — | — | ● | ● |
| WIP, aged receivables and payables | — | — | ● | ● |
| Divisions | — | — | — | ● |
| Assistance | ||||
| AI Contractor Analyst | ● | ● | ● | ● |
What the price does not do.
Priced per company, not per seat.
A two-truck outfit is not an enterprise, and putting a second foreman on it should not cost more than putting a second shovel in the truck. Every plan includes every role.
Your rates never leave your company.
What your machine costs per hour is a competitive fact about your business. It is not pooled into an industry average, sold as a benchmark, or shown to anyone outside your organization — that is a property of how the data is stored, not a policy we could quietly change.
A foreman cannot see a wage.
On any plan. He assigns people and machines by name and never sees what they cost, because that is built into the permission model rather than sold as a tier.
You can take your data out.
Work in progress, aged receivables, aged payables and cost by code export as CSV. An estimate you built here prints as a proposal. Nothing is held hostage to keep you subscribed.
Why the calculators stay free.
A free tool that hides its answer behind a signup is not a free tool. The number is yours the moment it is computed, whether or not you ever open an account.
What a plan adds is memory: your rates, saved once and reused; your estimates, versioned instead of overwritten; your crews’ days, recorded where they happen; and, once the job is done, what it actually cost against what you said it would.
If the calculators are all you need, use the calculators. They are here, and they are not going behind a wall.