Clean numbers for your roofing company, and the operator who keeps them that way.
Software I built gives you the whole picture from the systems you already have. I keep your books closed weekly and build what the business needs next. Limited to 10 partner companies, one per market — never a competitor of yours.
Dashboard fed by AccuLynx + QuickBooks
A little bit of this, a little bit of that. Pulling the relevant data from both systems gives you the complete picture you need to make smarter decisions. Growing sales is the lever everyone talks about. Uncontrolled costs are why many companies are still barely surviving despite record years.
The problem
AccuLynx and QuickBooks each hold half of your costs.
Both systems have a place for job costs, but most use AccuLynx, since that’s where your production team lives.
Your P&L lives in QuickBooks, and while it has a place for job costs, keeping it current is manual, and nobody has the hours. So your P&L Cost of Goods Sold is never the total of your job costs, and bills get paid by what they look like. The IRS doesn’t necessarily care, but you absolutely should.
What you get
Four hires you don’t have to make. One you do.
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01
AP Clerk
Every invoice — suppliers, subs, anyone else — and every field receipt gets digitized. Nothing lives on paper.
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02
Job-Cost Coder
Every cost matched to a job and a cost code, posted to QuickBooks the same day.
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03
Controller
Every bill checked against what was expected before it’s paid. Duplicates and unknowns held for a human.
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04
Analyst
AccuLynx and QuickBooks matched on the job number. Margin by job, cash in WIP and AR, labor and vendor spend — current when you look.
Software I built does the reading, the matching and the checking. A person — me, or someone on your team — approves every cost before it posts. Nothing lands in QuickBooks unseen.
It runs on what you already have. Your team does less than before, not more.
how it works →Who you’re hiring
The clean books are the entry point, not the product. What you’re hiring is the person.
I built this inside Emerald Exteriors, a 16-year-old roofing company in Omaha, after its owner hired me to get things in order for an SBA loan. Before Emerald I ran driver-facing technology at Werner Enterprises — a team of product owners and forty-plus developers. I now manage AI developers the same way I managed them.
The role is a shared executive: a seat on your leadership team, your books kept current, and whatever the business needs built next. Raise an operating problem — or I’ll show you one I can see in your numbers — and I build the answer, whether it’s reporting, code, or another AI team member. Not a ticket in a queue at a software company. Not a feature request delivered in eighteen months. Days. Built once, and every partner company gets it.
One partner company per market means a lot of road, perfect for my Sprinter-based HQ. I’d rather be in your shop than on a call.
Michelle Cali more about me →
This doesn’t scale, and it isn’t meant to. Ten partner companies is the whole business.
Proof
“I’d done the coaching. I knew what the numbers were supposed to look like. I just couldn’t get my hands on them without a lot of manual effort that nobody had time for.”
Bill O’ConnorOwner & Founder
Every cost lands on a job now. The leakage stopped being invisible — including a $7,500 materials invoice billed twice, from a supplier you’d think was large enough to have it together. The books close every week instead of every March, and that reporting is what the bank read when Emerald’s SBA loan was approved.
A lender or a buyer can only read as far back as your books are clean. Every month on clean numbers is a month of history that exists when you need it.
Bill takes reference calls. Ask me and I’ll set it up.
I don’t want to sell you software. I’m asking you for a job.
Thirty minutes on a Google Meet call. You’ll see it running in the first five, and we can quickly figure out if I’m a good fit.