A project system built around how the team works.
A 400+ MW EPC and RESCO developer in Delhi ran its sales well on a CRM. Everything after the signature ran on a tool that didn't fit. This is the system we built for that part — and the team runs on it every day.
The problem. The tool had its own idea of a project.
An off-the-shelf project tool knows tasks and milestones. This business runs residential rooftops, RESCO projects and government tenders through the same team — and each moves differently. The tool couldn't hold that, so the real process moved out of it.
- Every project began as a copy. The won order was re-typed from the CRM, because the two didn't share a record.
- The stages that mattered didn't exist. Design QA, procurement holds and site QA/QC lived in a sheet beside the tool.
- Every role kept its own tracker. A WhatsApp group for every site, more for procurement, payments and execution. No single view was true, so delays surfaced when the customer called.
The method. We sat with each role until the system matched how they work.
Not a requirements workshop. We watched the actual day — the sheets, the WhatsApp groups, the calls — for each person who touches a project, from the site engineer to the CEO.
- Sit with each role.Project managers, procurement, site engineers, design, finance, sales and the CEO. What they check first, what they chase, what they re-type.
- Draw it before building it.Every role's screen prototyped and walked through with the people who would use it, until they recognised their own day in it.
- Build in the order the problems showed up.Handover first, then the stage chain, then the views that let each role — and the CEO — see what's blocked.
- Stay on.The system keeps changing as the business does. We're still building it.
What it covers. Only what's live today.
- Survey
- Design QA
- Procurement
- Execution QA/QC
- Handover
- O&M
A project is created from the signed deal — site, sizing, price and contacts carried over. Nobody re-types anything.
The CEO dashboard names what's blocked, by how many days, and why — including delays that sit with outside authorities, flagged early, not when the customer calls.
Project managers, procurement, site engineers, design, finance, sales and the CEO each see their own work first, from the same record.
Every site's BOQ in one place, grouped across sites for procurement. Stock tracked against the sites it's meant for.
Milestone completion sends the invoice automatically, with reminders until it's paid. Retention is scheduled, not remembered.
For RESCO projects, generation is read from the plant's remote monitoring, the bill is calculated and the invoice goes to finance ready to share.
Customers see where their project stands without calling to ask. Ops asks them for details once.
Updates reach the right people on WhatsApp and email as they happen. Day-end, weekly, fortnightly and monthly reports go out on their own.
Results. Measured where we could. Said plainly where we couldn't.
No one tracks projects on WhatsApp or a sheet any more — every role works in the system. Status reports for the CEO go out on their own, and customers rarely call to ask where their project is — only when they need a person.
Survey-to-handover time. Most of it waits on approvals outside the business, and no system shortens that. What changed is that everyone — the team, the CEO and the customer — sees each step as it happens.
“Before, I managed every design file separately, with no record of time or status. Now I can see every design's status, through QC to final.”
Design Head
“Before, we tracked every site's BOQ separately, and procurement and inventory were a pain. Now I see each site's BOQ, group them for procurement, and inventory is easy to manage.”
Supply chain lead
Your process won't match this one. That's the point.
We start with an audit: one to two weeks, a fixed fee, credited to the build if you go ahead. We trace your projects and leads end to end and show, in rupees, where they leak. You keep the findings either way.