CONTROLQORE FOR TELECOM CONTRACTORS.
Generic accounting software can't read billable hours per crew-day against the burdened cost of that crew and truck, code standby by cause on the ticket, or tell you which of a hundred open tickets is still missing its closeout package. ControlQore can.
ControlQore for telecom contractors captures cost at the ticket and rolls it up two ways: by crew for utilization, meaning billable hours per crew-day against the burdened cost of the crew and truck, and by customer for margin after access friction. Standby is coded on the ticket with its cause. Maintenance and project work are kept as separate divisions with their own P&Ls. Tickets are billed documentation-complete, and the WIP schedule is produced monthly from cost-to-cost percentage complete on construction-scope projects.
In a dispatch business, the margin question is which crew-day was billable. Windshield time, staging, badging, and a site nobody released use the same hours a billable ticket would have used. None of them look like a loss on a job total. Track utilization per crew, per week, against the burdened cost of that crew and truck. That number tells you which routes to cut, which customers to reprice, and which crew needs help.
THE NUMBERS GENERIC SOFTWARE MISSES.
WHAT IT IS.
ControlQore is a job costing and WIP platform for contractors at $1M to $12M that tracks cost by job and cost code, so a telecom contractor can read billable hours per crew-day against the fully burdened cost of that crew and truck, per crew, per week.
Telecom nets 7 percent at $1M to $5M against a CFOS target of 10.5 percent, stated before taxes. Overhead is 15 percent of revenue at that band. You can't fix either number at the job level, because no single job is big enough to move them. They get fixed one crew-day and one closed ticket at a time. So the reporting has to be built at that size.
WHERE IT GOES WRONG.
Utilization Nobody Can State Per Crew
A telecom contractor's revenue is many small crews closing many small tickets across a territory. The margin comes down to billable hours per crew-day against windshield time, staging, and access failures. Most operators can't state it for one crew, let alone rank eight of them against each other. Telecom gross margin at $1M to $5M averages 22 percent against a CFOS target of 24.5 percent. Utilization is where those two and a half points are. A job total can't see them, because in this trade no single job is large enough to move the number.
A Hundred Small Receivables Wearing Camouflage
Carrier MSAs pay per ticket against closeout documentation. Subcontractors already wait an average of 51 days for payment, per Billd's 2026 report. Ticket work multiplies that wait across every ticket missing a photo, a sign-off, or a package. You notice one large unbilled invoice inside a week. You don't notice a hundred small unbilled tickets. That's how a telecom contractor ends up owed more than the owner thinks, and can't say by whom or for what.
Standby That Never Gets Coded
Inaccessible rooms, missing badges, un-released sites, and no-show escorts idle crews in half-days across a territory. Each one is a bad morning. Added up, it's a margin line. You can't claim it or fix it unless the standby hour is coded to the ticket with its cause. A cause code gives you a claim record and a customer scorecard. It's what you take back to the carrier when the same site does it again.
Maintenance and Project Work in One Blended Book
Maintenance and service-ticket MSAs pay smaller and more predictably, and they smooth the cash. Project installs, meaning tower mods, small-cell batches, and in-building systems, pay larger and slower against completion documentation and retainage. With one P&L over both, you can't see which division is supporting the company. So you price both wrong. Maintenance gets bid like a project and projects get bid like maintenance. Telecom overhead is 15 percent of revenue at $1M to $5M, and a single blended rate spreads it across two businesses that absorb it differently.
WHAT WE BUILD.
SPM builds a fully burdened daily cost for each crew and truck in ControlQore: wages with burden, vehicle, fuel, tooling, and test gear. Field time is captured on the ticket, and those hours post against the crew and the ticket at the same time. That gives you billable hours per crew-day against the burdened cost, per crew, per week. With utilization and ticket margin side by side, you can price work correctly and cut the routes that lose.
Tickets are billed documentation-complete: photos, sign-off, and closeout package attached before the invoice goes out. ControlQore tracks closed tickets against billed tickets. Completed work with no package behind it is a list somebody works through daily. That list is the difference between the 51 day average wait and something considerably worse.
Standby hours post to the ticket with a cause code: badge missing, escort missing, site not released, room inaccessible. Where the contract allows a standby claim, that's your claim record. Where it doesn't, it's your customer scorecard. When the same customer causes the same delay eight weeks in a row, you bring a document to the next pricing conversation. The customer-level margin after friction is a number you can quote.
SPM sets maintenance and project work up as divisions in ControlQore, each with its own P&L and overhead allocation. Maintenance reports by customer and by crew. Projects report by job, with a WIP position and retainage tracked as its own class. You see which division funds which, what each earns after the overhead it really absorbs, and whether the maintenance base is paying for a project division that doesn't earn its keep.
Field hours are captured once, on the ticket. That one entry posts to job costing and reconciles to the payroll register, with prevailing wage classifications mapped where funded work applies. Every mismatch between field capture and payroll is either an overpayment or a wage claim, so the reconciliation is a control point. SPM structures and reconciles that flow. Payroll processing itself stays with your payroll provider.
THE OUTPUTS, LISTED.
FLAT MONTHLY FEE. NO SOFTWARE INVOICE.
Three tiers, priced by your trailing twelve month revenue. ControlQore comes with Strategic and Platinum, and it never appears as its own line item on an SPM invoice. Which tier you're in depends on how much of the work you want off your desk.
Built for subs doing $1M to $12M. Above $12.5M we quote.
| Last 12 months revenue | Core | Strategic | Platinum | One-time onboarding |
|---|---|---|---|---|
| Under $1M | $1,900 | $3,100 | $3,300 | $2,500 |
| $1M to $3.5M | $2,600 | $4,100 | $5,300 | $4,500 |
| $3.5M to $6.5M | $3,800 | $5,900 | $8,300 | $6,000 |
| $6.5M to $9.5M | $5,100 | $7,600 | $11,800 | $7,500 |
| $9.5M to $12.5M | $6,100 | $8,900 | $14,900 | $9,000 |
| Above $12.5M | Quoted | Quoted | Quoted | Quoted |
The onboarding fee covers migrating your books back to the start of your last taxable year and getting you fully operational in 60 days. It's billed once, with your first invoice. It's the same for all three tiers, and it moves with your revenue band. Your first month is prorated, and your monthly engagement starts on the first of the first full month.
Just want the setup? Onboarding only is the same onboarding work with no monthly service after it, one time, at the onboarding fee plus $2,000. Start a monthly engagement later and $2,000 counts toward it. It starts at $4,500, and the price for every band is on the pricing page.
The three tier columns are the whole price. Which one fits depends on how much of the work you want off your desk. No payroll. No hidden line items. The onboarding fee is right here in the table.
- Online software only: QuickBooks, Sage, Viewpoint and similar. No VPN or hosted desktop.
- Not in any tier: payroll, pay applications, collections on receivables.
- Pricing valid through 2027.
CFO work. Your own bookkeeper keeps doing the books.
We build your plan every month. Your team does the work.
You get the CFO work: job costing built to match the way you estimate, a 13 week cash forecast, WIP every month, and a monthly meeting that ends with decisions.
Your bookkeeper still does the books.
Core, plus bookkeeping and bank reconciliations, plus job costing and WIP software set up and managed for you. Use your own online accounting software or we supply it, one price.
We build the plan, track it and adjust it every month.
We only work with trade subcontractors. We know what to look for, and we fix problems while they're still small. Everything in Core, plus the bookkeeping and bank reconciliations done for you, and the job costing and WIP software set up, loaded with your cost codes, and managed every month. Use your own online software, or move to ours and we pay for it.
Our team does the bookkeeping and the reconciliations. We don't do payroll.
Strategic, plus a controller who handles payables and receivables the way an in-house controller would. You approve every payment.
We manage the money side for you, every week.
Everything in Strategic, plus our team does the controller work. We handle your bills and receivables the way an in-house controller would: we call vendors, pay the bills and keep the accounting current. We plan the cash flow first, and you approve every payment because it is your money.
Our team does the payables and receivables. We don't do payroll, pay applications or collections.
FREQUENTLY ASKED.
