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 run 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 isn't which job was good. It's which crew-day was billable. Windshield time, staging, badging, and a site nobody released consume the same hours a billable ticket would have used, and none of them look like a loss on a job total. Utilization tracked per crew, per week, against the burdened cost of that crew and truck is the number that tells you which routes to cut, which customers to reprice, and which crew needs help rather than a talking-to.
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 6 percent at $1M to $5M against a CFOS target of 10 percent, stated before taxes, and overhead runs 15 percent of revenue at that band. Neither number can be corrected at the job level, because there's no single job big enough to move either one. They get corrected one crew-day and one closed ticket at a time, which is why the reporting has to be built at that size and not at the size of a construction schedule of values.
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. Billable hours per crew-day against windshield time, staging, and access failures is the whole margin equation, and 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 percent, and utilization is where those two points live. 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, and subcontractors already average 56 days from pay application to payment. Ticket work multiplies that wait across every ticket missing a photo, a sign-off, or a package. One large unbilled invoice gets noticed inside a week. A hundred small unbilled tickets don't, which is how a telecom contractor ends up owed more than the owner thinks and unable to say by whom or for what.
Standby That Never Gets Coded
Locked rooms, missing badges, un-released sites, and no-show escorts idle crews in units of half-days across a territory. Individually each one is a bad morning. Collectively it's a margin line, and it stays unclaimable and uncorrectable unless the standby hour is coded to the ticket with its cause. With no cause code there's no claim record, no customer scorecard, and no argument to 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. One P&L over both hides which division is carrying the company, so the owner prices both wrong: maintenance gets bid like a project and projects get bid like maintenance. Telecom overhead runs 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. Billable hours per crew-day come out of that against the burdened cost, per crew, per week. The operators who can state utilization and ticket margin together are the ones who 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 carries closed tickets against billed tickets, so completed work with no package behind it's a list somebody works through daily rather than a discovery at month end. That list is the difference between the 56 day industry average and something considerably worse.
Standby hours post to the ticket with a cause code: no badge, no escort, site not released, room locked. The result is a claim record where the contract allows a standby claim, and a customer scorecard where it doesn't. When the same customer produces the same cause eight weeks running, the next pricing conversation has a document behind it instead of a complaint, and 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 its own 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 genuinely 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, and that single capture point feeds 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 rather than an admin chore. 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 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.
Pricing
| Last 12 months revenue | Monthly fee |
|---|---|
| Up to $1M | $1,900 to $2,900 |
| $1M to $3.5M | $2,600 to $3,900 |
| $3.5M to $6.5M | $3,800 to $5,700 |
| $6.5M to $9.5M | $5,100 to $7,100 |
| $9.5M to $12.5M | $6,100 to $8,500 |
| $12.5M to $15.5M | $7,400 to $11,000 |
| $15.5M to $18.5M | $9,400 to $13,500 |
| $18.5M+ | Quoted individually |
Range reflects the three tiers below. Which one you're in depends on how much of the work you want off your desk. No payroll. No hidden line items.
You stop guessing.
You get the CFO work. Job costing built against the way you estimate, a 13 week cash forecast, monthly WIP, and a meeting every month that ends in decisions rather than a report.
Your bookkeeper keeps doing the books.
You stop touching the books.
Everything in Core, and we run the bookkeeping and the controllership as well. Nobody in your office is answering coding questions or chasing a reconciliation at month end.
We do the books. No payroll.
Every job shows its margin while it's still running.
Everything in Executive, plus the job costing and WIP platform set up, loaded with your cost codes, and managed for you every month. You never have to learn it.
We do the job costing.
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