Impact Spotlight
Implementing Scalable Operational Systems for a Multi-Site Construction & Development Firm
Kadima Group rebuilt the company’s operational infrastructure by standardizing project workflows, implementing a job-costing model, creating vendor and subcontractor management frameworks, upgrading scheduling processes, and establishing real-time performance reporting. This enabled the firm to deliver projects on time, protect margins, and scale confidently into new markets.
A growing construction and development firm operating across several states was struggling to maintain consistency and profitability as it expanded. Each project manager ran jobs differently, subcontractors operated without measurable standards, and cost overruns were accepted as routine. Without unified workflows, leadership lacked visibility into project performance, resource allocation, or site-level risks.
Kadima Group initiated a comprehensive operational assessment that examined project lifecycle stages—from estimating and bidding to procurement, scheduling, field operations, and closeout. The assessment revealed significant gaps: unclear scopes of work, poorly defined subcontractor expectations, limited documentation, and the absence of standardized communication channels across sites.
To correct this, Kadima designed a fully integrated operational framework that standardized how projects were estimated, planned, executed, and monitored. A job-costing system was introduced, allowing the company to track labor, materials, subcontractor expenses, and overhead in real time. This dramatically improved financial transparency and prevented margin erosion on active projects.
Subcontractor management was revamped through performance scorecards, structured agreements, quality expectations, and scheduling protocols. Delays decreased as vendors were held to clear standards and proactive scheduling practices were put into place.
Kadima also implemented weekly reporting dashboards that tracked production progress, budget status, risk indicators, and schedule adherence. Project managers were trained in leadership communication, documentation standards, and field oversight practices that aligned with the company’s strategic goals.
Within six months, the company reduced project overruns by nearly 20%, increased schedule reliability, and improved its reputation among clients and subcontractors. The new operational discipline positioned the firm to expand into larger developments, compete for more complex projects, and pursue new opportunities in modular and technology-enhanced construction.