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Example walkthrough

Inside the Bramforth Roadmap

Bramforth Interiors is a fictional fit-out contractor. Its owner wants to price more tenders without hiring another estimator. This deck shows how the recommendations connect to that goal.

All figures, quotes and prices are invented for illustration. They are not client results or a promise of returns.

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“In a year I want to be pricing everything we are sent without another estimator on the payroll.”

Gary Whitlock, Bramforth Interiors

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How to read the marks

[First].

Worth having, and the route to it is short, or other items depend on it.

[Soon].

Worth doing once what it leans on exists.

[Later].

A statement about order, not worth.

[First] does not mean urgent, and it does not mean do all of them.

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The map6 items ranked · 3 refused

What it would change here How much has to be true before it can start Scope schedule [First]. Touches the outcome you named. Handover manual [First]. Fits the only spare capacity. Enquiry triage [Soon]. Gated on the scope schedule. Site notes [Soon]. Starts on one site. Job board [Later]. Waits on the site records habit. Invoice matching [Later]. Waits on purchase orders. Out, whatever the route. Rates and the final tender number Risk assessments and method statements The conversation when a job has slipped

Scroll across the diagram to see every item.

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Opportunity 1 of 6Estimating and tendering

[First].

The scope schedule pulled out of the drawing pack

60 tenders a year. About half priced. 1 in 5 won.

Pricing everything you are sent, without another estimator on the payroll.

Tenders priced a year 30 today 60 with the schedule

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Opportunity 2 of 6Estimating and tendering

[Soon].

Which enquiries get priced at all

Half of the 60 tenders a year go unpriced; which half depends on how the week is going.

The 10 most recent enquiries; 3 passed their deadline unopened

Scroll across the diagram to see every item.

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Opportunity 3 of 6Running the jobs

[Soon].

Site visit notes turned into the actions they carry

3 project managers. A WhatsApp group per site. 41 messages on one Friday, none in a job file.

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Opportunity 4 of 6Running the jobs

[Later].

One board that shows where every job actually is

22 overlapping projects on a shared Excel sheet, last saved 9 days before the walkthrough.

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Opportunity 5 of 6Handover and the back office

[First].

The handover manual assembled instead of rebuilt

The best part of 2 days per project, 22 projects a year.

About 33 of the 44 days a year the manuals cost the office manager.

One handover, the office manager's days 2, assembly about 0.5, chasing gaps

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Opportunity 6 of 6Handover and the back office

[Later].

Subcontractor invoices matched against the purchase orders

A day a week matching invoices to purchase orders. 2 of 5 sampled had no order to match.

5 invoices sampled; 2 had no purchase order to match

Scroll across the diagram to see every item.

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What it returns

700%

year-1 return on the 2 builds, on gross margin

£84,000

gross profit added a year, at today's win rate

33 days

of the office manager's year returned

Cumulative gross margin, year 1, against the build cost £10,500, both builds; covered inside month 2 month 1 month 12: £84,000

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Both [First] builds, £10,500 together, are covered by the margin on 1 extra contract.

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These are illustrative scenarios based on the example assumptions. Pricing more tenders does not establish that the same win rate would hold.

Where AI stays out

The rates and the final tender number.

Risk assessments and method statements.

The conversation when a job has slipped.

The missing marks are deliberate: these 3 are permanently out.

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The routethe [First] pair run side by side; the rest start when what they depend on exists

1 · Scope schedule 2 · Handover manual 3 · Enquiry triage 4 · Site notes 5 · Job board 6 · Invoice matching after purchase orders become routine Out, whatever the route. Rates and the final tender number Risk assessments and method statements The conversation when a job has slipped

Scroll across the diagram to see every item.

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The document

The full example Roadmap develops these recommendations and explains the reasoning behind them.

In the Roadmap, the wide column describes the example business. The narrow column explains the judgement behind each recommendation.

Read the example Roadmap for the assumptions and supporting detail.

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Start with the scope schedule.

In this example, the next decision is whether to scope a pilot for the tender schedule.

Implementation is scoped and priced separately, against whichever item you pick.

AI Concierge is ongoing access as questions come up.

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