Construction and renovation
10 released templates. Each passed a check on test data; it is switched on in the panel by the director, and a person decides on every proposal. Example results are illustrative: the names and companies in them are made up.
Booking a site measurement
The problem it removes: A client asks “how much for a renovation?”, but you can’t quote without measuring — so they go to whoever answered first.
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What it does: Answers renovation inquiries: what a site measurement gives, what it costs, and when someone can come — per company rules.
What a person decides: When the estimator visits.
For whom: Client.
How to measure: Inquiries that reach a site measurement.
Example result: “Good afternoon, Aigerim! We’ll give you an exact price for the bathroom renovation after a site measurement: our tech will check the walls, pipes, and floor and send an estimate the next day. The measurement is free if we do the work. We can come on weekdays from 10:00 to 18:00 — which day works for you?”
Subcontractor estimate check
The problem it removes: A subcontractor’s forty-line estimate: duplicate items and inflated quantities get caught after the money is gone.
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What it does: Checks a contractor estimate from the file: duplicates, quantities that don’t match the site’s areas, and lines priced above the company price list.
What a person decides: Approving the estimate and prices.
For whom: Cost estimator, manager.
How to measure: Overpayment on contractor estimates.
Example result: “Situation: the Monolit Service LLP estimate has 24 lines. Key point: wall plastering is priced at 120 m², but per the measurements the apartment has 86 m² of wall; primer appears twice — lines 4 and 11. Options: 1) send the estimate back with questions on those lines; 2) approve without them. Recommendation: 1. Today: send the contractor questions on lines 4, 7, and 11.”
Foreman’s material requests
The problem it removes: The foreman texts “need glue and more profile,” procurement asks again, and the crew sits idle.
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What it does: Turns the foreman’s material messages into a procurement request: what, how much, which site, and by what day.
What a person decides: Purchasing and supplier.
For whom: Procurement specialist, foreman.
How to measure: Crew downtime due to materials.
Example result: “Situation: the foreman at 24 Turan Ave. needs materials by Monday. Key point: without 15 bags of tile adhesive, the tile crew stops on Tuesday. Request: tile adhesive — 15 bags, 25 kg each; PP 60×27 profile — 40 pcs; metal screws — 2 boxes. Missing: adhesive brand — check with the foreman. Today: send the request to the supplier.”
Completion certificate
The problem it removes: The monthly completion certificate takes two days to put together, and the client won’t pay without it.
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What it does: Drafts a certificate of completed work for the period from the work log and contract rates on file.
What a person decides: Quantities and signature.
For whom: Foreman, accountant.
How to measure: Days from month-end to a signed certificate.
Change orders
The problem it removes: Extra work gets done “as a favor,” then turns into a fight with the client over money and deadlines.
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What it does: A message to the client about extra work: what was found, what we propose, the price per the price list, and how it affects the schedule.
What a person decides: Price and client approval.
For whom: Client.
How to measure: Change order disputes at handover.
Site schedule slippage
The problem it removes: The site is two weeks behind, and everyone has a different explanation.
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What it does: Reviews the site log from the file: where plan and actual diverged, why, and what’s holding up the next stage.
What a person decides: The new schedule and actions with crews.
For whom: Manager, foreman.
How to measure: Days behind schedule.
Example result: “Situation: this week at Bereke Residential, Block 2, the plan was met on only 2 of 5 days. Key point: three times the reason was the same — concrete arrived 4–5 hours late, and the pour was pushed. Options: 1) switch concrete suppliers; 2) order for 7:00 instead of 9:00. Recommendation: 2 — faster. Today: call the supplier about an early delivery window.”
Post-renovation warranty
The problem it removes: After handover the client reports a crack or loose tile, and the request gets lost in the thread.
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What it does: Answers warranty requests: what’s covered, what to send, and when a technician will come — per the company’s warranty rules.
What a person decides: Accepting the warranty claim.
For whom: Client.
How to measure: Time from request to technician visit.
Example result: “Samat, thanks for reaching out! The bathroom grout is our work and has a 2-year warranty. Please send 2–3 photos of the spot — a technician will review them and come out within three business days. We’ll agree on the visit time in advance.”
Concealed work and as-built docs
The problem it removes: Wiring got plastered over without a signed inspection report — and walls have to be opened at handover.
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What it does: Checks the site document register for unsigned concealed-work reports and as-built drawings before the next stage.
What a person decides: Starting the next stage.
For whom: Foreman, technical department.
How to measure: Walls opened at handover.
Example result: “Situation: in apartment 45, 5 of 7 concealed-work reports are signed. Key point: the wiring report hasn’t been signed by the owner’s inspector, and wall plastering is scheduled to start Monday. Options: 1) get the inspector out by Friday; 2) start plastering in rooms without wiring. Recommendation: 1. Today: call inspection engineer Yerlan.”
Crew work orders and piece rates
The problem it removes: Piece-rate pay is tallied in a notebook, and every month there’s a fight: “we did more”
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What it does: Summarizes work orders for the period from the file: what each crew did, at what rate, and where quantities don’t match the foreman’s sign-off.
What a person decides: Accrual and payout.
For whom: Foreman, accountant.
How to measure: Piece-rate pay disputes.
Example result: “Situation: in the first half of October, 3 crews closed 7 work orders. Key point: Nurlan’s crew logged 140 m² of screed, but the foreman signed off on 118 m² — a 22 m² gap. Options: 1) pay per the sign-off and remeasure the difference; 2) pay per the work order. Recommendation: 1. Today: remeasure the 3rd-floor screed with the crew lead.”
Project inquiry review
The problem it removes: A company sends an office renovation request, and the sales rep spends a week figuring out what’s needed.
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What it does: Breaks down a construction or renovation inquiry: site, scope, deadline, what’s missing for an estimate — and what to do first.
What a person decides: Whether to bid and the price.
For whom: Sales manager, manager.
How to measure: Time from inquiry to estimate.
Example result: “Action: call Bauyrzhan at Sapa Logistic LLP today and schedule a walkthrough of the 1,200 m² warehouse — they need floor and lighting repairs by December 1. Missing for the estimate: ceiling height, number of light points, and whether work can happen while the warehouse is operating. Impact: an estimate in a week, not a month of back-and-forth. Risk: the deadline is tight — ask about night shifts right away. Fallback: if a walkthrough isn’t possible this week, ask for photos and a floor plan.”
Basis: product documentation; the platform code. This page describes what exists in this build, not what is planned.