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AI for Real Estate & Construction

The margin leaks in the drawings no one has time to read.

We engineer AI for developers, builders, and asset owners: contract and drawing intelligence, site progress tracking from the cameras you already run, change-order and RFI triage, and leasing demand analytics.

Built to your scheduling and accounting stack, your safety discipline, and the oversight your lenders and insurers already expect.

Discuss your project pipelineSee how the system works

The operational reality

A project runs across a dozen systems. A hundred roles. A thousand decisions.

Every change order starts as a question nobody caught. By page 240, it is a dispute.

The margin is in the pages. Either the pages read themselves, or they don't.

Felt by VPs of development, heads of construction, project executives, preconstruction leads, and the head of property operations who inherits the building after close.

  1. 01

    Preconstruction and estimating

    The preconstruction team reads the drawing set and the specs, builds the estimate, and tests the schedule against the trade market before a shovel moves.

    Friction · A missed scope on page 240 of the spec surfaces as a change order six months in.

  2. 02

    Scheduling and sequencing

    The project schedule is built in Primavera or MS Project, resourced to the trade crews, and sequenced against procurement lead times and inspection milestones.

    Friction · Weather, material lead times, and crew availability knock the schedule weekly; the plan on the wall is already old.

  3. 03

    RFI, submittal, and change-order cycle

    On site, RFIs and submittals cycle between the trades, the GC, the architect, and the engineer. Change orders flow through the owner for sign-off.

    Friction · Replies lag; the change order lands weeks after the work was already in place.

  4. 04

    Safety, inspection, and compliance

    Daily reports, safety walks, and inspections against the local authority having jurisdiction. OSHA posting, insurance reporting, and warranty tracking in parallel.

    Friction · An incident gets reported on paper; the pattern across sites is invisible until the next incident.

  5. 05

    Lease-up and asset operations

    After close, leasing picks up the asset. Marketing, prospect pipeline, rent-roll, and tenant operations run in Yardi or MRI; comparables are watched in CoStar.

    Friction · Demand signals and lease performance arrive after a quarter, not in the week the decision was needed.

Swipe the workflow

Where the work breaks

The friction is in the places nobody budgets for.

  • 01

    The scope miss is on page 240 of the spec. It lands as a change order six months in.

    How we fix it · A system we build catches this before it costs you.

    Impact · Project margin erodes one change order at a time; the owner, the GC, and the trades argue about who should have caught it.

  • 02

    RFIs and submittals age in a queue nobody owns.

    How we fix it · A system we build catches this before it costs you.

    Impact · The trade waits on the architect, the architect waits on the engineer, and the schedule slips while the paper moves.

  • 03

    The schedule on the wall was already old when it was printed.

    How we fix it · A system we build catches this before it costs you.

    Impact · Weather, material lead times, and crew availability knock the sequence weekly, but variance only surfaces at the monthly owner meeting.

  • 04

    Site cameras record everything and tell you nothing.

    How we fix it · A system we build catches this before it costs you.

    Impact · Progress is reported in slides a week later; the superintendent takes photos the owner never sees.

  • 05

    Lease-up signals arrive after the quarter, not inside it.

    How we fix it · A system we build catches this before it costs you.

    Impact · Pricing and incentive decisions are made on last quarter numbers; the asset underperforms a model that was never updated.

What we would build

Systems, not features. Each with its own job.

  • 01

    Document intelligence across contracts and drawings

    The scope miss is on page 240 of the spec, in a drawing revision three cycles back, or in a clause of the owner contract nobody re-read before the trade bought out.

    Who benefits · Preconstruction leads, project executives, and the owner development team.

    Inputs
    The owner-GC contract, the issued-for-construction drawing set across revisions, the project specification, the trade subcontracts, and the submittal register.
    What the system does
    Contracts, drawings, and specs are indexed as structured documents, not as opaque files. A question returns the exact clause, the sheet, or the spec section, with every answer carrying a citation.
    Output
    A direct answer with the clause, the sheet, and the revision that back it up; conflicts across documents are flagged rather than silently resolved.
    Benefit
    The scope miss shows up in preconstruction instead of in a change order. The team spends time on the exceptions, not on the reading.
    Human stays here
    The system cites every answer. When documents conflict, it surfaces the conflict and never picks one; a human owner makes the call.
  • 02

    Site progress tracking from the cameras you already run

    The site has cameras. Progress reporting is still a weekly slide deck put together after the fact.

    Who benefits · Project executives, superintendents, and the owner development team.

    Inputs
    The existing site camera feeds, the project schedule, the trade crew assignments, and the drawing set.
    What the system does
    A computer-vision model watches the feeds against the schedule, measures installed quantities against the plan, and flags when a trade is ahead of, on, or behind the sequence.
    Output
    A weekly progress read against the plan, with the frames and the quantities that support it. Variance is visible by the day it happens, not by the month it ends.
    Benefit
    Variance surfaces inside the week it happened. The owner meeting works from a current picture, not a stale one.
    Human stays here
    The superintendent is the final arbiter of what is in place. The system reports; it does not approve payment applications.
  • 03

    RFI and change-order triage

    RFIs and change orders age in a queue nobody owns. By the time a reply lands, the work is already in place.

    Who benefits · Project executives, the construction administration lead, and the owner project manager.

    Inputs
    The incoming RFI or change-order request, the current drawing set, the specification, the contract, and the project schedule.
    What the system does
    The system matches the item to the relevant drawings and clauses, drafts the reply in the firm voice, and scores the schedule and cost impact against the current plan.
    Output
    A drafted reply with the citations and the impact scored; items are routed to the right reviewer with the context already assembled.
    Benefit
    Review cycles compress from weeks to days. Impact is visible before the work moves, not after.
    Human stays here
    A project executive reviews, edits, and signs every reply. Change orders are routed to the owner for sign-off; nothing is approved on autopilot.
  • 04

    Schedule risk, early

    Weather, material lead times, and crew availability knock the schedule weekly. Variance surfaces at the monthly owner meeting.

    Who benefits · Heads of construction, project executives, and the owner development team.

    Inputs
    The project schedule, the procurement register, the trade crew calendar, the weather forecast, and historical variance data from past projects.
    What the system does
    The system scores each upcoming activity for delay risk using lead times, crew availability, weather, and historical patterns on the firm own projects. Items at risk are surfaced with the reason.
    Output
    A daily risk read on the critical path, with the specific lead times, crew constraints, or weather windows driving the risk.
    Benefit
    The schedule conversation moves from after-the-fact to before-the-fact. Slippage shows up when there is still time to recover.
    Human stays here
    The superintendent and the project executive decide the sequence. The system informs; it does not reschedule crews or buy materials on its own.
  • 05

    Leasing and demand analytics

    Lease-up signals arrive after the quarter. Pricing and incentive decisions are made on stale data.

    Who benefits · VPs of development, heads of property operations, and the leasing lead.

    Inputs
    The rent roll from Yardi or MRI, the leasing pipeline, prospect tour data, local comparables from CoStar, and the asset marketing plan.
    What the system does
    Rent-roll, pipeline, and comparable data are joined into a weekly read on lease velocity, concession pressure, and competing supply. Alerts fire when the trend diverges from the underwrite.
    Output
    A weekly leasing read with the velocity, the concession pressure, and the competing supply that explain it; alerts route to the leasing lead with the specific comparables behind them.
    Benefit
    Pricing and incentive decisions get made inside the quarter they matter, not after it closes.
    Human stays here
    The leasing lead and the asset manager own pricing. The system informs the decision; it does not sign a lease.

Show the system

What it could look like in your hands.

A design concept, not a shipped product. Interfaces like this get drawn out before any code lands, so the system reads back the way the people using it work.

development / portfolio progress

Projects on track

3 / 4

One project at risk

Open RFIs

27

7 aged past 10 days

Change orders this week

5

Two awaiting owner sign-off

Days variance to schedule

+6

Portfolio median

Project list

  • P-01 · Superstructure

    Riverside Mixed-Use

    38 / 100
    Complete42%
    Schedule
    +3 d
    Budget
    +1.2%

  • P-02 · Enclosure

    North Yard Industrial

    22 / 100
    Complete71%
    Schedule
    -2 d
    Budget
    -0.4%

  • P-03 · Interior fit-out

    Harbour Lofts

    81 / 100
    Complete58%
    Schedule
    +14 d
    Budget
    +3.6%

  • P-04 · Foundations

    Civic Plaza Tower

    29 / 100
    Complete11%
    Schedule
    +1 d
    Budget
    +0.3%
Synthetic data. This is a design concept of how a development executive could see project health, schedule variance, risk flags, and a drafted stakeholder update in one place.

End-to-end workflow

From the trigger to the outcome.

A representative path, from a signal picked up on site or in a document to a decision landed with the owner. Automated stages run the moment the data lands; human stages are explicit and never skipped.

  1. 01

    Signal lands

    A document arrives (RFI, submittal, change order), a camera feed moves, a lead time updates in the procurement register, or a comparable lands in the leasing feed.

    Automated
  2. 02

    Project context pulled

    The current drawing set, the specification, the contract, the schedule, and the trade subcontracts are retrieved. The system knows which project, which phase, and which trade.

    Integration
  3. 03

    Impact scored against the plan

    The signal is scored for schedule and cost impact against the current plan. Variance shows up with the specific driver (lead time, crew conflict, weather, scope conflict) behind it.

    Automated
  4. 04

    Low-confidence passages flagged

    Passages where documents conflict, where the camera feed is unclear, or where the signal falls outside the record, are flagged for a project executive rather than guessed.

    Guardrail
  5. 05

    Project executive reviews and signs

    The draft reply, the impact score, and any flagged items are reviewed. The project executive edits and signs; owner approvals are routed where required.

    Human in loop
  6. 06

    Decision written back

    Approved replies and change orders are written back to Procore or Autodesk Construction Cloud. Schedule changes are written to the baseline log; nothing is deleted from the record.

    Integration
  7. 07

    Pattern learned across projects

    Signals, decisions, and outcomes become part of the firm variance history so the next schedule-risk read draws on them automatically.

    Automated

How exceptions are handled

  • If a document conflicts with another, the system surfaces the conflict and never silently resolves it.
  • If a camera feed is unclear or interrupted, the system reports the gap rather than claiming progress it cannot see.
  • If a change order falls outside the trade subcontract, the system routes it to the owner project manager for a scope decision.
  • If a safety incident is reported, it is routed to the safety lead on a dedicated channel and never queued behind progress reporting.

How it is engineered

Built on your stack, not ours.

Design choices that let this run on a live project, not a demo. We build to your scheduling and accounting stack, your field operations, and your lender and insurer expectations.

01

Construction administration integration

Reads and writes against Procore and Autodesk Construction Cloud where you use them. Honours the platform permissioning so the system never sees what the project team could not.

02

Asset and leasing integration

Reads from Yardi and MRI on the rent-roll side and from CoStar on the comparables side. Writes nothing back into the system of record; the rent roll stays the rent roll.

03

Document ingestion

Contracts, drawings, and specs are OCRd on ingest; callouts and clause numbers are parsed as structured anchors. Every answer carries a page and a clause, not a vague file reference.

04

Computer vision

Site camera feeds are processed on edge or in a dedicated environment, with retention policies that match the project record requirement. The system reports progress, not faces.

05

Retrieval

A per-project retrieval index with hard project boundaries. The archive refuses to cross between client projects; a question against one project cannot pull a citation from another.

06

Observability and evaluation

Every draft, every retrieval, and every vision inference is logged with the model version, the inputs, and the executive edits. An evaluation harness watches drift against the firm review standard.

What the business will measure

Numbers the operator already watches.

We agree on metrics and baselines before building. These are the numbers a developer, builder, or asset owner usually watches when deciding whether a system is pulling its weight.

  • 01

    Schedule slip days per project

    Baseline today

    Measured today from the schedule baseline log: days variance to plan at monthly milestones, by project and project executive.

    How it moves

    Risk is scored daily against lead times, crew calendars, and weather; variance is visible before the monthly meeting, not inside it.

  • 02

    Change-order cost ratio

    Baseline today

    Measured from the project cost report: change-order value as a share of contract value, by project and trade.

    How it moves

    Scope misses surface in preconstruction and in document review; change-order drafts carry the citation and the impact before approval.

  • 03

    RFI aging

    Baseline today

    Measured from the construction administration platform: median and 90th-percentile days from RFI received to reply issued.

    How it moves

    Replies are drafted the moment the RFI lands with citations prepared; the reviewer spends time on the exceptions.

  • 04

    Safety incident rate

    Baseline today

    Measured as OSHA-recordable incidents per 200,000 field hours, by site and trade.

    How it moves

    Daily reports and inspection notes are indexed into a safety-pattern read so recurring risks surface across sites, not only after an incident.

  • 05

    Draw-request cycle time

    Baseline today

    Measured from the lender payment-application process: days from pay-app submitted to funded, by project and lender.

    How it moves

    Progress is tied to a verified read of what is actually in place; pay-app backup is assembled with the citations the lender expects.

Human in the loop

Oversight, safety, and the record

Where the humans stay in control.

The system is designed around what owners, lenders, insurers, and the authority having jurisdiction already expect. Nothing is autonomous that should not be.

  • 01

    Safety first

    Safety incidents and near-misses are routed on a dedicated channel to the safety lead. The system never queues a safety signal behind progress reporting.

  • 02

    OSHA and insurance posture

    Daily reports, incident records, and inspection notes are retained to the standard your insurer and the authority having jurisdiction already require. The system reports; the field team owns the record of authorship.

  • 03

    Owner approvals

    Change orders and scope decisions are routed to the owner for sign-off. Nothing is approved on autopilot. The audit trail reconstructs who approved what and when.

  • 04

    Project boundary

    The retrieval index enforces a hard project and client boundary. A question against one project cannot see another; archives do not cross without an explicit scope.

  • 05

    Revision discipline

    Every citation carries the drawing revision and issue date. The system treats a superseded revision as superseded, not as current.

  • 06

    Camera retention

    Site cameras are processed under a retention policy that matches the project record. The system reports progress against the schedule, not faces, and respects the retention window the project agreed to.

Proof

Work we have shipped, and the shape of what we build.

Real engagements where we can speak to them, and representative use cases where we cannot.

Case studies

Shipped in Real Estate & Construction.

How the build runs

Scoped tightly, shipped in phases.

Fixed price per phase, approved before the phase starts. You own the code, the models, the index, and the deployment. No ongoing retainer dependency.

  1. 01

    Discovery

    Two weeks. We walk a site with a project executive, read the current drawing set and contract, and agree on the metrics we will move and how we will baseline them.

  2. 02

    Prototype on a live project

    Four to six weeks. One live project, one workflow (RFI triage, schedule risk, or progress reporting), one proof of mechanism. The project executive uses it alongside the current process; we measure against the baseline.

  3. 03

    Production rollout

    Eight to twelve weeks. Construction administration and asset-system integrations, firm identity and single sign-on, audit trails, the evaluation harness, and the owner-approval workflow the firm signed off on.

  4. 04

    Handover

    You get the full source, the runbooks, the evaluation suite, and a two-week walkthrough with the construction team and whoever owns IT.

  5. 05

    Optional ongoing support

    A fixed-term support agreement for model-drift monitoring, platform interface changes, and standard updates. Never a retainer dependency.

Common questions

Answers before the first call.

01Which platforms do you integrate with?
We build against Procore and Autodesk Construction Cloud on the construction side, and Yardi, MRI, and CoStar on the asset side. We honour each platform permissioning and write back only through the surfaces each one approves. The rent roll stays the rent roll; the drawing of record stays the drawing of record.
02Where do our drawings, contracts, and camera feeds live?
In your tenant or in a dedicated environment we operate for you, encrypted at rest and in transit. Camera retention follows the project record requirement; the system processes progress against the schedule, not faces. No training on your project data.
03Will this approve change orders or sign leases?
No. The system drafts replies, scores impact, routes items for approval, and reports progress. Change orders are routed to the owner for sign-off; leases are signed by the leasing lead; crews are rescheduled by the superintendent. The system informs the decision; it does not make it.
04What happens when a camera feed is unclear or interrupted?
The system reports the gap rather than claiming progress it cannot see. Low-confidence reads are flagged, and the superintendent is the final arbiter of what is in place on site.
05Can you work alongside our existing scheduling and accounting stack?
Yes. We often start by replacing one piece (RFI triage, or schedule-risk reporting) while the rest of the stack stays in place, and expand only where the measured outcome justifies it.
See the other details on the FAQ page

Next step

A thirty-minute conversation. Bring one live project with an RFI backlog or a schedule slipping on you, and we will walk through what the first phase would look like, where the measurements come from, and what has to be true for your owner and your lender to sign off.

Discuss your project pipeline

Helpful to have on the call

Helpful to have on the call: the construction administration platform you run, one live project with a reporting or review bottleneck, and the executive who owns the metric you would like to move.

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