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AI use cases
Every use case comes from a real Fruition client engagement, with the client's name withheld. Select "See the build" for the process diagram, boards, automations and integrations.
Use case catalogue
Enquiries arrived by email and web with no system of record (about 30 hours a month of manual data entry), every estimator used their own quote template, approved quotes were emailed manually to accounts, and leadership had no pipeline or job visibility.
A custom-built operational system had failed to meet business needs after significant investment, billing administration was heavy, and field installers lacked mobile access to update jobs and safety documentation.
Post-handover defect and warranty requests came in by email and were tracked manually, with slow resolution, approvals and contractor coordination and little visibility of spend by trade or property.
Submittals, PO delivery and warehouse receiving were tracked manually outside the estimating system, and change orders needed manual clean-up.
Quotes stalled in the pipeline without follow-up, repeat customers were not tracked, quote acceptance and deposit invoicing were manual and disconnected, and won jobs dropped out of the CRM into spreadsheets for scheduling.
Projects were run in a separate workspace each with no cross-project reporting, labour forecasting and cost-to-complete lived in spreadsheets, and field technicians found the existing setup too complex; call handling relied on a costly per-call outsourced service.
The business ran 100+ concurrent jobs in a complex field-service system that the team found hard to use, with quoting, invoicing readiness and crew scheduling tracked inconsistently and invoices at risk of being missed.
Operations and scheduling in the existing job system created a snowball effect across departments: jobs had many variations that had to be copied manually into job descriptions, purchase orders were hard to track and staff could not see full project scope.
Two growing businesses ran sales, jobs, assets and HR compliance on manual processes and spreadsheets with no shared platform.
Leads, stock, job scheduling and job costing were tracked separately, with purchase orders and invoices re-keyed into accounting.
Leads and projects sat on single-owner boards with no shared team view; job creation across field-service, photo and design tools was bridged by an interim AI-scripted automation the client saw as non-scalable.
A 15-year-old desktop CRM was slow and glitchy for 20+ staff and contractors, job finances lived in spreadsheets, and the team re-keyed data between sales, project scheduling and accounts.
CRM, project tracking and progress claims ran on separate spreadsheets alongside accounting and a clunky rostering tool, with no automated reporting.
Leads lived in a spreadsheet with no follow-up triggers, and up to 150 client emails a day were sorted by hand by several admins with no visibility of jobs in each stage, including quality checks.
Work management had never been properly built after a previous partner engagement, so projects ran as manual checklists with no CRM-to-delivery handover, scattered emails and no portfolio visibility.
A thinly-set-up CRM and Excel forecasting meant leads were not followed up, proposals slipped and there was no pipeline view.
Lead, inspection, quoting and job records lived in SharePoint files and templates, with inspection due dates, safety documents and invoicing tracked manually by a very small office team.
The incumbent job management tool had poor adoption with field teams who found it overwhelming, and the business needed material traceability for long roof warranties while growing quickly.
The business ran rostering, timesheets and job allocation for around 58 casual staff in a dedicated rostering tool whose Xero integration was unreliable and which was considerably more expensive.
Around 150 quotes a year were managed in spreadsheets and email with a manual handover to project delivery, poor task visibility and many dead-end quotes, while the business planned 25-30% growth.
Tenders, approvals, project schedules and resourcing were run in spreadsheets, with no portfolio view of pipeline health or team capacity.
Project, document, permit and payment registers were held in separate spreadsheets, with no portfolio view for executives or clients.
Work was delegated from a director's inbox and tracked in shared spreadsheets, with timesheets in a separate tool and no clear status view across ~80 concurrent projects.
A growing renovation builder ran leads, quotes, trade scheduling and progress invoicing through a loosely structured work-management setup with manual follow-ups and double entry into accounting.
Invoice and due dates were entered manually against project milestones, making cash flow forecasting hard, and the existing workspace offered site teams no simple schedule view.
Sales and project delivery data sat in an in-house ERP with no shared CRM or project visibility, so purchase orders, deliveries and invoice status had to be chased manually.
A new apprenticeship entity needed mobile-first tracking of recruitment, field-officer visits and compliance for a target of about 200 apprentices within 18 months, separate from payroll.
Jobs were tracked on a physical board, so the office had no visibility of progress for invoicing, and subcontractor and hiring admin was manual as the business grew.
The platform had been used for two years in a basic, manual structure without automated project workflows.
Sales and project delivery ran in a work-management setup without CRM pipeline, forecasting or email activity logging across three regions.
A high volume of small housing projects needed significant manual updates and client communications, with inconsistent process tracking across project sizes and weak adoption.
Installation progress across hundreds of units per project was tracked manually in spreadsheets and messaging apps, with QA evidence scattered and client reporting done by hand.
Quoting meant re-keying details from the board into Word documents, website enquiries were handled outside the system, and there was no single view of all jobs for capacity planning alongside a separate on-site app.
Sales CRM and task management lived in separate tools joined by a one-way sync, so task completion wasn't visible back in the CRM and admin was duplicated.
Project management and resourcing ran in Excel, with no portfolio view and no way to see resource allocation across concurrent projects.
Task tracking across long-running roofing projects was chaotic and error-prone, a previous self-built setup buried tasks too deep for staff to use, and the general manager spent time chasing project managers.
Inbound leads, client contacts and maintenance requests were managed across Outlook, spreadsheets, Mailchimp and shared files with no single source of truth for the sales pipeline.
Land parcel status lived in the GIS platform and was re-keyed manually into project tracking, with no two-way sync between the land team's map data and workflows.
A globally distributed delivery team had inconsistent project boards, manual executive reporting, paper-based site audits and no link between CRM pipeline and delivery tenders.
A new contractor needed one system covering CRM, tendering, project delivery for 10-20 projects, invoicing/POs, forecasting and budget-vs-actual reporting rather than separate tools.
The commercial team had no contract register or standard vendor onboarding process, while separate monday accounts for HR and plant created governance and data-residency concerns.
Quotes were built in a complex spreadsheet and supplier invoices and job costs were tracked manually, with no approval controls or budget variance visibility.
Construction timelines, quotes and staged invoicing ran in spreadsheets and the accounting system with no automated handover from design, and leadership had no single view of business health across regions.
Client contacts sat in a basic contacts app with no record of touchpoints or follow-up cadence, quotes had no pipeline visibility, and truck rental tracking lived in a spreadsheet dependent on the managing director's knowledge.
Install scheduling was rebuilt by hand each week in a spreadsheet grid disconnected from the sales CRM and accounting, with paper sign-offs and photos sent over a messaging group.
Tendering for about 150 quotes a year ran on Pipedrive and Excel with roughly a one-in-three win rate, little central visibility and heavy manual admin, especially when collaborating with offshore staff.
Leads, quoting, pre-construction approvals and build schedules were tracked informally, risking missed follow-ups on applications and tasks.
A small drafting team relied on a basic kanban tool with no automation, time tracking or reporting, so deadlines depended on memory and pricing on gut feel.
Court delivery projects, installer capacity and commissions were run from spreadsheets and messaging groups, concentrating process knowledge in one person and siloing delivery.
Takeoffs, supplier quotes, POs and production were tracked in separate spreadsheets and scheduling files, and trial boards were set up too late in projects to help.
Several teams used monday.com for resourcing in different ways while the same project data was re-keyed into the ERP and a web portal, with limited resource visibility and most boards made private just to manage contractor access.
Project managers spent too long building pick lists, and job-allocated and general inventory were mixed, making stock hard to find.
Around 200 projects a year were run through email, spreadsheets and a whiteboard, causing re-keying errors and no single view from order to installation, with site teams unable to update in real time.
The business relied on manual email management and fragmented lead tracking, with no central system for sales and project work or mobile access for field crews.
Project templates were inconsistent, CRM-to-project handover was manual, and milestone invoices were created and tracked by hand in the accounting system with no payment visibility in project workflows.
Divisions ran independently with no shared system; status and delays travelled by email or word of mouth, leaving leadership without visibility of issues affecting downstream work.
Tender and opportunity tracking ran in a colour-coded spreadsheet with no forecasting or management dashboards.
When bookings came in, management couldn't see at a glance whether enough workers were available, and had no forward view of crew demand across contracts.
Bid workload and resource allocation across regions was tracked in a multi-tab Excel tracker, making capacity overlaps hard to see.
Projects lasting six months to two years were split across separate phase boards with no overarching timeline, information got lost in update threads, and client communication stayed in email.
All business came via referral partners (around 80, targeting 300) tracked in spreadsheets, making it hard to link projects to partners, report on payments and keep partners updated.
An existing self-built monday.com setup for a handful of large projects a year lacked an efficient stage workflow, portfolio visibility and links to estimating and accounting tools.
Construction scheduling was manual and the existing CRM-tier subscription could not support portfolio management across concurrent projects.
Project tasks and deadlines were set by hand for every job, so durations and due dates were inconsistent across projects.
Clients who have used our monday.com consulting services
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