Run the middle of every project.
One screen. Every part of the job. Nothing you have to hunt for. The operational half of MY LAURA, built for the six or twelve weeks between signed and done — where every question gets asked and every answer has to be right.
Someone calls with a question that has an answer. You just have to find it. Two phone calls to remember which day framing is scheduled. A group text to figure out whether the drywall order went in. Another to check whether the mason's been paid.
The week nobody noticed a job had stalled shows up in the next Monday meeting as "what happened here?" The sub who showed up on the wrong day shows up as a wasted morning. Most weeks are fine. Some weeks aren't. The current way depends on you remembering, and on being reachable.
None of them are catastrophes. All of them are avoidable.
She wants to know when tile starts. You know it's Thursday-ish. To be sure, you text your PM, who texts the tile guy, who calls back an hour later. Three people, forty-five minutes, one date that was in the system the whole time.
You rescheduled framing on Monday. You forgot to tell him. He showed up Tuesday, waited half a morning, and left. That's a hundred dollars of nobody's time and a relationship you have to smooth over.
The drywaller finished. Nobody scheduled the painter. Everyone assumed someone else had. By the time you caught it, a week was gone — the kind of week that turns a job from on-time to two weeks late.
You went to the coast for four days. Two subs sat on Wednesday. The Monday review didn't happen because you weren't there to run it. The middle of a job shouldn't ever be one person.
Before MY LAURA we ran on Jobber, and I kept the real picture in Excel. Every job on its own row — how much had been paid, who we'd paid, what was still owed, whether we were actually profitable once the expenses landed. The software had all of it. It just wouldn't show it to me the way I needed to see it.
When I started building the project section, I made a list of everything I disliked about the systems we'd used. Clicking through four screens to find one number. No easy way back to the project you started on. And charts — graphs and bar charts everywhere, when what a contractor actually wants is plain: what's coming in, what's going out, where this job stands. Nothing fancy. No bells and whistles nobody asked for.
So a project in MY LAURA is one screen. Everything about the job, readable at a glance, nothing you have to hunt for and nothing decorative.
Every phase, every trade, on real dates — editable before you commit.
Go to Auto-SchedulerTrades subscribe once. When you move a date, their calendar moves.
Go to SchedulingChange orders. Invoices. Sub payments. Nothing slips.
Go to Job CostingWe started on Joist, which did estimates and invoices and nothing else. When we needed scheduling we moved to Jobber. Jobber stopped fitting, so we went to Houzz Pro — where the change orders were complicated, the reports came out wrong, and the schedule wouldn't sync to our iPhone calendars. So I added another application on top of it.
For three months I bandaided software together. Somewhere in there, other contractors started telling us they had exactly the same problem.
The middle of the project is where separate tools show their gaps. Schedule in one, materials in another, POs on paper, notes on the whiteboard. Here the schedule and the materials list both read the estimate and produce what comes next. Write the estimate once — the rest falls out of it. Competitors whose estimating and scheduling are separate modules structurally can't say that.
Every piece above is in every MY LAURA account on day one. Not a Pro tier. Not an add-on. Not metered by project count.
Unlimited projects. Unlimited team. Unlimited trade partners. One price.
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