Izza Group standardises delivery to scale with confidence

The Challenge

Ali Soleiman has tackled construction from every angle, having worked on the tools and across finance, development, property, project delivery and operations. When he joined Izza Group as Operations Manager in 2024, he drew on that experience to help the business scale. “My Director wanted to invest in the future and take the business not just to the next level, but the level after that,” Ali says. “We wanted to ensure we operated like a Tier 1 company, with the right systems and processes in place across legal, compliance, HR and operations, not just for today, but for what we’d be delivering in five and ten years’ time. So I got to work.” Ali knew the capability was there, but quickly saw the challenge. “Everything was done well, but it was obvious everybody had their own way of doing things,” he says. “Information might be saved in different folders or emails, or documents and processes changed along the way. It would yield the same results, but took more time and effort to navigate and carried risks.” If someone went on leave, critical project knowledge could go with them, leaving the team potentially scrambling to find project documents and details. As Izza Group scaled into larger and more complex university, government, health and commercial projects, the growing team needed repeatable processes and one connected system to keep real-time project information central and accessible, ensure consistent contractual and financial controls, improve reporting, and demonstrate the compliance required to win and deliver more institutional and government work.

The Solution

Ali’s first priority was project delivery: understanding how teams worked and what could be made more consistent, while allowing team members to build their skills and use their own judgement. Instead of imposing a new system from the top down, Ali worked directly with project coordinators, contract administrators, project managers and site teams. Together, they mapped how work moved through RFIs, submittals, subcontract agreements, progress claims, change events and financial processes, then developed workflows, templates, custom fields and bespoke correspondence types around them. “I’ve used Procore from the subcontractor, client and builder sides. What I like about it is that it’s as smart as you are, and as smart as you make it. It allows you to build from the ground up and customise it around the way your business actually works, and that’s what we did.” The rollout was phased over 12 months, allowing teams to embed the new processes into day-to-day project delivery. “Building that central hub for our client communications, our financials, our legal and our quality control was critical for us. Procore makes everything professional and accountable. It documents everything, keeps you compliant and tracks every document revision, correspondence and change history.” “We’ve created a consistent way of working across every project and we all know where the documents are, where the communication chains are and where the status of progress claims and variations sits. And when it comes to financials, we can account for every dollar on every project.” “As our team and projects keep scaling up, Procore helps us maintain the key fundamentals in a way that’s profitable, on time and to a high standard.”

The Results

• Progress claims reduced from days to hours: Upfront scopes and financial values speed up monthly assessments.
• More capacity across delivery teams: Consistent processes help teams manage larger workloads without losing project control.
• Faster, lower-risk handovers: Project information stays accessible, making leave and transitions easier to manage.
• Stronger financial and compliance control: Centralised records across correspondence, claims, revisions and costs improve visibility and create a reliable, real-time audit trail

Growing team capacity, capability and confidence

Ask Ali how Procore has changed day-to-day work for the team and he points to one example that shows just how much team capacity and confidence have grown.

“When I first started, we had a contracts administrator and a project manager who were on smaller projects, and they were a bit stressed about their workload and their capacity.”

Around 18 months later, with Procore in place, those same team members were managing Izza Group’s largest projects at different stages.

“Now they’re laughing, happy, comfortable. Their projects are on track. Financially, they’re kicking goals. Procore has helped make the communication, correspondence and overall workload much more efficient for everyone.”

Ali points to time saved on and off site as well, with a more efficient flow of information between roles.

“If a site manager records a delay, for example, the CA can be prompted to check the relevant contractual requirements and take the next action without another round of calls or chasing. All that time saved really adds up.”

The same consistency makes handovers quicker and more straightforward when any of the team takes leave.

“If a CA wants to take four weeks annual leave and go overseas, every project is run on what we call a ‘house view’. They know where all the documents and folders are, and there’s full visibility over the status of all progress claims or variations. So it’s a three-day handover, and then off you go for four weeks, without having to worry about getting bugged about a project.”

“Put simply, Procore lets everyone take a holiday.”

Compliance that wins work and builds client trust

For Izza Group, strong compliance is not just an internal requirement. On institutional and government projects, it’s an essential part of winning work and delivering projects.

“When you are working with institutions and government bodies, everyone has to answer to somebody,” Ali says. “We’re going to make sure you have all the reporting you need for your higher ups. Our agendas, our meeting minutes, everything is documented to the highest level.”

That means being able to produce a clear project record whenever a client needs it.

“If they asked us, ‘Can I have the whole correspondence history regarding structural steel?’ I can export the RFIs, the submittals, everything together for them in a simple format. It’s having that accountability and that information ready at hand.”

Data-driven decisions on project pricing and procurement

Izza Group is also using the information from current projects to make data driven commercial decisions about the next ones.

“Two $5 million projects don’t necessarily need the same resources. With the data in Procore, I can look at the history of the architect, superintendent, consultants and project team and understand whether I really need the same level of contract administration on both jobs. That allows us to resource and price work much more intelligently.”

The same intelligence supports procurement.

“Procore gives our pre-construction team a history of the subcontractors we’ve worked with. We can look by trade, see which projects they’ve worked on with us and the value of work we’ve awarded them. That gives us much better information when we’re procuring the next project.”

For Ali, those efficiencies ultimately create more time for the work that matters most.

“Ultimately what Procore gives us is the luxury of time. You’re not spending the majority of your day on administration. The format, the templates and the information you need are there, so you can spend more time actually managing the project and working with and for your clients to deliver the best possible outcomes.”