Next-Gen Job-Costing: Ready to Move? 5 Things to Consider Before You Get Started

In this three-part series, Quantity Surveyor turned Financial Solutions Specialist Clint Burgess uncovers the real-world gains for people, processes, and profits when businesses move from legacy to next-generation Enterprise Resource Planning (ERP) and Job Costing systems.

Shifting from a legacy ERP to a next-generation platform isn’t about chasing the latest tech trend. It’s about setting the right data foundation and giving your teams the right tools to perform at their best while keeping your business competitive as the industry and technology continue to evolve.

Part one and part two of this series showed how legacy systems can limit people, performance, and profits — and how connected, next-generation ERP and Job Costing platforms are helping construction businesses operate with greater visibility, control, and confidence.

Here, Quantity Surveyor turned Financial Solutions Specialist Clint Burgess shares his five priority considerations for businesses looking to make the all-important move to next-generation ERP systems.

1. Define the priority problems most in need of solutions.

“I always suggest starting by pinpointing your team’s biggest pain points — the issues that cost the most time, money or confidence,” says Clint Burgess, Quantity Surveyor turned Financial Solutions Specialist.

“For finance, it might be the hours lost reconciling data that never quite matches. For project teams, it’s the admin and delays caused by disconnected systems. For IT, it’s maintaining software that’s decades old and can’t integrate with anything new. Every frustration should link back to a tangible business outcome.”

“If you’re losing margin because variations live in spreadsheets, that’s not a spreadsheet problem — it’s a profitability problem," Clint says. "Imagine being able to instantly see which subcontractor drives the most variations, how much that’s costing you, and whether you’re recovering it. Once you define the real problem, you can measure the impact of fixing it and prove the value of automation.”

“Legacy systems often hide inefficiencies until month-end. Next-generation visibility changes that, giving every team the insight to spot issues in real time. They can fix them before they escalate.”

2. Map your ecosystem.

Unlike legacy job-costing and ERP platforms, next-generation ERP isn’t a single system. It’s a connected ecosystem that extends well beyond finance. Accounting, job costing, forecasting, reporting, and accounts-payable automation all need to work together.

Legacy platforms typically store data in isolated databases. Updates from site can take days to appear in finance, forcing teams to duplicate data and reconcile spreadsheets just to stay aligned.

“Old systems are like rooms in separate buildings,” Clint says. “You have to walk the data from one to the other. Next-gen tools are like connected spaces — data flows freely through open doors. Everyone sees what’s happening as it happens.”

Next-generation systems use APIs — secure digital gateways that let different tools share information automatically — while cloud technology keeps that data accessible anywhere, from the site to the boardroom. Together, they create a single, live view of the business that teams can trust and act on.

3. Bring finance, IT, and operations together from day one.

“It’s important to bring finance, IT and operations together from day one,” Clint says. “A cross-functional evaluation team avoids surprises and ensures everyone owns part of the outcome.”

“The projects that succeed are the ones where every team member can see and understand the benefits. So for example, when finance can see how automation reduces reconciliation time, and project teams see how mobile approvals cut days of delay, alignment becomes much easier.”

“Ultimately, next-generation transformation is a business initiative, not an IT project. The most successful implementations share a common goal: better data, faster decisions, stronger performance.”

4. Plan the transition over time.

“Moving to next-generation ERP is a strategic program, not a quick software swap. The biggest trap is trying to rush through,” Clint cautions. “Allocate dedicated people and time, plan data migration carefully, and test thoroughly before roll-out.”

“Up front planning means fewer issues downstream. Now is the opportunity to discuss if current processes should change. A new system can simplify your processes which may mean process changes need to be considered.

"The aim is not to rebuild every workaround from the old system. Legacy upgrades often replace old tools with new interfaces. Next-generation transitions redesign workflows so teams spend time analysing, not fixing.”

5. Focus on Adoption and Outcomes

Technology alone won’t deliver the benefits — people will. Communicate the purpose behind the change, involve users early, and make adoption measurable from the start.

“Change management is critical,” Clint says. “Leaders set the tone. When people understand the reason for change and see genuine improvements — faster reporting, fewer errors, clearer visibility — that’s when commitment builds.”

“Adoption doesn’t happen by itself; it needs structure, reinforcement, and visible results. Focus on what can be measured: time saved, visibility gained, and confidence restored. When people experience those benefits firsthand, the system becomes part of how they work rather than something imposed on them from above.”

Where to From Here

“Standing still is now the bigger risk. Leaders who begin the transition today will set the pace for tomorrow and be ready for AI, automation, and the next wave of connected construction innovation.”

“Get the foundations right,” Clint concludes, “and soon you’ll wonder how you ever managed on the old system. The businesses that move now won’t just keep up, they’ll lead.”

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