The challenge: projects delivered… profit unknown until the end
The company delivered its projects without knowing each project’s profitability until it finished, when correcting course was already too late. Expenses were recorded manually, so errors recurred and were sometimes attributed to the wrong project. Preparing a project-status report took hours to gather numbers from scattered sources. Following up on supplier dues took long hours weekly, while overdue client invoices piled up.
- Project profitability only became clear after the project ended.
- Recurring expense-entry errors caused by manual entry.
- A project-status report assembled by hand over hours.
- The need for invoices compliant with e-invoicing and value-added tax.
The solution with Qoyod: every project clear through cost centers
The company linked each project to an independent cost center on Qoyod, where the project’s revenue and expenses are recorded in one place so its profitability appears weekly. Four capabilities made the difference:
A cost center per project
Cost centers link every expense and revenue to its own project, so each project’s profitability is clear instead of staying a murky aggregate at year-end.
Organised supplier invoices and expenses
Supplier invoices and expenses are recorded and classified by project, cutting attribution errors and making it easy to track what was spent on each contract.
Receivables and payables under control
Client receivables and supplier payables are tracked in one place with payment reminders, so overdue invoices fall and the collection cycle shortens.
Instant project-profitability reports
Because all project data lives in the same Qoyod system, the project-profitability report comes out ready in an hour instead of hours, so corrective decisions are made on time.
Results in numbers: before and after Qoyod
“Before Qoyod we knew a project was finished, but not its real profit. Now every project is clear in numbers.”
Projects Manager · Real Estate & Contracting
Why real estate and contracting specifically?
In contracting, a project stretches over months and its expenses spread across suppliers, labour, and materials, so the margin can leak away unnoticed until handover. When every cost is tied to the project’s cost center, profitability becomes clear weekly rather than at the end, so the decision to rein in expenses and speed up collection rests on a number rather than a guess. That is why Qoyod’s impact on this company was control over each project’s profitability, not just tidier books.