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Construction finance teams need data that arrives in time to be useful.
By the time a project manager receives a cost report, two weeks of card transactions sit unreconciled in a spreadsheet. The bills are entered, eventually, but the line items are collapsed, the cost codes guessed, and the sub-account split happens at month-end when nobody can remember anymore which charges belong to which job. The number in QuickBooks is not wrong, exactly. It's just not the number they needed three weeks ago.
This is the structural problem with credit card reconciliation in construction. The charge hits the card on day one and the data reaches job costing on day thirty, if at all. Everything in between is manual work done under pressure, and manual work done under pressure is where cost codes get misallocated and margin gets lost.
Cahill Construction was managing hundreds of bills and credit card transactions per month for a portfolio of retail, restaurant, grocery, and multi-family renovation projects across North America. Their team spent six full days a month entering bills, tracking down approvals, and coding costs into QuickBooks. Credit card reconciliation alone took over four days every month.
Then, when they moved to MakersHub, reconciliation dropped to a day and a half. The 64-plus hours of data entry that had been consuming their AP process disappeared
Why construction AP breaks at scale
The credit card problem is really a data problem
In construction, credit cards are used constantly: materials runs, fuel, site supplies, tool rentals. Each transaction generates a receipt that needs to be matched to a vendor, line item, cost code, and project before it has any meaning for job costing. When that matching process happens manually at month-end, three things can go wrong.