Built inside the platform.
Proven in the field.
Strategic Adoption is Procore consulting built from seeing the same execution gap from both sides: first across contractors using Procore, then from inside a contractor relying on it to run the work.
Louis Tigh.
I'm a Marine Corps veteran who came up in infrastructure and transportation construction: the world of night pours, live traffic, and schedules that don't move for anyone. That's where I learned the difference between how work is supposed to run and how it actually runs at 5 a.m. when the plan meets the site.
From the field I went inside Procore, where I worked across hundreds of contractors and watched the same pattern repeat: good companies buying good software and getting a fraction of its value, because the technology changed and the way work moved between people didn't. Then I crossed back to the contractor's side as Chief of Staff at Haugland Group, a billion-dollar infrastructure contractor, leading enterprise Procore adoption from estimating through closeout on live, high-stakes projects.
Strategic Adoption is the Procore consulting practice that came out of seeing that gap from both seats. It's veteran-owned and operated, based in Los Angeles, and built on a simple commitment: the work happens where the work happens. On your jobs, with your people, in your data. Your team ends up owning the system, not depending on us.
The software was present. Adoption was not.
Strategic Adoption did not begin as a consulting framework. It began as a pattern I kept seeing.
Contractors had bought the platform. They had configured it. Their people had been trained. But when the job came under pressure, the way the business actually ran still lived somewhere else.
In a superintendent’s notebook. In a project manager’s spreadsheet. In an estimator’s memory. In a text thread between the field and the office. In a monthly meeting where leadership learned what had already gone wrong.
The question was no longer, “How do we get more people into Procore?” It became, “What must become true for Procore to produce an earlier, clearer, more actionable signal?”
At Haugland Group, I got to test the answer from the contractor’s seat, inside live infrastructure projects where schedule, safety, and financial outcomes were real. There was nowhere for theory to hide.
How the methodology was built.
Pattern recognition came from the platform side. Proof came from the operator’s side. SAS is what remained after the work survived both.
Seeing the pattern up close.
Across contractor types and project conditions, the same gap kept surfacing: companies were investing in technology without changing how work moved between people.
Adoption is the constraint.
The teams getting value were not simply logging in more. They had aligned workflows, behavior, and data around how their projects actually ran.
A repeatable approach emerged.
Embed with the team. Work in live project data. Find the smallest set of behaviors that unlock meaningful value. Prove them before scaling.
Proving it in production.
Leading enterprise-wide Procore adoption from estimating through closeout: building accountability, repairing field-to-finance handoffs, and embedding directly into high-risk projects.
Closing the execution gap.
Embedded, fixed-scope Procore consulting that turns owned software into an operating system, built by people who have done the work, not presented about it.
Usage does not equal adoption.
A platform becomes valuable when four layers align. Miss one, and activity becomes noise.
What decision should this support?
“Complete the daily log” is not an intent. “See labor-productivity drift early enough to correct it” is.
What should happen every time?
A process connects the issue to the record, the record to the owner, and the owner to a decision.
What happens under pressure?
A workflow that works only during training is not a workflow. Adoption is what survives the hard day.
What evidence does the work produce?
The record must be timely and consistent enough to drive action. A dashboard cannot rescue data captured without purpose.
The dashboard was the last mile.
At Haugland, the challenge was larger than rolling out software. Growth had created complexity across divisions, workflows, and systems. Procore needed to connect estimating, construction, financials, safety, and closeout while giving leadership a coherent view across heavy civil and electrical operations.
The work happened at the handoffs: estimate to operations, field to finance, daily activity to executive decision. We standardized what needed to be consistent without pretending every project was the same. We made the system useful to the people closest to the work, and consequential to the leaders responsible for the outcome.
The shift was not from paper to software. It was from a tool the company owned to a system the company ran on.
The public case study records the outcome: connected operations, standardized workflows, and earlier visibility into project performance. In one example, schedule data revealed risk while the financial picture still looked healthy, enabling intervention months before the issue would otherwise have surfaced.
You cannot skip stages.
Adoption is a progression. Each stage solves a different problem, earns a different kind of trust, and unlocks the next.
Crawl
Enemy: chaos & mistrust
Get everyone into the same system. Make it the default place where work is recorded, and make the record useful to the person creating it.
Walk
Enemy: variance
Make data comparable and dependable. Standardize the signal without pretending every project should operate identically.
Run
Enemy: late surprises
Connect the signals. Detect risk earlier, manage by exception, and make decisions while the outcome can still change.
Critical mass
Enemy: dependence
Make improvement self-sustaining. Teams reinforce the standard and strong practices move naturally from job to job.
Five rules that survive the field.
These are the tests we apply to every workflow, every rollout, and every engagement.
Start where the work happens.
If a process adds friction without returning value to the person doing the work, it will be bypassed.
Fix the handoffs.
Margin becomes invisible between functions: estimating and operations, field and finance, issue and decision.
Standardize the signal.
Make outputs comparable (cost structure, change status, project setup, thresholds for action) without removing judgment.
Make the system consequential.
People adopt the system leaders actually use. The record must affect the meeting, forecast, approval, and next action.
Earn the right to scale.
Prove the workflow on live projects, retain what works, correct what does not, and expand with evidence.
The point is not to see more. It is to see soon enough to act.
Start with Recon: a fixed-scope Procore consulting assessment of how work actually moves across estimating, operations, field, finance, and closeout.
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