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A CRM and ERP that take a solar project from signed customer through permitting, installation and the utility's final approval.
The client's business depends on solar construction, where a sale is only the beginning. Between contract and a working system come site surveys, engineering, permits, utility applications, equipment orders, crew schedules and inspections. Several of these depend on outside parties who work to their own timelines. The client needed a CRM to manage customers and an ERP to manage the construction behind them, so that staff could tell any customer exactly where their project stood.
Hexagon delivered CRM and ERP solutions for managing solar construction. The CRM tracks leads, proposals and signed customers. Each sold project then moves into the ERP, where staff follow it stage by stage through survey, design, permit, installation, inspection and utility approval. Equipment purchasing, crew assignments and job costs are tied to the project. Sales and operations now read from the same record instead of trading status updates by phone and email.
Solar projects wait on permit offices and utilities, so somebody always needs to know what is stuck and why.
Once a contract is signed, system size, roof details and promises made during the sale must reach operations. If they arrive by email, surveys get repeated and customers have to answer the same questions.
We connected the CRM to the ERP, so a signed customer becomes a project carrying its site details, system design and sales notes.
Permit offices and utilities each have their own queues and paperwork. A project can sit for weeks waiting on an approval, and without tracking, nobody notices until the customer calls to complain.
We built stage tracking with dates and owners, so staff can pull a list of projects waiting at any permit or utility step.
Equipment that arrives too early ties up cash and warehouse space. Equipment that arrives late leaves a crew idle. Without purchasing linked to the schedule, buyers end up working from guesses.
We tied purchase orders and stock to scheduled projects, so buyers can see what upcoming installations need and when each one needs it.
Roof complexity, electrical upgrades and return visits can eat the margin on a job. When labor and materials are recorded separately, the true cost of an install stays hidden for too long.
We tracked crew hours, materials and subcontractors against each project, so managers can compare actual cost with what the job was sold for.
| Feature | Description |
|---|---|
| Sales team | |
| 1. Lead Management | Inquiries are logged with property details, source and assigned rep, which gives every lead a clear owner. |
| 2. Site and Usage Details | Roof type, utility provider and energy usage are recorded early, so proposals rest on real information. |
| 3. Proposal Tracking | System size and quoted price are stored on the opportunity, along with whether the proposal is out, accepted or declined. |
| 4. Sales Pipeline | Reps and managers see every opportunity by stage, from first contact to signed contract. |
| 5. Follow-Up Reminders | Reps are prompted to call back on undecided proposals, since solar is rarely a same-day decision. |
| Project coordinators | |
| 6. Project Record | A signed sale becomes one project holding the customer, site, design and every document. |
| 7. Stage Tracking | Each project moves through survey, engineering, permit, installation, inspection and utility approval, with dates at every step. |
| 8. Permit Tracking | Applications, submission dates and approvals are logged by project, which makes slow permit offices visible. |
| 9. Utility Interconnection Tracking | Application status and permission-to-operate dates are recorded, because a finished system can't run until then. |
| 10. Document Storage | Contracts, plans, permits and inspection results stay on the project, so nobody has to dig through email. |
| 11. Customer Status Updates | Coordinators can answer a customer's question from one screen, with the current stage and what is holding it up. |
| Installation and field teams | |
| 12. Crew Scheduling | Installations are assigned to crews by date, keeping both office and field clear about the week ahead. |
| 13. Job Packets | Crews can see the plan set, equipment list and site notes for their next install. |
| 14. Field Time and Progress | Hours and completed work are recorded against the project, which feeds job cost and stage tracking. |
| Purchasing and warehouse | |
| 15. Equipment Purchasing | Panels, inverters, racking and batteries are ordered against upcoming projects. |
| 16. Stock Records | Staff can check what is on hand and what is allocated before placing another order. |
| Management and accounting | |
| 17. Job Cost Reports | Sold price, labor, materials and subcontract costs are compared per project. |
| 18. Bottleneck Reports | Managers see how many projects sit at each stage, and for how long, which shows where to push. |
Each layer has one job.
The client's sales and construction teams now work from linked records. Anyone can see where a solar project stands, what it is waiting for and what it has cost so far.
| Area | Before | After |
|---|---|---|
| Sold jobs | Details passed along by email and phone | Signed sale becomes a project record |
| Permits and utility steps | Followed by memory and spreadsheets | Dated stages with a named owner |
| Equipment | Ordered without a clear view of the schedule | Purchasing tied to upcoming installs |
| Project margin | Known well after completion, if at all | Costs recorded against each project as they occur |
Good software follows a process. Here are the six stages, and what happens in each one.
Goal: Define the product vision, target audience and core business requirements.
Key activitiesGoal: Create an intuitive user experience and visual interface.
Key activitiesGoal: Build the functional application using agile sprints.
Key activitiesGoal: Harden the application against vulnerabilities and boost performance.
Key activitiesGoal: Deploy to a controlled group of real users to catch edge-case bugs and gather feedback.
Key activitiesGoal: Roll the software out to the general public.
Key activitiesCustomers aren't asked again for what sales already collected.
Staff can find work waiting on a permit or utility and chase it.
Buyers order against the installation schedule.
Managers can see which installs make money and which do not.
Selling solar is only the start of the work. The rest of the job runs through surveys, permit offices, utilities and crews, and any of them can hold it up. Hexagon gave the client a CRM and ERP that follow each project from lead to approval, with costs and documents attached along the way. Staff can answer a customer's question without making three phone calls. If your solar or construction company is losing track of projects between stages, let's talk about it.
Talk to us about your projectRelated services: CRM development · ERP development · custom software development
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