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The 48% figure is not established as a California-specific result. Two separate vendor claims use similar language: Thizo says a 2025 customer survey reported 48% more project volume per person, while Procore CEO Thuy Quartermansh said on a Q2 2024 earnings call that customers using Procore could run 48% more construction volume per person. Neither source demonstrates that California commercial builders achieved the result, that no additional headcount was added, or that software caused the improvement.
That does not make the underlying operating idea irrelevant. A builder can often increase capacity by standardizing documentation, reducing rework, improving information flow and removing repetitive coordination. The responsible way to pursue that outcome is to measure baseline production, pilot specific workflow changes and verify results against quality, schedule and margin—not to treat a vendor headline as a guaranteed productivity rate.
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The headline combines a California population, a no-new-headcount premise and a precise productivity increase. The available statements support none of those three elements as an independently verified finding. They are two different vendor claims made in different contexts.
| Claim | Source and date | Population described | What is not established |
|---|---|---|---|
| 48% more project volume per person | Thizo, 2025 customer survey | Thizo customer respondents | Sample size, survey instrument, definition of “project volume,” California representation, whether headcount changed, and independent verification |
| 48% more construction volume per person | Procore Founder, President and CEO Thuy Quartermansh, Q2 2024 earnings call | Procore customers, as described by the executive | California specificity, study design, denominator, project definition, no-headcount condition and independent causal evidence |
Quartermansh said: “I mean Procore enables our customers to run 48% more construction volume per person when they run Procore, which is just a staggering number if you think about it.” That is an executive statement during an earnings call, not a California productivity study.
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Thizo’s own 2025 customer-survey material reports three outcomes: 48% more project volume per person, a 16% average reduction in rework and 83% of customer respondents agreeing that quality control improved. The company does not provide the survey sample size or instrument in the material reviewed, so these figures should be read as company-reported survey outcomes rather than industry benchmarks.
Why “without adding headcount” is a separate question
More output per person does not automatically mean a company hired nobody. A firm may reassign staff, use contractors, extend hours, change its project mix, win smaller jobs or measure only the people directly touching a workflow. A credible no-headcount analysis must show the starting and ending staffing levels, roles included, hours worked, project complexity and the period being compared.
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Outbyte PC Repair FREERepair Windows errors before they cause bigger problemsFix Now →Outbyte Driver Updater FREEScan for outdated or missing drivers - takes under a minuteDriver Scan →It must also specify what “volume” means. Possible denominators include the number of active projects, contract value, square footage, drawing sheets, submittals processed or gross profit. Those measures can move in opposite directions. Ten small tenant-improvement jobs are not equivalent to ten complex laboratory projects, and contract value can rise while design effort and coordination load rise faster.
A defensible capacity baseline
- Define the numerator: choose one operational output, such as approved drawing packages, completed submittal cycles or weighted projects delivered.
- Define the denominator: count the employees and hours actually included, separating production, project management, administration and outsourced labor.
- Normalize complexity: assign transparent weights for project size, discipline count, revision volume or procurement risk.
- Set the period: compare equivalent quarters or project phases, not an unusually busy month with a quiet one.
- Track quality and schedule: include rework, change orders, late responses, safety events and client corrections so “more” does not hide deterioration.
A useful measure might be weighted project units divided by productive labor hours, accompanied by rework hours and gross-margin variance. The formula is less important than applying it consistently before and after a change.
Where documentation and BIM can create capacity
Thizo describes a documentation-support model rather than a complete design or construction responsibility. Its listed services include full BIM modeling, AutoCAD-to-Revit conversion and construction drawing-set production. It says its output is intended for the client team to refine, and it lists design, code-compliance and rendering activities that it does not perform.
That boundary matters. Outsourcing model production or converting legacy files can remove repetitive drafting work, but the builder or design professional still needs competent review, coordination and approval. A model that is delivered quickly but contains unresolved clashes, incorrect dimensions or missing scope can increase field rework instead of reducing it.
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Questions to ask before assigning BIM work
- Which party owns design decisions, code interpretation and final professional approval?
- What model level, naming convention, coordinates, families and file format will be delivered?
- How are revisions, redlines and requests for clarification logged and returned?
- Who checks constructability, discipline coordination and sheet completeness?
- What turnaround time is promised, and how are urgent changes handled?
- What happens when the source AutoCAD files are incomplete or inconsistent?
Thizo also advertises “50–200 Hours saved per project” and “$9K–$40K+ Gross profit recovered.” Those are vendor-presented figures; the reviewed page does not identify a study or methodology. A contractor should treat them as hypotheses to test against its own labor records, not as savings to enter automatically into a business case.
How construction software can increase throughput
Software is most valuable when it removes handoffs and makes the current status of information visible. The specific platform matters less than whether the workflow is adopted by the people creating, reviewing and using the information.
1. Create one controlled record for each document
Set a naming convention, revision rule and approval status for drawings, submittals, RFIs, estimates and meeting decisions. Prevent teams from treating emailed attachments or personal folders as the current record. Every superseded file should remain auditable without being mistaken for the active version.
2. Route work by responsibility and due date
Each RFI, submittal or design change needs an owner, a response deadline and an escalation path. Automatic reminders help, but they do not replace a clear responsibility matrix. Measure aging and first-response time to locate bottlenecks.
3. Reuse structured information
Templates for submittals, meeting agendas, closeout checklists and cost codes reduce typing and make reports comparable across projects. Reuse should never mean copying stale project assumptions; require a deliberate review of dates, quantities, specifications and contacts.
4. Connect field observations to office decisions
Photos, punch items, delivery records and daily reports should reference the relevant location, drawing or specification. A connected record lets a project manager answer a question without searching several systems, while preserving the context needed for a later claim or lessons-learned review.
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5. Automate reports only after the data is reliable
Dashboards can expose overdue approvals, unresolved clashes or labor spent on rework. They cannot correct incomplete entries. Establish minimum data-quality checks and audit a sample of records before using a dashboard for staffing or margin decisions.
A practical 90-day scaling pilot
Run a bounded pilot rather than rolling out a platform across every project at once. Select two or three comparable commercial jobs and document the baseline before changing the process.
- Weeks 1–2: Map the current workflow. Follow one document or decision from creation to approval. Record handoffs, duplicate entry, waiting time, rework and the people involved.
- Weeks 3–4: Choose one constraint. Pick a measurable problem such as late submittal responses, drawing revisions or field-to-office reporting. Set a target for cycle time and quality, not just volume.
- Weeks 5–6: Configure the minimum viable process. Create statuses, permissions, templates, naming rules and escalation dates. Avoid building every possible automation before users complete the basic path.
- Weeks 7–8: Train by role. Give superintendents, project engineers, coordinators, estimators and executives only the functions each role needs. Use a real project record during training.
- Weeks 9–10: Operate with daily exception review. Look at overdue items, rejected submissions, duplicate records and unassigned tasks. Fix the workflow or the training while the pilot is small.
- Weeks 11–12: Compare normalized results. Review productive hours, cycle time, rework, schedule variance, unresolved items and user adoption against the baseline. Decide whether to expand, redesign or stop.
Do not count a faster data-entry step as capacity unless the released time is actually redeployed to estimating, coordination, supervision or another constraint. A saved hour that becomes idle time is not additional project capacity.
Building the financial case without invented savings
No comparable independent pricing or performance data establishes a universal return for the tools or services discussed here. Build the case from your own numbers.
Start with annual productive labor hours available for the affected roles. Estimate the hours currently spent on the targeted process, then apply a conservative reduction supported by the pilot. Subtract implementation, licenses, integration, training, administration and ongoing quality-control costs. Value only time that can be used for billable work, avoided overtime, delayed hiring or measurable rework reduction.
For a simple model:
- Annual benefit = verified hours released × realistic contribution value + verified rework cost avoided.
- Net benefit = annual benefit − recurring costs − first-year implementation costs.
- Payback period = first-year implementation and recurring costs ÷ monthly verified benefit.
Run sensitivity cases. If the business case works only when every claimed hour is recovered and every project is equally complex, it is too fragile. Include a downside case for slow adoption, incomplete data and a temporary productivity dip during training.
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Common failure modes and corrective actions
Chasing the headline percentage
Symptom: leadership sets a fixed productivity target before defining the output. Fix: select a workflow, baseline it and publish the measurement rules before choosing a target.
Counting activity instead of completed work
Symptom: more uploaded files or logged tasks are treated as more production. Fix: count approved, usable outputs and pair them with rework and acceptance measures.
Automating a broken approval chain
Symptom: reminders increase, but decisions remain late because nobody owns them. Fix: assign one accountable role, a deadline and an escalation route before adding automation.
Ignoring model and document quality
Symptom: drafting appears faster, while field questions and revisions increase. Fix: require a documented quality check, clash review and client acceptance gate.
Underestimating integration and training
Symptom: teams maintain spreadsheets, email threads and the new system in parallel. Fix: define which record is authoritative, migrate only necessary data and provide role-specific coaching.
Assuming one project proves causation
Symptom: a favorable result is attributed entirely to software despite a smaller scope or unusually experienced team. Fix: repeat the measurement across comparable projects and record other changes occurring during the period.
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What California commercial builders should verify locally
A California contractor considering a capacity program should test it against its own jurisdictions, project types, consultant network and contract obligations. Establish who may approve design information, how agency or owner comments are tracked, which records must be retained and how revisions affect procurement and field work. The workflow should preserve an audit trail from the issued document to the installed work.
Use a pilot that resembles the work you actually want to scale. A process proven on repetitive interiors may not transfer to a heavily coordinated healthcare, laboratory, industrial or public project. Compare projects with similar delivery methods, consultant participation and revision intensity before generalizing a result.
How to evaluate a vendor productivity claim
- Population: Who was measured—customers, employees, projects or a broader industry sample?
- Definition: What exactly is “volume,” “per person,” “rework” or “quality control”?
- Baseline: Was there a before-and-after comparison, a control group or only a survey response?
- Method: What was the sample size, time period, instrument and inclusion rule?
- Confounders: Did project mix, staffing, hours, outsourcing, market conditions or management change?
- Verification: Can the underlying records, calculations or independent analysis be reviewed?
- Transferability: Does the evidence resemble your geography, contracts, disciplines and delivery method?
If a vendor cannot answer these questions, use its number as a conversation starter and design your own measurement plan. Do not place the figure in a staffing commitment, bid assumption or board forecast as though it were a guaranteed industry rate.
The decision for an operations team
Proceed when you can identify a specific bottleneck, assign an accountable owner, measure output and quality, and fund implementation without relying on unverified savings. Start with the smallest workflow that crosses enough teams to reveal whether information moves faster. Expand only after the pilot shows that released time becomes completed, profitable work without a rise in defects or risk.
The two 48% statements demonstrate market interest in the idea of higher construction throughput per person. They do not establish a California result or prove that builders can increase volume with no additional headcount. A disciplined baseline, controlled pilot and transparent verification are what turn that idea into a result your company can responsibly claim.
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