Rivet

By audience

Specialty Contracting

• Self-perform electrical and mechanical contractors run one labor plan across every active job instead of a spreadsheet per project manager.
• Forecast labor demand 4 weeks to 2+ years out to see where the workforce is short and where it is idle.
• People, jobs, WIP and certifications sync in from the contractor's ERP (Vista, Spectrum, Foundation, COINS, Sage 300 CRE, Plexxis), so headcount planning runs on accounting's numbers.

Executive Leadership

• Read portfolio-wide labor demand against available headcount to decide on hiring, overtime or turning work down.
• Track where planned hours are diverging from budget across the whole book of work rather than one job at a time.

Project Manager

• Build a job's labor plan by scope and phase, then watch actual hours against planned and budgeted hours as the job runs.
• Request crew from the labor pool for upcoming phases instead of negotiating headcount by phone with the dispatcher.

Superintendent

• Move workers between jobs from one dispatch board and see who is genuinely available before committing to a date.
• See each job's roster and the skills and certifications every assigned worker holds.

Foreman / Field Supervisor

• Receive crew assignments and day-to-day changes by SMS without needing a seat in the office system.
• Confirm who is turning up on the job tomorrow and push crew gaps back to the dispatcher.

Safety Management

• Hold worker certifications and safety credentials centrally so an expired credential is visible before the worker is dispatched.
• Filter the labor pool by credential when a job or an owner requires a specific qualification.

Business Development

• Use the forward labor forecast to see gaps in future work and time which jobs to chase and bid.
• Check that a prospective job can actually be crewed in its window before committing to a schedule.

By phase

Pre-Construction

• Forecast the labor a job will need before award and check the labor pool can cover the window.
• Load prospective jobs as opportunities so the forecast includes work that has not been won yet.
• Feed labor-availability gaps back into which work the business chases.

Construction

• Dispatch and re-dispatch crews across active jobs, sending assignments to workers by SMS.
• Compare actual hours with planned and budgeted hours and explain why projected hours at completion moved.
• Keep job rosters, worker skills and certifications current as crews rotate through.