The ERP that runs
architecture and
engineering firms.
ENGILANCER is the operating system for architecture and engineering firms — the only platform where the sales pipeline and the technical delivery floor live in one record. Every lead, approval, assignment, revision and man-hour, written to a ledger that cannot be edited after the fact.
148
Projects Received
131
Delivered On Time
6
Delivered After Due Date
11
Pending (On Time)
8
To Be Assigned
5
Pricing Pending
9
Pending (Delayed)
3
Due Today
1,680
Total Man Hours
1,554
Delivered Man Hours
126
Pending Man Hours
1,432
Assigned Man Hours
It'swherethesaleandthebuildshareonerecord.Aleadispriced,approvedandturnedintoaliveprojectwithoutanyonere-typingit,andthetrailofwhodecidedwhatstaysattachedforever.
Itwatchesthefloor—everyteam,everyshift,everyallocatedhour—andsurfacestheprojectthatslippedbeforetheclientistheonewhotellsyou.
Fewer tools to reconcile.
Fewer projects that quietly slip.
A CRM for the pipeline. A spreadsheet for man-hours. A shared drive for the drawings. A group chat where the scope change actually got agreed. None of them know how an A/E firm runs, so they stay empty until someone fills them — and that someone is you, every evening, by hand. The estimate gets approved in one place, re-typed in another, and by revision three nobody can say what the client actually signed off on.
ENGILANCER starts from the other end. It already knows a lead becomes a priced estimate, that an estimate needs an approval, that an approval becomes a project with a client code, a CSI division, a shift and an hour budget. So the record isn't something you maintain after the work — it’s produced by the work. Fifteen roles, two branches, one source of truth.
This is what one record looks like.
The intake form is not paperwork — it is the project. Approve it and ENGILANCER carries the scope, the estimation type, the categories, the CSI divisions, the drawings and the man-hour estimate into the technical branch under a project number, and opens the ledger. Nobody re-enters anything, and nothing arrives without its history.
New Lead Intake
PENDING- Project Name
- Skyline Towers Phase 2
- Client Company
- Meridian Health
- Start Date
- Sep 22, 2026
- End Date
- Oct 09, 2026
- Lead Source
- References
- Estimated Man Hours
- 46
- Estimation Type
- Full Estimate
- Categories
- Civil, MEP
Technical Project
APPROVED- Project No
- CLT014-P082
- Due Time
- COB
- Man Hours
- 46
- Primary Categories
- Civil, MEP
Project Ledger
INITIALIZED
Project created from approved lead
ASSIGNED
Floor Manager (Morning) → Team Lead
STATUS CHANGED
Unassigned → In Progress
Four things you never
have to chase again
Gated
An estimate that sits in someone’s inbox is a deal cooling off. Leads move Opportunity → Pending → Approved on a route the system enforces, and where an admin overrides the number, the employee closing value and the admin closing value are both kept. A rejection has to carry a reason.
Routed
Approved work lands as an Unassigned project with a project number, not as a message. It routes from CS coordinator to floor manager, floor manager to team lead, team lead to engineers — morning shift or evening shift — and the workload of every team stays visible while you do it.
Classified
Every revision lands in the ledger as a REVISED event carrying its own scope and pricing instruction, then has to be classified — none, estimator mistake, pricing mistake, or both — which notifies exactly the people who worked on it. At the end of a quarter you can finally answer the expensive question: is rework coming from the client, or from us?
Measured
Milestones carry allocated minutes and a real timer that engineers start, pause and stop. Allocated against delivered, per project, per team, per shift. Due today, due this week, and the ones already delayed — surfaced before the client is the one telling you.
Lead Management
Pending · Approved · Rejected
In the same place as the work
The scope conversation stops living in a group chat.
Every project gets its own room the moment it is created, alongside direct messages and group rooms for the floors. Real-time delivery, typing indicators, unread counts — and because the room is attached to the project number, the message where the scope actually changed is one click from the ledger entry that records it.
CLT014-P082 — Skyline Towers Phase 2
Project Chat • 6 members
IN PROGRESSLoad older messages
A. Devlin · CS Coordinator
Client came back asking for MEP added to the takeoff. Logging it as a revision rather than editing the original scope.2:14 PM
R. Okafor · Team Lead
Understood. Estimated man hours goes 46 → 64 with that in. Who classifies the mistake type?2:21 PM
2:30 PM
R. Okafor is typing...
Everything in the box
One platform, from the first call to the final delivered hour.
Immutable project ledger
Initialized, assigned, status changed, revised, delivered — each event snapshots scope, categories, service type and man-hours as they stood at that moment. Nothing rewrites history.
Real-time collaboration
Direct messages, group rooms and a chat room auto-created for every project, with typing indicators and unread counts. The scope conversation lives next to the scope.
Fifteen roles, two branches
Master admin through engineer — company admins, department admins, chief estimators, floor managers by shift, pricing managers, team leads. Everyone sees exactly their surface.
Pipeline & delivery analytics
Revenue closed, active pipeline, quota progress per report with on-track / at-risk flags on the sales side. Received, delivered on time, delayed, pending and unassigned on the technical side.
Full audit trail
Every create, update, delete, login, approval, rejection, assignment and status change logged with user, IP, agent and timestamp. Filterable by action, entity, user and date range.
Milestones with real timers
Break a project into tasks with an owner, a due date and allocated minutes. Engineers start, pause and stop a live timer, so delivered hours are measured rather than estimated.
Multi-company hierarchy
Master company, sales companies, departments and shift-based technical teams. Model the firm you actually have, including the offices you have not opened yet.
Client records & codes
Every client carries a code that generates project IDs like CLT014-P082, a running project count, a contact owner and an active or lost status.
PDF, CSV & Excel export
Any filtered analytics view leaves the system as a report — for the partner meeting, the client, or the auditor who wants the quarter reconstructed.
Contextual notifications
Lead submitted, approved or rejected. Project assigned. Milestone due or completed. Estimator or pricing mistake flagged. Delivered to the person who has to act, not to everyone.
Role-scoped global search
One search across leads, projects, clients, teams and people — filtered by what your role is permitted to see, so results never leak across branches.
Drawings & attachments
Drawing sets, permits and pricing instructions attached at intake and carried through every revision, with CSI divisions and category tagging intact.
Built for architecture and engineering firms that run on deadlines.
For the people bringing work in.
Build the estimate once — scope, service type, estimation type, categories, CSI divisions, attachments, lead source — and push it for approval without leaving the form. Then watch aggregated sales, closed leads and the active pipeline by company and department in one view.
$4.2M
Total Aggregated Sales
112
Closed Leads
38
Active Pipeline
4
Pending Approval
For the people getting it out the door.
Approved leads arrive as projects with a project number, a man-hour estimate and a due time — Morning, Evening or COB. Route them down the hierarchy, move them through review and pricing, and file every revision against a mistake type.
148
Projects Received
131
Delivered On Time
9
Pending (Delayed)
8
To Be Assigned
For the people answerable for all of it.
Model the sales companies, departments and technical teams, provision the fifteen roles, and read back every action anyone took — timestamp, action, entity, description, user. Compliance without a reconstruction project.
96
Users
41,208
Audit Entries (30d)
4
Sales Companies
11
Technical Teams
Per user, per branch, no modules
One price for the whole record.
Sales and technical seats cost the same, because splitting them is what created the reconciliation problem in the first place.
Studio
One sales company, one technical team. For a single-office practice getting off spreadsheets.
Minimum 5 users
Start with Studio- Lead intake, approval and rejection workflow
- Technical projects with man-hour estimates and due times
- Immutable project ledger
- Direct, group and per-project chat
- Audit log, 12-month retention
Firm
Multiple sales companies and departments, technical teams by shift, and the full role hierarchy.
Minimum 20 users
Book a demo- Everything in Studio
- Unlimited sales companies, departments and technical teams
- All fifteen roles, morning and evening shifts
- Revision tracking with mistake classification
- Milestones with live timers
- Sales and technical analytics, CSV exports
- Auto-Route Leads and Require Entity Approval
Enterprise
For groups running several branches under one master admin, with their own security posture.
Annual agreement
Talk to us- Everything in Firm
- Strict Data Isolation across branches
- IP allowlist and SSO / SAML
- Custom audit retention and data residency
- Self-hosted or private cloud
- Named success manager and SLA
Stop reconciling. Start running the firm.
A 30-minute walkthrough with your own pipeline and one live project. Bring the estimate that went to revision four — we’ll show you where it would have been caught.