Standard Operating Procedure

Roles, Workflow, System Discipline & Communication

This is not about adding process. It is about removing ambiguity in how Wasatch Structures operates day to day.

5 Core Roles
4 Workflow Stages
3 System Rules
Copper Source of Truth
01

Purpose & Daily Mindset

Every morning, four simple questions keep the whole machine running clean.

The Daily Check (5-10 minutes)

Before diving into work, every person on the team runs through these four questions. If any answer is "no," fix it before moving on.

1
What did I receive?
2
Did I acknowledge it?
3
What did I pass forward?
4
Did I log it?
🎯
The Objective

When roles are clear, communication flows. When communication flows, trust builds. When trust builds, the company scales. This SOP is the foundation for that chain reaction.

02

Role Structure

A role is not what you do - it is what you own. Each person is clearly accountable for their part of the pipeline.

⚠️
Duty vs. Role

Duties are tasks - what you do. Role is what you are responsible for. Breakdown happens when ownership is unclear. This SOP makes sure every piece of the operation has a clear owner.

Core Functional Roles

🤝

Sales

Owns: Client relationship, deal progression, scope clarity

Output: Fully qualified project, ready for estimating

📊

Estimating

Owns: Project pricing accuracy and completeness

Output: Complete estimate, ready for drafting

📐

Drafting

Owns: Layout, constructability, and design translation

Output: Build-ready plans, ready for procurement

📦

Procurement

Owns: Material ordering, vendor coordination

Output: Materials delivered correctly and on time

🏗️

Project Manager

Owns: Execution, field updates, scheduling

Output: Projects completed on schedule, on site

Management Definition

Management is defined by accountability, not by title. To be considered management, a person must meet all three criteria:

1
Directly manages people

Not just trains or supports - actually manages their work and performance

2
Accountable for team output

Responsible for what the team produces, not just their own individual work

3
Responsible for performance

Owns the results and outcomes, not just the execution of tasks

03

The Workflow Pipeline

Every project moves through four stages in order. No skipping, no shortcuts, no assumptions.

Required Flow

Sales

Qualify the project, define scope, upload plans to Copper

→
Estimating

Price it accurately, confirm scope, document assumptions

→
Drafting

Translate into construction-ready plans and layouts

→
Procurement

Order materials, coordinate vendors, track delivery

Each step in this pipeline must include three things before work can move forward:

✓
Clear Input

The receiving role knows exactly what they got and can verify it is complete

✓
Clear Output

The sending role delivers a defined, complete package - not partial work

✓
Confirmed Handoff

The next person acknowledges receipt. If something is missing, they reject it back.

04

Handoff Details

Every transition between roles has specific inputs, outputs, and rules. No assumptions, no gaps.

Sales → Estimating

What Sales Delivers

  • Qualified scope
  • Plans / drawings uploaded
  • Job details (location, type, requirements)
  • Complete project package in Copper

Handoff Rule

  • Estimating must acknowledge receipt
  • If the package is incomplete, Estimating rejects it back to Sales

Estimating → Drafting

What Estimating Delivers

  • Approved estimate
  • Defined scope + assumptions
  • Estimate package with scope alignment notes

Handoff Rule

  • Drafting confirms scope is clear
  • Drafting confirms no missing data
  • If unclear, reject back to Estimating

Drafting → Procurement

What Drafting Delivers

  • Finalized plans
  • Construction-ready layout
  • Approved drawings + material takeoff

Handoff Rule

  • Procurement confirms plans are buildable
  • Procurement confirms no missing components

Procurement ↔ Project Manager

PM Tells Procurement

  • Project schedule / sequencing
  • Site readiness (pads, access, timing)
  • Delivery constraints (phasing, staging)
  • Change orders / field adjustments
"When and how this needs to land in the field"

Procurement Tells PM

  • Confirmed material orders
  • Delivery schedule (dates, sequencing)
  • Vendor confirmations
  • Shipping status / tracking
"What is coming, when, and what to expect"
Critical Rule: No material ships without PM alignment. PM must confirm delivery timing works with the schedule and the site is ready. Procurement must confirm orders are complete and accurate.

Procurement ↔ Sales (Customer Alignment)

Sales Tells Procurement

  • Original scope commitments
  • Customer expectations (timelines, upgrades)
  • Any negotiated changes
"What we promised the customer"

Procurement Tells Sales

  • Material timelines
  • Delays or constraints
  • Cost impacts (if applicable)
  • Changes affecting scope or delivery
"What's actually happening vs. what was sold"
Rule: Sales owns the customer. Procurement must keep Sales informed of any delays, substitutions, or cost impacts.
05

System Discipline

Copper is the single source of truth. Every role owns their data - no one else will do it for you.

Who Owns What in Copper

Discipline breaks down when "everyone" owns it. Each role has a specific piece of the system they are responsible for keeping current.

S
Sales

Owns deal setup in the system - creating the record, entering the scope, logging all client communication

E
Estimating

Owns estimate data - pricing, scope assumptions, all estimate documentation

D
Drafting

Owns plans and updates - drawings, revisions, design notes

P
Procurement

Owns orders and delivery tracking - purchase orders, vendor status, shipping info

PM
Project Manager

Owns execution and field updates - schedule, site progress, field issues

Three Rules. No Exceptions.

1

No Work Without Entry

The job must exist in Copper before any work starts. If it is not in the system, it does not exist.

2

No Handoff Without Update

Before passing work to the next person, the system must be updated and the next role must be notified. No silent handoffs.

3

No Assumptions

If it is not in the system, ask. If it is unclear, reject it back. Never guess - always verify.

06

Communication Standards

If it is not documented within Copper, it does not exist. That is the rule - no exceptions.

💬
The Core Principle

Copper is the primary system and the single source of truth for all project information. Email is the supporting channel for documentation and notifications. Verbal agreements that are not logged do not count.

5 Implementation Pillars

1
Define Roles

Document each role's ownership. Align the team on the difference between responsibilities and roles. (Owner: Leadership)

2
Define Management Criteria

Establish clear qualifications for who is considered management. This ties directly into PTO structure and accountability.

3
Standardize Workflow

Enforce the Sales to Estimating to Drafting to Procurement flow. Add handoff checkpoints at every transition.

4
Establish System Discipline

Use Copper as the primary system. Require documentation of all project activity - if it is not logged, it did not happen.

5
Set Communication Standards

Require acknowledgment of all communication. Implement structured meeting summaries so nothing falls through the cracks.

💪
The Bottom Line

If it is not documented, it does not exist. No work moves forward without a confirmed handoff. Each role owns their phase - no reliance on others to fill gaps. This is how Wasatch scales.