Operating intelligence you can audit

Know what every asset, job and decision earns.

Built for regulated markets where skilled labor is the binding constraint.

ProEdge builds systems of work and intelligence on the records a business already keeps: software that coordinates the next action, closes the loop, and puts the economics of every decision in view. Every figure shows where it came from. Every improvement is measured against a baseline agreed before the work starts.

For operators For owners and investors
  • Read only where your records already live
  • Every number shows its source
  • Results are measured, not claimed
Plate 01 · One standard, every assetDrawing set
Illustrative drawing set. The aviation sheet: an aircraft dimensioned in dollars, its annual cost split into recorded, allocated and modeled. The HVAC sheet: a service truck, dashed because the product is in development, measured by revenue per truck day with no value yet. The third sheet: blank until a market clears two gates, scarce skilled labor and regulation that shapes the work, and a design partner signs. $156KEngine and propeller reservesMODELED · OVERHAUL QUOTE $178KCrew salariesRECORDED · PAYROLL $412KFuel, tail codedRECORDED · LEDGER $120KAircraft financingRECORDED · LOAN SCHEDULE $1,322K ANNUAL COST RECORDED $998K · 75% ALLOCATED $168K · 13% MODELED $156K · 12% $940K RECONCILED AVIATION · SAMPLE TAIL N221XQ AVAILABLE NOW ONE TRUCK DAY · SIDE ELEVATION REVENUE PER TRUCK DAY NOT YET MEASURED HVAC FIELD SERVICE IN DEVELOPMENT NEXT MARKET · BY SCREEN ONLY GATE ·SKILLED LABOR IS THE BINDING CONSTRAINT GATE ·REGULATION SHAPES HOW THE WORK IS DONE THEN THE OTHER SIX CRITERIA OPENED ONLY AFTER A DESIGN PARTNER SIGNS NEXT MARKET NOT YET DRAWN Illustrative drawing set. The aviation sheet: an aircraft and its annual cost split into recorded, allocated and modeled. The HVAC sheet: a service truck, dashed because the product is in development, measured by revenue per truck day with no value yet. The third sheet: not yet drawn. AVIATION · SAMPLE TAIL N221XQ AVAILABLE NOW $1,322K ANNUAL COST RECORDED $998K · 75% ALLOCATED $168K · 13% MODELED $156K · 12% $940K RECONCILED $156KEngine and propeller reservesMODELED · OVERHAUL QUOTE $178KCrew salariesRECORDED · PAYROLL $412KFuel, tail codedRECORDED · LEDGER $120KAircraft financingRECORDED · LOAN SCHEDULE REVENUE PER TRUCK DAY NOT YET MEASURED HVAC FIELD SERVICE IN DEVELOPMENT NEXT MARKET NOT YET DRAWN OPENED ONLY AFTER A DESIGN PARTNER SIGNS
Illustrative. The aviation sheet uses the fictional operator from the ProEdge Flight Systems sample. The HVAC sheet is in development and carries no figures. The third sheet is drawn only after a market clears the screen and a design partner signs. On a phone the drawing leaves out the callout leaders, the truck sheet's elevation label and the third sheet's two gate labels; the gates are set out under Markets.

The thesis · Labor productivity through intelligent operating systems

The system should not just record the work. It should help operate the business.

ProEdge Operations builds vertical operating software for labor-constrained industries. We replace the administrative work that traditional systems of record create with software that coordinates, follows up, and closes the loop.

The objective is operating leverage: accomplishing more with the scarce skilled labor you already have.

The problem

Systems of record were supposed to simplify operations. For most businesses, they created more work.

In labor-constrained industries, the critical employees are licensed technicians, certified mechanics, skilled operators, and experienced managers. These are the people businesses cannot easily replace, cannot quickly train, and cannot afford to have performing administrative tasks.

Yet the software these businesses run on was designed to record information, not to act on it. A traditional system of record stores the data. A human being must then interpret it, remember what needs to happen next, initiate the next action, follow up, and document completion.

The system captures the condition. The human performs the work that the condition implies.

Plate 02 · The human workflow engineEvery step waits on a person

What the person carries

  1. Notice
  2. Remember
  3. Initiate
  4. Coordinate
  5. Follow up
  6. Document
Human workflow dependency: people carry the work between systems that do not talk, one step at a time.

Human workflow dependency

noun · the measure we screen for

How much of the operation advances only when a person notices, remembers, and initiates the next step. It is the best single predictor of where operating leverage is hiding.

Every hour a skilled technician spends on paperwork, data entry, scheduling follow-ups, or chasing down compliance documentation is an hour not spent on the work that generates revenue and requires their expertise.

How it works

From systems of record to systems of intelligence

Most software stops at the record. ProEdge builds the work on top of it, and the intelligence on top of that, so each layer is fed by the one below.

An exploded drawing of three stacked layers. At the bottom, the system of record: ledger, payroll, maintenance, schedule, flight log and invoices. In the middle, dashed because it is in development, the system of work: a condition leads to a next action, a follow up and a closed loop, with a person at the center for judgment. At the top, the system of intelligence: economics, available now, and operating events, decisions and outcomes, in development. LEDGERPAYROLLMAINTENANCESCHEDULEFLIGHT LOGINVOICES SYSTEM OF RECORDEXISTS IN EVERY BUSINESS CONDITIONNEXT ACTIONFOLLOW UPCLOSEDJUDGMENT SYSTEM OF WORKWHAT PROEDGE BUILDS ECONOMICSEVENTSDECISIONSOUTCOMES AVAILABLE NOWIN DEVELOPMENTIN DEVELOPMENTIN DEVELOPMENT SYSTEM OF INTELLIGENCEWHERE IT COMPOUNDS

System of intelligence

Software learns from operating data. Patterns become predictions. The system improves its own recommendations over time.

This is where the engine compounds in value.

Economics · Available now in aviationEvents, decisions, outcomes · In development

System of work

Software recognizes conditions, initiates workflows, coordinates actions, and follows up. Humans handle judgment and exceptions.

This is what ProEdge builds.

ProEdge Ops for HVAC · In development

System of record

Software stores information. Humans interpret, decide, and act.

This is where most incumbent platforms stop.

Flight Systems reads these records and writes nothing back. Ops builds a purpose built record for HVAC.

Plate 03. Solid layers exist today; the dashed layer is in development. Each layer is fed by the one below it. On a phone the drawing keeps only the layer names; the three tiers below describe each layer.

The same condition, two operating models.

SystemPerson

Traditional model

  1. Software records condition
  2. Human notices
  3. Human decides next action
  4. Human initiates
  5. Human follows up
  6. Human documents completion

ProEdge model

  1. Software records condition
  2. System recognizes required workflow
  3. System initiates and coordinates
  4. Human handles judgment and exceptions
  5. System closes the loop
  6. System learns and improves

Five human steps become one, and the one that remains is judgment.

Status

Economics is available now in aviation. The system of work and the later intelligence stages are in development and are not part of the current offer.

In aviation we read the systems operators already run and write nothing back.

In HVAC, where we believe small shops are poorly served, we are building the system of work, designed to run on the same engine.

Markets

We are not pursuing every industry. We are searching for a specific market failure.

ProEdge Operations applies a disciplined screening framework to identify industries where software-driven operating leverage creates the most value. Every market we enter must exhibit a combination of structural conditions that make the opportunity defensible and the impact measurable.

Two conditions must both hold: skilled labor is the binding constraint on growth, and regulation shapes how the work is done. Where both hold, regulation has already created the records, every skilled hour is expensive, and we believe the gap between what an asset earns and what the business thinks it earns is widest.

Two gates, then six criteria

Gate

Labor Scarcity

Critical work depends on licensed, certified, or difficult-to-replace employees.

Gate

Regulatory and Administrative Burden

Operators perform significant documentation, compliance, reporting, or follow-up work around the core service.

Operational Complexity

The business manages numerous jobs, assets, schedules, requirements, and dependencies.

Industry Fragmentation

A meaningful population of SMB and middle-market operators, not a handful of enterprises.

Inadequate Incumbent Software

The existing system of record is legacy, fragmented, designed for larger enterprises, or effective at storing data but poor at orchestrating work.

Deterministic Workflows

Events in the system frequently imply a predictable next action: an expiring certification triggers renewal, a completed inspection triggers remediation, an outstanding estimate triggers follow-up.

Asset or Workflow Data

The business generates longitudinal operational data that becomes increasingly valuable when organized and interpreted.

High Cost of Failure

Missed actions, compliance failures, callbacks, or administrative mistakes create meaningful economic consequences.

Plate 04 · The screenNo industry named
Illustrative: the eight criteria as the axes of one screen. Labor scarcity and regulatory burden are gates. One example profile clears both gates; a second is screened out at the labor gate. No industry is named. GATE · LABOR SCARCITY COMPLEXITY FRAGMENTATION GATE · REGULATORY BURDEN INCUMBENT SOFTWARE DETERMINISM DATA COST OF FAILURE ILLUSTRATIVE PROFILES · NO INDUSTRY NAMED
  • Threshold
  • Clears both gates
  • Screened out at a gate

Illustrative. Two example profiles; neither is a named industry. A market must clear both gates before the other six criteria are weighed. On a phone the axis labels leave the drawing; the keys under it name each criterion, and pressing one shows its text.

Where both gates hold today

MarketSkilled laborRegulationLabor marketStatus
HVAC field serviceTechnicians credentialed under EPA Section 608, and licensed contractorsEPA refrigerant rules and state contractor licensingAbout 40,600 openings a year for HVAC mechanics and installers, projected 2025 to 2035First vertical · In development
Part 135 aviationFAA certificated pilots and mechanicsFAA operating certificate and maintenance rulesAbout 13,100 openings a year for aircraft and avionics mechanics, projected 2025 to 2035Second vertical · Available now

Sources: U.S. Bureau of Labor Statistics, Occupational Outlook Handbook; Federal Aviation Administration; U.S. Environmental Protection Agency, Section 608.

A new industry gets a product only after a design partner signs and its economics map onto the engine without changing what the engine's definitions mean. Expansion follows evidence.

Evidence

Every number shows where it came from.

Intelligence is only as good as the record under it. Each figure is labeled recorded, allocated or modeled. Recorded figures are reconciled to the general ledger, allocated figures show their driver, and modeled figures carry their assumption. An estimate is never presented as a booked dollar.

Recorded
Booked in your systems and reconciled to the general ledger.
Allocated
Shared cost spread by a driver you can see and change.
Modeled
An estimate that carries its assumption with it.
Reconciled
A recorded figure that ties to the ledger for the period, signed off at the monthly close.
Plate 05 · Truth classes, the aviation caseSample · N221XQ · Trailing twelve months

Annual cost, one aircraft

$1,322K

$940K reconciled · 94% of recorded cost ties to the ledger

Recorded $998K · 75%Allocated $168K · 13%Modeled $156K · 12%

Source lineSystemClassAmount
Fuel, tail codedLedgerRecorded$412K
Crew salariesPayrollRecorded$178K
Maintenance work ordersWork ordersRecorded$148K
Aircraft financingLoan scheduleRecorded$120K
Landing and handlingInvoicesRecorded$56K
Hull insurancePolicy scheduleRecorded$46K
Crew duty payPayrollRecorded$38K
General and administrativeLedgerAllocated$140K
HangarLeaseAllocated$28K
Engine and propeller reservesOverhaul quoteModeled$156K
Annual cost$1,322K

Allocated by block hours unless you choose another driver.

Modeled: the overhaul quote divided by the hours between overhauls.

Illustrative. Fictional operator. The aviation case: the line items behind the aviation sheet above, from the ProEdge Flight Systems sample.

Results

Plate 06 · Baseline lockNo values shown
Illustrative: a baseline built from history is locked before any change; after the change the measured result is read against the baseline carried forward and checked by an independent firm. No values are shown. TIME PERFORMANCE BASELINE, FROM HISTORY BASELINE, CARRIED FORWARD CHANGE MEASURED DIFFERENCE BASELINE LOCKED CHECKED BY ANINDEPENDENT FIRM METHOD FIXED IN ADVANCE
The measurement design every engagement follows. No result is shown until one has been measured and checked. On a phone the drawing keeps only "Baseline locked" and "Change": the shaded band is the baseline from history; the solid line is the measured result, read against the baseline carried forward and checked by an independent firm.

Results are measured, not claimed.

We measure our work the way energy service companies are paid for a retrofit. The baseline is locked before the first change, the method is fixed in advance, and an independent accounting firm checks the result. We never grade our own work, and savings in maintenance or safety count only with the responsible manager's signature.

  1. Baseline locked before the first change
  2. Method fixed in advance
  3. Result checked by an independent accounting firm

Status

This is how our engagements are designed. We will publish the first verified result, with the client's permission, when its measurement period closes.

Products

Two verticals, one engine, and a screen for the third.

Each vertical is the same idea applied to a different regulated, labor constrained market: a system of record, the work automated around it, and intelligence layered on top.

Plate 07a · The truck dayDashed · In development
Illustrative: one service truck's day through four job stops on a city grid, to be measured by revenue per truck day; in development, so every line is dashed SERVICE VAN · SIDE ELEVATION REVENUE PERTRUCK DAY MEASURE ·IN DEVELOPMENT SHOP ABCD
  • AMaintenance visit
  • BRepair
  • CInstall estimate
  • DEmergency call
Illustrative. A generic service day; no customer or route data. On a phone the drawing leaves out its labels: a service van, its day on a city grid, and revenue per truck day, a measure in development.

First vertical · ProEdge Ops

HVAC field service built around scarce labor.

ProEdge Ops combines the system of record with workflow automation and intelligence for HVAC contractors running 1 to 15 trucks. It does not just store job data. It coordinates the work.

  1. Customer
  2. Equipment
  3. Technician
  4. Job
  5. Follow-up
  6. Next action

Each event in the workflow implies a subsequent action. The system initiates it.

What the first vertical must prove

  • Administrative touches per job decline
  • Productive capacity per technician rises
  • Estimate follow-up and conversion improve
  • Contractors pay for measured operating leverage

Expansion follows evidence. Validation metrics are published only when measured.

In development with HVAC design partners in Dallas Fort Worth proedgeops.com
Plate 07b · Lanes and directionSolid · Available now
Illustrative: a hub with seven lanes, outbound legs heavy and return legs light; on the lane to HOB the outbound leg flies at 82% load and the return at 9% HUB ABQ · 35°02′N 106°37′W ABQ FMNSAFGUPSVCCNMHOBROW ABQ TO HOBOUTBOUND · 82% LOADRETURN · 9% LOAD
  • Outbound
  • Return
Illustrative. Fictional operator and network. On a phone the drawing leaves out its labels: the hub is ABQ with seven lanes; on the lane to HOB the outbound leg flies at 82% load and the return at 9%.

Second vertical · ProEdge Flight Systems

What every tail and trip has to earn.

Part 135 operators run scarce pilots and mechanics across contract cargo, scheduled service, and charter lanes, while the economics of every tail and trip sit buried across three systems: the general ledger, the flight log, and the maintenance tracker. ProEdge Flight Systems connects the records operators already keep to show tail breakeven, trip economics and price floors by lane and direction, for operators with 4 to 25 aircraft. Read only; nothing writes back.

  1. Aircraft
  2. Flight
  3. Crew
  4. Maintenance
  5. Compliance
  6. Next action

The economics come first. The operating layers above them are in development and are published only as operators use them.

Available now. First operators in progress. Request your analysis
GATE · SKILLED LABOR GATE · REGULATION NOT YET DRAWN
A sheet held open for the next market that clears the screen.

Next vertical

Drawn only after a market clears the screen.

A third product starts only where skilled labor is the binding constraint, regulation shapes the work, the other six criteria hold, and a design partner signs.

By screen only Screen your industry
The shared engine · Under every verticalDesigned to carry from one market to the next

One set of definitions

An asset, a job, a decision and a dollar mean the same thing in every product.

One workflow layer

Conditions recognized, next actions initiated, loops closed, with people kept for judgment.

One evidence standard

Every figure labeled recorded, allocated or modeled, with recorded figures reconciled to the ledger at each close.

One measurement method

A baseline locked before the change, a method fixed in advance and an independent check.

Both are designed to run on one shared engine, so a definition, a control or a lesson learned in one carries to the next.

For owners and investors

Two paths to operating leverage.

The technology, workflows, and intelligence infrastructure developed by ProEdge Operations create value through two complementary paths.

Path 1 · BuildTwo verticals on this path
A stack built from the bottom up: a system of record, the system of work automated around it, and a system of intelligence layered on top. 04 · SYSTEM OFINTELLIGENCE 03 · SYSTEM OF WORK DASHED ·IN DEVELOPMENT 02 · SYSTEM OFRECORD

Standalone Vertical Software

  1. 01Identify an underserved market.
  2. 02Build a purpose-built system of record.
  3. 03Automate the workflows around it.
  4. 04Layer intelligence into the operating system.
  5. 05Build a standalone vertical software business.

ProEdge Ops is the first expression of this path. ProEdge Flight Systems is the second.

ProEdge Ops · In developmentProEdge Flight Systems · Available now
Path 2 · OwnLeverage accrues to the owner
One screen and one engine above three operating companies, each running the same stack of record, work and intelligence inside its own business. SAME SCREEN · SAME ENGINE COMPANY ACOMPANY BCOMPANY C

Portfolio Value Creation

The same screen that identifies markets for new software also identifies operating businesses worth owning.

Where the structural conditions exist, ProEdge deploys its workflow automation, analytics, and operating tools directly inside acquired companies to increase labor productivity, reduce administrative burden, and improve scalability without proportional increases in overhead.

In this path, the measured operating leverage accrues to the owner of the business rather than to a software vendor.

ProEdge Operations is a commercial technology business with standalone market potential. Acquisition deployment provides a second, proprietary environment in which the same methodology is applied and measured.

On either path

Value creation that holds up in diligence.

Most value creation plans are measured by the people who wrote them. Ours are measured against a baseline locked before the work, with the evidence a lender, a board or a buyer will ask for.

  • Operators start with a fixed fee diagnostic, then keep the record current after every monthly close.
  • Owners of operating companies get the same record across the businesses they own.
Owner and investor inquiries
Plate 08 · Diligence indexDesigned, not yet earned
RefDocumentStatus
B-01BaselineLocked before the first changeDesigned
M-01MethodFixed in advanceDesigned
E-01Evidence by figureEvery figure traced to its sourceDesigned
D-01Decisions with prior intentWhat was expected, written down firstDesigned
O-01Outcome readRead against the locked baselineDesigned
V-01Independent checkSigned by an independent accounting firmDesigned

A row turns verified only when the independent check signs.

The evidence set every engagement is designed to produce. No row reads verified until an engagement has earned it.

Research

Thesis validation and market analysis.

Original research on labor productivity, workflow economics, and operating leverage in industrial verticals. Published by ProEdge Operations.

WHERE AUTOMATION VALUE COMES FROM WORKFLOW REDESIGN TECHNOLOGY

White paper

The 80/20 Rule of Industrial AI

The companies getting value from automation are not the ones with the best technology; they are the ones that redesigned the work around it.

Read the analysis
INDEPENDENT OPERATORS ·A HANDFUL OF TRUCKS

White paper

The $9.7 Billion Blind Spot

Where field service software falls short for independent operators running a handful of trucks.

Read the analysis

Assessment

Does your industry pass our screen?

ProEdge Operations builds systems of work for labor-constrained industries. We select markets through a disciplined screening framework, and some of our best market intelligence comes from operators inside those industries.

Answer five questions about your operation. If your industry exhibits the structural conditions we build for, we want to hear from you.

Start the screen

Know a market that fits the thesis?

Operators, advisors, and investors inside broken industries see it first. If you know an industry where scarce skilled people carry the workflow, run it through the screen.

What the screen asks aboutFive dimensions

  1. 01Labor ScarcityLabor
  2. 02Administrative LoadAdmin
  3. 03Software GapSoftware
  4. 04Workflow PredictabilityWorkflows
  5. 05Cost of FailureFailure

Then a short profile of your operation.

Labor
Admin
Software
Workflows
Failure
Profile
Dimension 1: Labor Scarcity
How difficult is it to hire or replace the skilled workers your business depends on?
Licensed technicians, certified operators, experienced field personnel. The people you cannot run the business without.
We can hire qualified people within a few weeks.
Labor supply is adequate for our needs.
It takes months of searching, but roles eventually get filled.
Hiring is a friction point but not a constraint on growth.
Extremely difficult. Open roles stay unfilled for six months or more.
We compete hard for a shrinking pool of qualified people.
Nearly impossible. We have turned down work or delayed growth because we cannot staff.
Labor availability is the binding constraint on the business.
Dimension 2: Administrative Load
How much of your skilled employees' time goes to work other than the work they are trained for?
Documentation, scheduling, compliance paperwork, follow-ups, data entry, chasing information. The hours that surround the core work.
Less than 10 percent. Our skilled people mostly do skilled work.
Administrative overhead is well contained.
Between 10 and 25 percent.
Noticeable drag, but manageable.
Between 25 and 50 percent.
A large share of expensive labor goes to coordination and paperwork.
More than half their time.
We pay skilled-labor rates for administrative work every single day.
Dimension 3: Software Gap
How well does your current software actually run the operation?
Not whether you have software. Whether the software coordinates the work, or just stores information about it.
Our systems handle most coordination automatically. People handle exceptions.
The software initiates actions, not just records them.
Good at storing data. People still drive every action.
A system of record. The humans are the workflow engine.
Fragmented across multiple tools that do not talk to each other.
Duplicate entry, reconciliation, and things falling between systems.
Mostly spreadsheets, paper, and institutional memory.
The operation runs on what people remember and what gets written down.
Dimension 4: Workflow Predictability
When something happens in your operation, how predictable is the next required action?
An inspection finds a deficiency. A certification nears expiration. An estimate goes unanswered. An asset hits a maintenance threshold. What happens next?
Every situation is unique. Judgment calls dominate.
Little repeatable structure in how events resolve.
Some recurring patterns, but mostly handled case by case.
Standard responses exist informally, not systematically.
Most events have a clear, standard next step.
The playbook exists. Executing it consistently is the challenge.
Nearly every event implies a specific, repeatable next action.
The workflows are deterministic. A system could initiate them.
Dimension 5: Cost of Failure
What happens when a required action gets missed?
A follow-up that never happens. A renewal that lapses. A compliance deadline that passes. A maintenance interval that gets skipped.
Minor inconvenience. Easily recovered.
Missed actions rarely carry real consequences.
Some lost revenue or rework.
It costs us, but the business absorbs it.
Significant cost. Lost jobs, callbacks, equipment downtime.
Missed actions show up directly in margins and customer retention.
Severe consequences. Regulatory penalties, safety exposure, license risk, or major revenue loss.
A single missed action can threaten the operation.
Your Operation
Tell us about your industry
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