Five questions we answer in job shops and machine builders.

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Why it persists
Two ledgers grew up on two sides of the business, QuickBooks in one shop and Xero in the other, and the trade between them lands in both. Consolidating by hand takes weeks, so it happens quarterly at best; nobody fully trusts the roll-up.
How we solve it
ONEConnect both ledgers as they are; nothing migrates, nothing gets re-keyed.
TWOMap them onto one chart of accounts and take the inter-company trade back out.
THREEThe consolidation rebuilds itself nightly and ties to the penny.
The end result
One set of numbers, rebuilt every night.
The close stops being a reconstruction project. Both ledgers stay where they are, the trade between the shops comes back out on its own, and the group reads as one company on any day you ask. Net income does not move a dollar; that is the point.
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Why it persists
A good estimator carries hundreds of past jobs in their head and prices the next one by feel. It works until they are busy, or they leave; and there has never been a way to check a quote against what genuinely similar jobs actually did.
How we solve it
ONEDigitize the paper BOM library so every past job is searchable by what it was made of.
TWOMatch each new job to the past jobs it rhymes with.
THREEQuote the price and the hours from what those jobs actually kept and took.
The end result
A new job is priced from history, not from one estimator’s memory.
Every quote carries the past jobs it was derived from and a labor band tested against what those jobs actually ran. The most senior person stops being a single point of failure, and an estimate becomes something anyone can stand behind.
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Why it persists
Hours are tracked to your people and materials are paid for, but cost lands in the books as one big line, never tied to the job it went into. So nobody can say what any job, size, or crew truly earned per hour.
How we solve it
ONEPut every cost back on the job it belongs to, tied to the books to the penny.
TWOJoin it to the hours your people already log.
THREEProfit per hour falls out; by job, size, department, and person, refreshed nightly.
The end result
Profit per labor hour becomes an askable number.
Cost reaches the individual job, so the question turns any way you need it: by job, by size, by department, by person. That is the ranking that decides what work to quote and what to chase.
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Why it persists
Each quote gets raised to cover the higher cost, so material as a share of revenue looks steady while the same parts quietly cost more every year. Catching it means re-costing the same components across years, by hand.
How we solve it
ONERead what you actually paid per part straight off the purchasing history.
TWORe-cost the same parts against today’s prices, every year, automatically.
THREESurface the quotes that ran behind the cost curve, and the vendors worth a negotiation.
The end result
Every part is re-costed against what it used to cost.
Same part, same vendor, priced across years, so creep surfaces as it happens instead of at budget time. And any point conceded in a vendor negotiation converts to an annual number on the spot.
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Why it persists
The 13-week forecast is keyed from exports of two ledgers that do not agree, estimated by hand, and a half-day rebuild to flex. So it gets built in a crunch and goes stale the day after.
How we solve it
ONERun the forecast off the reconciled, consolidated books.
TWORe-test it nightly as collections and payables move.
THREEFlex any lever and watch the quarter re-price itself immediately.
The end result
The quarter’s thinnest week is visible before it arrives.
Thirteen weeks read off the reconciled books and re-forecast the moment collections slip, so the borrow decision gets made weeks early rather than on the Friday. Meridian knows its margin of safety instead of guessing at it.
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