Bettis sells a lot. Rock, asphalt, materials, to a lot of customers. Every sale created a detailed ticket in their operating system, but that system didn’t talk to their accounting system. So they had a full record of their sales and no clean way to get it into accounting, which meant they couldn’t reconcile revenue and payments.
The workaround had quietly become someone’s job. Every cycle, a high-level accountant pulled the invoices out of the ticketing system, exported them to a CSV, and typed them into accounting by hand. At the volume Bettis runs, that ate a day and a half to two days of a senior person’s week. Every week. Retyping numbers that already existed somewhere else.
We started the way we always start, with a discovery meeting. We wanted to understand how they actually operate, not just what software they run. In that first conversation the accountants started describing their problem, and we already knew what they were dealing with. That moment mattered to them. It was the gap between knowing how to run a system and knowing how to make two systems agree, and it’s not a gap their internal IT was set up to fill.
We came back with a plan, walked through the gaps together, and were doing the work usually within a meeting or two. Before we touched anything, our developer asked for read-only access to their database so there was no way to alter or corrupt their data, and we told their team what we were doing before we did it.
Then we built the sync. It moves the full invoice detail out of the ticketing system and into Spectrum on a schedule, automatically. Not a stripped-down summary, the whole record. Invoices, credit memos, taxes, locations, customers. The reconciliation that used to eat two days of someone’s week now happens on its own.
The same loop Bettis ran every single week. Put your own days in.
That day and a half to two days of manual entry is gone. The accountant’s time went back to accounting, which is what Bettis was paying for in the first place.
The hours were the obvious win, but there was a bigger one. Bettis ended up with complete, connected records across the business. Month-end used to mean a single summary line for a whole subsidiary. Now the real detail flows through on its own. Since that first integration we’ve connected more of their subsidiaries the same way, tying together operations that were each running on their own software and pulling them back to one place where the numbers agree.
