See It in Action
WSJ Enterprises has grown from a family-run operation in rural Alabama into a trusted player on multi-billion-dollar industrial projects across the Southeast of the United States. They specialize in concrete and masonry scopes and have built deep relationships with EPCs and private clients in sectors like auto manufacturing, battery plants, and life sciences.
But with growth came complexity.
Their internal BD and estimating teams were managing dozens of active pursuits while trying to maintain relationships with clients and subs, track bid deadlines, and coordinate deliverables across projects in multiple states. Communication was strong, but processes were fragmented—notes lived in inboxes, spreadsheets, and memory. When Harrison Morris, WSJ’s Manager of Business Development, stepped into the BD role, he quickly realized they needed a system built for their world.
“We thought our old system worked fine. Then we saw ProjectMark and realized how much we were missing.”
— Harrison Morris, Manager of Business Development
WSJ didn’t want a generic CRM. They wanted something that felt natural to the way construction teams operate—simple, practical, and easy to implement. Through a referral from Well-Built Construction Consulting, WSJ found ProjectMark Construction CRM and immediately recognized it was different.
Unlike sales-focused CRMs, ProjectMark was created by people who’ve worked in construction. Its features, from pipeline views to email sync and forecasting, are tailored to the job of preconstruction and business development—no extra fluff, just what firms actually use.
“We looked at other systems. Most were expensive and built for tech or retail. ProjectMark felt like it was made for us.”
Before ProjectMark, WSJ used a simple internal database. It was more advanced than a spreadsheet, but just barely. Bid info, client notes, contacts, and project details lived across tools—some digital, some handwritten. Preconstruction and BD teams had no shared system of record.
That meant lost information in email chains, confusion over project details and bid statuses, duplicate or missed outreach to the same client, no centralized contact database, limited visibility into win rates or hit ratios.
They knew it wasn’t scalable.
“We’d price 15 bids and win one. We didn’t even know which ones were worth our time.”
WSJ was initially hesitant about implementation—they didn’t want a months-long rollout or complex training. But the ProjectMark onboarding process was simple, fast, and hands-on.
The onboarding team helped customize fields, clean up data, and train different roles based on how they’d use the system. Within weeks, teams were actively tracking opportunities, syncing contacts, logging bid intel, and assigning follow-up tasks.
Harrison emphasized the impact of real-time collaboration:
“Everyone’s on the same page now. There’s no more asking around for updates or digging through old emails.
One of the biggest shifts for WSJ was moving from gut-feel to data-driven pursuit decisions. Before ProjectMark, they couldn’t easily answer basic questions like:
Now, with a fully connected CRM, Harrison and the leadership team can see win/loss rates by client, project type, and region, forecast revenue based on upcoming opportunities, visualize pursuit success rates with built-in charts and dashboards, and optimize their precon team’s time by targeting higher-yield clients
“We used to fire off bids and hope. Now we can see what’s working and double down.”
WSJ’s culture is tight-knit. Most of their office-based team works side-by-side, and many started out on job sites. But as they grew, they needed a tool to keep everyone aligned—whether in Alabama HQ, on-site in North Carolina, or bidding in Texas.
With ProjectMark CRM, WSJ’s superintendents are able to check in on upcoming work and new clients, PMs can review opportunity details before project kickoff, and executives can see BD progress without having to wait for weekly reports.
Everyone sees the same source of truth.
ProjectMark hasn’t just improved organization—it’s created tangible business value.
Harrison estimated the time savings alone have been significant:
“I don’t have to ask my team 10 questions before a client call. It’s all right there.”
They also credit ProjectMark with helping improve win rates—not because it magically lowers prices, but because it helps the team pursue the right projects, align on strategy, stay ahead of timelines and submit stronger, more complete proposals
One of WSJ’s key goals is sustainable growth. They’re not trying to become a giant—they’re trying to build a company that lasts, with strong client relationships and repeat business. For that, they needed a CRM that could scale with them.
ProjectMark has become part of how they operate:
It’s now more than a CRM—it’s their shared operating system.
“The more we put into ProjectMark, the more value we get out of it.”
At a recent industry event, Harrison found himself casually endorsing ProjectMark to peers. His reasons?
Supported by a team that actually listens
“ProjectMark is not just a software tool. They’re a team that actually gives a damn. That’s rare nowadays.”
The team is still exploring new features—especially forecasting and advanced reporting. As their data set grows, they’re unlocking more insight every month. Harrison believes ProjectMark will help them win smarter, not just more projects, protect their team’s time, target the right partners and hit growth target without burning out.
Want to learn more about how ProjectMark Construction CRM is helping firms like WSJ Enterprises focus their pursuits and build stronger client relationships? Book a demo today.
See for yourself how our modern CRM is revolutionizing the construction industry.
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