A wireless-infrastructure company that bundled site acquisition, engineering, construction, provisioning, and maintenance into one turnkey service for major carriers.
The integrated model gave Centerline an edge, but it created a level of operational complexity that outpaced their internal tools. Work orders included hundreds of line items across multiple specialties. Field teams worked across the country with little shared visibility. Time tracking lived in emails. Financial reconciliation required stitching together inconsistent data from several sources. When leadership tried to map the actual workflows, the diagrams spanned several feet of paper. No commercial software could absorb that kind of variation or match the strict requirements of carrier systems. Scaling meant adding overhead at a pace that erased profitability.
Boulder designed CenterPath, an operational backbone that connected contract formulation, project management, workforce scheduling, time tracking, cost allocation, and carrier integrations into a unified environment. It handled proposal logic, workforce coordination, invoicing workflows, reconciliation, and all approvals required by carrier systems. In 2011, the platform also introduced mobile capabilities for field teams: time entry, job coding, and receipt capture directly from a phone. That level of mobile operations was years ahead of what the industry was offering.
For the first time, leadership could evaluate unit economics across thousands of active projects. They could see why similar jobs performed differently by region. They could reconcile costs as they occurred rather than weeks later. Managers no longer ran the business by exception or anecdote.
The system played a material role in Centerline's successful acquisition by a private equity firm. Buyers validated performance by accessing live system data, not summaries. CenterPath became an asset, not a cost center. For enterprise leaders: Complex operations cannot run on generic platforms. When teams span specialties, regions, and regulatory environments, the system must function as an operational nervous system - coordinating work, exposing truths, and removing chance from decision-making. Boulder builds that kind of infrastructure.