Making Smart Software Decisions in the Shed Industry

I was on a call recently with a shed builder. He asked me about ERP software. ERP stands for enterprise resource planning—it’s software that connects everything in your business, from sales to inventory to production to accounting, all in one system.

He’d been getting calls from a vendor outside the shed industry and wasn’t sure what to think. Here’s what I told him: “You’re not at a revenue level where you should be thinking about an ERP yet.” He has other options he should look at first.

I’ve lost track of all the stories I’ve heard over the years. Companies doing eight figures in revenue struggle to implement ERP software. In the best case, it takes a lot of time, effort, and money. But they get it done. In the worst case, they bite off more than they can chew. They either stop or file for bankruptcy.

Now, most shed builders aren’t looking at a full ERP. You’re probably looking at a CRM, a 3D configurator, or one of the shed-industry platforms that handle sales, production, and delivery. These are simpler than a full ERP—but the same buying mistakes happen at every level. The stakes might be smaller, but the frustration can be just as real.

The good news? You can avoid most of these problems by understanding a few simple ideas before you make your decision.

YOUR SIDE OF THE EQUATION

Before you do anything else, own your part of the equation.

Start by understanding your own business processes. What actually happens day to day? When a lead comes in, what does your salesperson do with it? When a job moves to production, how does your production manager know what to build and when? How does information flow from one person to the next?

If you can’t answer these questions clearly, software won’t fix that. It will just make the confusion more visible—and more expensive.

Second, know that any real implementation takes time and focus. Not just from the vendor, but from you and your team. Someone has to load the data. Someone has to test the workflows. Someone has to train people and answer questions when things don’t work right. Someone has to be able to configure it when you make changes down the road.

Third, every business always has one or two activities that will really move the needle. Make sure you know exactly what those are, and that you and your team are focused on those. Whether or not new software makes that list, this exercise keeps your energy focused on the right place.

THEIR SIDE OF THE EQUATION

When you’re thinking about any software—whether it’s a CRM, a 3D configurator, production software, or a full ERP—focus on three things.

1. What It Does Today
   • This is the most important question. What does the software do right now? Not what’s coming next quarter. Not what’s on the wish list. What works today?
     I’ve seen implementation budgets grow way beyond what anyone planned because someone made a buying decision based on a future promise. The feature they needed most was “coming soon.” Soon turned into a long wait.
     Before you commit to anything, make a list of what you actually need. Then, check how many of those needs the software handles today. If there’s a gap between what you need and what exists, that gap is a risk. It might get filled. It might not. Go in with your eyes open.
2. Where the Company Is Headed
   • Every software company has a plan for what it wants to build next. This is its development roadmap.
     The question to ask is whether their plan lines up with your needs. If you need better job costing, but they’re focused on building out their marketing features, you might be waiting a while. Your priorities and their priorities don’t match.
     This isn’t anyone’s fault. Software companies have to make choices about where to invest their time. They can’t build everything for everyone. Your job is to figure out if their direction serves you.
3. How Fast They Actually Deliver
   • A company can have a great roadmap, but does it follow through? How often do they release updates? When new features arrive, do they actually work well?
     I think of this as “proven velocity.” It means looking at the track record, not just the plans. Different companies move at different speeds based on their size, resources, and priorities. Your job is to find one whose pace matches your needs. Before you sign anything, ask what they’ve shipped in the past year or two and whether that lines up with where you’re hoping they’ll go.
     When you pay for software—especially subscription software—you’re not just paying for what it does today. You’re paying for ongoing development. Make sure that development is actually happening and that it’s heading somewhere useful for you.

WHERE THINGS GO SIDEWAYS

When software implementations struggle, it often comes down to a few common causes.
Sometimes it’s ownership. Nobody is truly responsible for making it work. Sometimes it’s process. The company doesn’t understand its own workflows well enough to set up the software right. Sometimes it’s resources. It gets squeezed into the margins as an afterthought, not a priority.

Sometimes it’s also a mismatch between expectations and reality—the buyer expected the software to go in a direction it didn’t go, or development moved more slowly than hoped. But more often than not, the root cause is internal.

Notice that none of this requires bad intentions from anyone. Vendors are doing their job. They believe in their product. Buyers are doing their job. They’re trying to improve their business. But when the groundwork isn’t there, everyone ends up frustrated.

The way to avoid this is simple: do your homework before you buy. Ask questions. Talk with existing customers if you need. Look at what actually exists, not just what’s promised.

WHAT THIS MEANS FOR AI

You might wonder what this means for AI.

Here’s my take: AI makes the fundamentals more important, not less. Many companies I work with haven’t yet mastered the fundamentals—clear processes, solid data, understood workflows. AI isn’t a shortcut around that work. If anything, it raises the stakes. The basics I described above—current features, roadmap, proven velocity—matter just as much with AI tools as with any other software.

The best way to think about AI is this: apply it to real problems with clear payoff. What’s actually costing you time and money right now? What’s creating friction in your business? Start there. A tool that solves a real problem you have today is worth far more than something shiny that solves a problem you don’t have.

And here’s something worth thinking about as a business owner. When AI helps your team work faster, you have two choices. You can load them up with more work. Or you can give them bigger, more interesting problems to solve. People end up a lot happier with the second option. Efficiency gains are a chance to grow your people, not just squeeze more out of them.
One more thing: AI itself can help you figure out a lot of the details. The “how to” barrier is lower than it’s ever been. Take advantage of that.

THE BOTTOM LINE
Before you buy any software, slow down, and do your homework. Understand what it does today. Ask where the company is headed. Look at their track record.
And remember what I told that builder on the call: sometimes the smartest move is to keep doing what you’re doing. Build quality work. Take care of your customers. Build market presence. Let software come alongside you to make your life easier.
Good software amplifies the fundamentals. If your processes are clear and your team is aligned, the right tool will make you stronger. If not, it will just make the cracks more visible. Get the foundation right and use software to do more and do it better.