About OPC

OPC Contracting has built its reputation on precision, speed, and consistency at scale. Headquartered in Ohio—with corporate offices in Cleveland and Columbus, plus additional hubs in Arkansas and North Carolina—the company manages commercial construction projects across more than 29 states.

Since its founding in 2011, OPC has completed over 800 projects spanning development, paving, retail, design-build, and commercial construction. Today, roughly 95% of OPC’s work centers on Walmart remodels—programs where repeatability and precision matter—with an average project size of $5–6M per store.

Today, the company operates between $70–$100M in annual revenue with roughly 70 employees—a lean, tightly coordinated team that thrives on operational excellence. Every office is strategically positioned to stay within a 400-mile radius of major Walmart markets, allowing OPC to move fast while maintaining quality. And as the company grows, it’s expanding beyond retail into adjacent markets where the same discipline and precision apply.

The challenge

As OPC scaled, its systems needed to scale with it. The company had relied on Foundation for decades to manage both it’s accounting and project management. After a certain point, it decided to bring in Procore to give project managers more control and flexibility in the field. The goal was to make the business faster and more connected. But for controller John Ashba, it was risky. His concern was what could happen when new PMs started pushing data - especially project financials like change orders - directly into the ERP. He’d seen painful issues happen before.

“Even something as simple as our credit-card transaction imports can cause trouble. One wrong division or GL code slips in, and I’m hunting through every GL account at month-end trying to figure out what went wrong.”

John Ashba

Controller, OPC Contracting

And that was with just credit cards. The idea of syncing full commitments, change events, and cost activity from Procore — entered by PMs brand new to both systems — felt like lighting the fuse on a powder keg.

OPC needed not only an integration, but secure guardrails to control what data moved, how it moved, when it moved, and the ability to stop anything that didn’t look right and flag it for review.

Choosing Agave

OPC initially considered Foundation’s Procore connector. They already owned the ERP, so the decision seemed simple.

But the gaps showed quickly.

Foundation’s import tools didn’t offer guardrails. No pre-check. No data validation. No visibility into errors until after data hit the books. That simply wasn’t viable — not with PMs learning a new workflow and thousands of transactions in motion.

When OPC found Agave through a referral from their Procore rep, the difference was immediate:  Agave offered the oversight they needed, plus the flexibility to roll out functionality at their own pace.

“Agave gives you so many tools to control and manipulate your data. Knowing I can speed it up or slow it down—even turn off a module—until I’m confident everything is right, that’s huge.”

John Ashba

Controller, OPC Contracting

What really sold them, though, was the team. The Agave team knew Procore and Foundation inside and out. When issues popped up, they didn’t point fingers. They opened both systems, figured it out, and fixed it.

That built trust fast.

More control, less chaos

A year later, OPC runs integrated Procore-Foundation systems with a level of stability John didn’t think was possible.

As the company grew, they needed to scale faster without adding layers of project accountants and coordinators. That meant pushing more financial ownership, like change events, commitments, cost coding, down to PMs, many of whom were earlier in their careers and completely new to both systems.

Without Agave, that shift would’ve been risky. But with Procore and Agave working together, it became a strength.

PMs only needed to learn Procore, a more field-friendly tool than an accounting system. And behind the scenes, Agave acted as the data bridge and safety net — validating every transaction before it ever touched the ERP. If a PM made a mistake, Agave stopped it, flagged it in plain English, and waited for correction.

For OPC, that safety net matters enormously because of the complexity of a typical Walmart remodel. A single remodel can generate:

• 100+ change events
• 5+ vendors per event
• 500+ transactions per job flowing into Foundation

That’s a lot of places for errors to hide, and many cases where small errors can impact profit margins. Now, those errors surface immediately, and they become critical training moments rather than accounting crises. OPC even created an internal “gatekeeper,” someone who reviews data flagged by Agave, helps PMs correct them, and escalates to Agave support when needed.

Because Agave protects the books behind the scenes, OPC is now able to hire more junior PMs, ramp them quickly, and confidently hand off financial workflows that once belonged only to seasoned Project Executives and Project Accountants. They’re able to take on more Walmart remodels across more states without growing headcount at the same pace — and without sacrificing data integrity or margin accuracy.

But most importantly—they finally trust their data.

“Agave gives me the security to know that everything being pushed back and forth between the programs is going to be correct—or it’s going to stop it from happening, one or the other.”

John Ashba

Controller, OPC Contracting