Totalbetong AS

When Totalbetong set out to digitize a fragmented system landscape, they didn't choose an off-the-shelf solution. With Miles as their advisor and developer, and Anthropic's Claude as an integrated tool throughout, they built their own management system, TOTALKontroll – from initial mapping to production in just four months.

About Totalbetong

Totalbetong AS is a turnkey contractor based in Jæren with approximately 150 employees and a turnover of 1.8 billion NOK, part of Totalbetong Gruppen AS (owned by Endur ASA). In the autumn of 2025, management prioritized digitalization after years of organic growth had resulted in an aging management system based on SharePoint/PowerApps, overlapping production tools, and information scattered across folders, emails, and Excel.

The challenge

Before committing to specific solutions, Totalbetong asked Miles for an independent recommendation. Mapping across management, IT, site managers, project teams, and finance revealed that the main challenge wasn't the choice of technology, but the governance structure: clear system ownership, a product owner role, and a decision-making model for which tools to use where. The extra work caused by fragmented tools and routines was conservatively estimated at around 9 man-years annually.

The solution

Miles' contribution was delivered in three stages:

1. Mapping (November 2025) – insight before investment.
2. Decision basis (December 2025) – role model for process owner, product owner, and supplier, as well as an objective assessment of five technological paths.
3. Pre-project (February 2026) - Digital Foundation 2026 (DF26) was defined as a corporate strategic foundation, not an IT project. A strict distinction was established between production systems (such as Dalux for quality management) and the new management system, which Miles designed and developed from scratch in close collaboration with the client.

Claude has been the primary tool throughout the entire process:

• Advisory phases: Claude was used to structure interview findings, build the financial model (visible/hidden costs, CAPEX/OPEX, ROI), and produce management-friendly presentation materials.
• Delivery phase: The management system was built by one Miles developer using Claude Code on Azure (React, .NET, PostgreSQL, multi-tenant). Miles also acts as an interim product owner, building PoCs and prototypes with Claude Code, which then serve as the authoritative specification for the developer. Ordering, testing, and follow-up are handled via change orders in the system's own case module, which the developer's Claude Code reads and updates through a custom-developed MCP server.

Miles has delivered this with the following roles:

• 1 FTE project/change manager, interim product owner, facilitator, and independent advisor
• 1 FTE full-stack developer

Results

Delivery pace and scale (March–July 2026, one developer using Claude Code):

• From a concept draft with four modules to a production-ready management system including My Page, Handbook with AI search, Projects (Progress plans/PPU, external sharing), Company Registry with daily sync against the Brønnøysund Register Centre, Sales, Organizational Chart, Annual Calendar, Weekly Schedule, case module, and role-based access control
• 234 cases registered and handled in the custom case module as of September 10, 2026 (120 change orders, 114 bug reports)
• 5,000+ automated frontend tests in CI, multi-tenant architecture, PWA with push notifications, offline-first as an architectural principle
• Three languages (Norwegian, English, Polish), with translations performed by Claude using domain context
• Standardized delivery model: the prototype is the specification, with numbered acceptance criteria and internal A/B/C-classified acceptance testing prior to client UAT

Consulting phases (November 2025–February 2026):

• Three phases delivered in 215 hours against an estimate of 420 – approximately half the estimate, using Claude as a tool for analysis, modeling, and documentation
• Each phase triggered the next assignment: sales meeting → insight phase (55/120 hours) → pre-project (160/300 hours) → long-term partnership agreement

Business impact identified for the client (conservative estimates):

• Hidden extra work: approx. 9 man-years
• Standardization on Dalux: net annual impact approx. +3.5 MNOK
• Avoided in-house development of production tools: 40 MNOK+ over five years

What sets Miles apart from other providers is that they have taken the time to understand how a general contractor actually works. They don't just deliver a standard system we have to adapt to; they build something that fits the way we operate. That is why the solution is actually being used throughout the organization.
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- Daniel Shortt, Head of Process & Improvement