How R.E. Lewis Finally Made Procore and Foundation Work Together
How R.E. Lewis Finally Made Procore and Foundation Work Together
About R.E. Lewis
R.E. Lewis operates in a part of construction most people never see — but rely on every day.
They design and install industrial refrigeration systems for large-scale food manufacturing and storage facilities, supporting behemoths like Tyson Foods and Walmart and playing a critical role in the food supply chain. The work is complex, highly technical, and deeply operational — involving specialized equipment, tight margins, ongoing retrofits and system upgrades, and constant coordination between field teams and finance.
At ~$25–30M in annual revenue and growing quickly, R.E. Lewis sits in a category where operational discipline matters just as much as technical expertise. And increasingly, that discipline depends on data.
The Problem: Two Systems That Couldn't Talk to Each Other
Like many contractors, R.E. Lewis ran entirely on Foundation for years, and it served as the backbone of their business. Then they implemented Procore to improve project management and bring financial visibility closer to the field.
Both are strong platforms on their own. But the out-of-the-box connection between them wasn't translating data with the complexity R.E. Lewis needed. Financial information that was detailed and actionable inside Foundation was getting flattened as it moved into Procore — losing the granularity their teams depended on.
The Gap in Action
One example made the problem concrete: remaining committed cost. In Foundation, Project Managerscould easily track how much they'd committed to a subcontractor, how much had been billed, and what was left to spend. That's fundamental to understanding job progress.
But with the existing integration, that data wasn't making it into Procore cleanly. "We had to sort of back into it with a weird calculation, and it wasn't really accurate," DeHamer said.
Without reliable data in Procore, the project team had little reason to adopt it for financials. R.E. Lewis had invested in Procore to make financial data more accessible to the field — but the integration gap was undermining that goal.
Finding the Right Partner to Bridge the Gap
The integration challenge wasn't something R.E. Lewis could solve on their own, and it felt too risky to take a shot in the dark with an unknown vendor. Their Procore Customer Success Manager recommended Agave, but DeHamer was cautious.
Two factors changed her mind.
First, the investment was right-sized. The alternative — switching ERPs entirely — would have cost multiples more. Agave represented a manageable risk. "Even if it doesn't work, we haven't broken the bank," DeHamer said.
The second was proof.
Agave connected R.E. Lewis with a reference customer, another Foundation user, who could speak to the exact pain points they were experiencing. "They were able to speak to specific Foundation-related circumstances," says DeHamer. "When we could relate about that, it made it easier to say — okay, this really is working because they're doing it," explains Holly DeHamer, CFO at R.E. Lewis.
The Impact
R.E. Lewis bought Procore to put financial data in front of their project teams. Agave is what finally made that possible. With Agave, the results were tangible and felt across the business.
Real-time visibility into remaining commitments
Project teams can track what's left to spend on commitments by project: the exact capability they lost when they moved from Foundation-only to the old connector. That visibility is back.
Better tracking of budget changes vs. change orders
R.E. Lewis can now clearly separate in-scope budget overruns from customer-driven change orders, critical for understanding where profit margin is being gained or lost. "We start to get our project profit margin in the place it needs to be because we can keep track of those things," DeHamer said.
They avoided a six-figure ERP switch
Agave didn't just fix the integration. It extended the useful life of both Foundation and Procore, buying R.E. Lewis time to grow into a larger system on their own terms, instead of being forced into a premature and expensive migration.
For a company that was days away from scrapping Procore Financials entirely, the turnaround is stark. R.E. Lewis went from a broken integration that was eroding trust with their project team to a connected tech stack that's actually driving decisions. The data is where it needs to be, the people who need it can use it, and the company has room to keep growing without being held back by the gap between their systems.
