Tender phase is critical when talking about construction projects. It is the moment where profitability is decided for the winning proponent since components like budget or time schedule are frozen until the end of construction. Comparison between tender and execution phases is important. The vast array of data with distinct characteristics from one phase or a data source to another is not to be taken lightly. This research aims at making project phases entirely, automatically and data-wisely interoperable. A tender phase lasts a couple of weeks or months at most. Planners work on the schedule while estimators and modelers work on costs and quantities, with minimal interaction. Consequently, precision suffers from this “working in silos” methodology. The problem is the lack of a common language, or a common key, between stakeholders’ project phases and their relevant data. Design Thinking was used to tackle this issue, following different steps from empathizing with the final user, ideating, prototyping then testing each progress. A focus on products that can communicate via databases and APIs was prioritized. With this interoperable approach, not only did the communication between stakeholders improve by democratizing the use of 4D simulations and linear schedules for example, but it also generated wider traction and higher confidence towards efficiency-based KPIs. These indicators facilitated decision-making based on up-to-date cash flow, earned value analysis, interactive resource curves. It simplified the work of many who are now attributable to their work only. By leveraging multiple construction data sources as illustrated in this research, new opportunities were created by lowering the upfront efforts to be made by general contractors to access powerful insights. This article addresses interoperability between time, money, and quantities, but this process can be scaled up, with further developments, to document control, risk management, health and safety.