Punch list closeout items spanning 6-12 subcontractor trades where no single party owns the tracking workflow

At the end of a commercial construction project, the architect generates a punch list of 200-800 deficiency items that span every trade — HVAC damper adjustments, drywall touch-ups, door hardware alignment, ceiling tile replacement, electrical cover plate installation, paint touch-ups — but no single entity owns the workflow of assigning, scheduling, tracking, and verifying completion across 6-12 different subcontractor companies. This matters because each unresolved punch item blocks the architect's issuance of a Certificate of Substantial Completion, which is the contractual trigger for releasing retainage and starting warranty periods. A project with 50 open punch items in month 18 means the owner withholds all remaining retainage from the GC, who in turn withholds from every sub — even the subs whose work is 100% complete. The GC's project manager spends 3-6 weeks manually tracking items via spreadsheets and phone calls, at a cost of $8K-$15K in PM salary plus $5K-$25K/day in extended general conditions (trailer, insurance, supervision) for every day past the scheduled completion. Subcontractors send one worker for a half-day to fix three items, but the worker cannot access the space because another trade's material is blocking it, so they leave and must be rescheduled. Each rescheduling cycle adds 5-10 days. The compounding effect is that a $20M project with $2M in retainage can have its final payment delayed 2-4 months over a $50K worth of minor corrections. This persists structurally because the GC has no contractual authority to direct sub employees on-site for punch work (the sub controls their own labor), and no standard digital workflow exists that all 6-12 subs will adopt since each sub uses different or no project management tools.