Electrical subcontractors have a 73-day cash gap on every project, switchgear deposits months before billing, and T&M work that bleeds cash when billed monthly. SPM fixes all three.
Electrical subcontractors have a structural cash flow problem most advisors don't understand — a 73-day gap between when crews mobilize and when the first payment arrives. Payroll runs every two weeks from day one. Switchgear orders require 50% deposits months before delivery. T&M billed monthly instead of weekly creates 30-day float the contractor funds out of pocket.
SPM structures every new electrical SOV to include a mobilization line item (5–10% of contract value) and a material procurement line item billable at delivery. This single change moves significant cash forward on every new project.
Electrical subs doing both T&M and new construction have completely different margin profiles in the same P&L. SPM builds separate job costing streams in ControlQore so you see what each type actually makes.
Switchgear, transformers, and panels are ordered months before installation. SPM tracks procurement deposits against the billing schedule so material cash gaps are visible 8 weeks in advance.
Journeyman vs. apprentice ratios, fringe benefit calculations, and proper wage determination tracking are all built into SPM's ControlQore setup for prevailing wage electrical clients.
In overdue AR recovered within the engagement.
Three GC relationships producing 28%, 19%, and 9% gross margin — now visible separately.
In employee bonuses paid after the financial system was rebuilt.
A free call with Josh takes 30 minutes. Bring your last P&L and current bank balance.
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