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WHY YOU'RE SHORT

TUNNEL JOBS LOOK PROFITABLE. THE CASH IS STILL IN TRANSIT.

QUICK ANSWER

Tunnel subcontractors have no cash left for reasons specific to how the work is built and billed, on jobs that are making money. The three that cost the most in this trade are below, taken from tunnel contractor research. Most are at 75 to 90 days from finishing work to holding the money, and 45 days is achievable.

Cash and profit are measured on different clocks. Your profit and loss records revenue when you invoice and costs when you incur them, while the bank account only knows what cleared. Labour goes out weekly and collects 45 to 90 days later, minus retention. That distance is what a growing, profitable tunnel company funds out of pocket, and it widens as you grow. The specific things that widen it in this trade are what the rest of this page is about.

BY JOSH LUEBKERPublished 2026-08-06Updated 2026-11-02
WHERE THE CASH GOES IN TUNNEL

WHERE IT LEAKS OUT.

01 · Progress measurement in the dark (paid by the meter, proven by the log)

Payment is based on advanced meters and installed lining against a schedule of values, with owner verification underground. The documentation (survey, ring/segment records, grout takes) backs up every pay item. It's the same documentation gate fiber has, in a pressurized space.

The system that controls this

THE THREE THAT DECIDE THE YEAR

WHAT MOVES MARGIN IN THIS TRADE.

LEAK 01

The Baseline Ledger

The GBR states what the bid may assume. The DSC clause allocates what differs. The shift log proves which one happened. Your ground documentation is the trade's second set of books.

LEAK 02

The Sleepless Burn

With continuous operations, the daily cost never stops, even when the advance rate does. Code downtime by cause (ground, machine, logistics, owner). That's the only way a stopped-heading claim ever pays.

LEAK 03

The Unseen Capital

The machine and plant are project-scale capital, with salvage assumptions built into the bid. Honest cost basis (ownership, refurbishment, residual) sets the price before the ground does.

THE NUMBER TO MANAGE

DAYS SALES OUTSTANDING.

Ninety days is weak, 45 is the target, 30 is strong. Nothing else moves cash faster.

PositionDaysWhat it means
Weak90 daysRoughly three months of work funded out of your own pocket.
Target45 daysYou can get here on the days you control. Bill on time, send complete paperwork, and follow up in week two.
Strong30 daysTakes work every month. It's the cheapest money you can get.

Moving from 90 days to 45 frees roughly annual revenue divided by 365, times 45 days. At $4M that's about $493,000. At $8M it's about $986,000. That money costs no interest and needs no bank. So we fix billing and collections before we talk about financing.

WHERE YOU SHOULD BE

TUNNEL BENCHMARKS.

Tunnel subcontractors at $1M to $5M net 7 percent, against the CFOS net profit target, set at your trade's net profit average at your revenue plus 3.5 points, never below 10 percent, before taxes. The working capital target is 13 percent of annual revenue, and the monthly close should finish by day 10 so the numbers can still change a decision.

Full tunnel benchmarks
COMMON QUESTIONS

FREQUENTLY ASKED.

Because the jobs earn before the money comes in. Labour and material go out on a weekly cycle and collect 45 to 90 days later, with 5 to 10 percent held as retention behind that. In tunnel specifically that distance is widened by progress measurement in the dark (paid by the meter, proven by the log). None of that reads as a loss on any single job, which is why it goes unaddressed.

Three tiers, and which one you are in depends on how much of the work you want off your desk. On Core we build your plan every month and your team does the work: job costing built against the way you estimate, a 13 week cash forecast, monthly WIP, and a monthly meeting that ends in decisions, while your bookkeeper keeps doing the books. On Strategic we build the plan, track it and adjust it every month: our team does the bookkeeping and the bank reconciliations, and the job costing and WIP software is set up and managed for you, on your own online software or ours. On Platinum we manage the money side for you every week: our team handles your bills and receivables the way an in-house controller would, and you approve every payment. We don't do payroll.
$10.7M+
Client AR Recovered Since 2023
48
Active Trade Specializations
60 DAYS
Average Onboarding Time
WHAT THIS TIES INTO
Josh Luebker, SPM The Construction CFO
Josh Luebker
FRACTIONAL CFO · SPM THE CONSTRUCTION CFO

Josh Luebker is a master electrician turned construction CFO, president of SPM The Construction CFO and author of CONTROL: C.F.O.S. Construction Financial Operating System.

WHICH WEEK DO YOU COME UP SHORT?

Twenty minutes of questions about your open invoices, your payroll calendar, and how your general contractors really pay. Josh won't pitch you or send a proposal. If Josh can help, you'll set a longer second call.

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