BOOKKEEPER, CONTROLLER, OR CFO?
A bookkeeper records what already happened, a controller makes sure the books are accurate and controlled, and a CFO uses the numbers to forecast and decide. Most subcontractors between $1M and $12M have the first one covered and nobody in the other two, which produces accurate enough history with nobody steering the financial future.
The three signals that tell you which function is missing are simple enough to check tonight. If transactions are behind or the bank hasn't been reconciled, the bookkeeping function is the problem and nothing above it works until that's fixed. If the books are current and somebody still has to correct a number before you rely on it, the controller function is missing, and that usually starts to bite around $1M when job costing begins to drive real decisions. If the numbers are right and the pricing, cash, and growth decisions are still guesses, the CFO function is missing. Two of those three at once means the answer isn't another bookkeeper.
WHAT EACH ONE DOES.
| Capability | Bookkeeper | Controller | CFO |
|---|---|---|---|
| What the role produces | Coded transactions, entered bills, and basic reports | A closed month and a controlled job cost file | A cash forecast, a priced bid, and written decisions |
| Tells you whether the books are right | No | Yes, that's the job | No, it assumes they already are |
| Tells you what the numbers mean | No | Partly, through the close | Yes, that's the job |
| Job costing | Codes into whatever structure exists | Controls it and reviews the coding | Designs it against your estimating |
| Forecasts cash | No | No | Yes, on a 13 week rolling forecast |
| Sets pricing and owns the overhead rate | No | No | Yes, and sends it back into bidding |
| Daily data entry and reconciliation | Yes | Reviews and approves it | No |
| When you need it | Day one | Around $1M, when job costing starts to drive decisions | When cash, pricing, or growth decisions need an owner |
| What you get without it | No usable record at all | Accurate enough history nobody controls | Correct numbers and guessed decisions |
Most subcontractors between $1M and $12M have the first column covered and the other two empty. That's why the books can be right and the business can still surprise you with a cash shortfall, an unprofitable job, or an overhead number nobody can defend.
THE TASKS EACH ROLE OWNS.
These are the tasks a construction company assigns to each role, taken from the full chart of who owns each task in a subcontractor. Open a role to see its tasks.
Accounting team (AP, AR and bookkeeping), 9 tasks
- Decide what to bid and win it. Open the project in the accounting system once it's awarded.
- Manage the job. Charge equipment to projects each month.
- Pay the crews and the vendors. Code credit card transactions and invoices to the job, using the cost codes set up at the start.
- Pay the crews and the vendors. Pay the invoices when the money comes in for the project, as long as there's a current COI and W-9.
- Pay the crews and the vendors. Hold retention on the subs, and track it on the sub's pay application.
- Bill and collect. Send lien waivers with the pay application, and collect them from subs when they're paid.
- Bill and collect. Send a weekly aging report.
- Bill and collect. If the contract's payment deadline passes without payment, send a notice of nonpayment with the intent to lien.
- Close out. Close the project in the accounting system once all payments are received.
See the Accounting team (AP, AR and bookkeeping) tasks on the full chart
CFO, 5 tasks
- Set up the system. Set up the chart of accounts, which is the profit and loss statement at the business level.
- Set up the system. Choose the job cost codes, aligned with the business strategy and the work the company performs.
- Review the numbers every month. Build the 13 week cash flow forecast: week by week, with the bank account starting Monday and ending Sunday.
- Review the numbers every month. Build the CEO report: a rolling 12 months from the profit and loss statement and the balance sheet.
- Review the numbers every month. Send the WIP report to the bank or surety.
WHEN NOTHING IS WRITTEN DOWN YET.
A bookkeeper records transactions, enters bills, sends the payroll data, and produces the basic reports. That work is needed from day one and it's not junior work, because everything above it reads from what the bookkeeper coded. If your transactions are behind or the bank hasn't been reconciled in months, this is where you start and there's nothing to debate.
What a bookkeeper doesn't do is tell you whether the books are right or what they mean. Those are two separate jobs above this one, and hiring a second bookkeeper doesn't produce either of them. You get the same reports from one more person, which is why owners who are frustrated with their reporting are often frustrated with the wrong hire.
WHEN THE BOOKS ARE DONE BUT NOBODY CHECKS THEM.
A controller reconciles the books, closes the month, controls the job costing, and is accountable for accuracy. This function becomes essential around $1M in revenue, when job costing begins to drive real decisions and an error in a cost code stops being a rounding issue. Below that an owner can usually be their own controller, because they're close enough to every job to catch a miscoding by feel.
What a controller doesn't do is forecast, price the work, or make the strategic calls. That's deliberate, since the control function has to be independent of the person deciding what the numbers should say. Most companies in this band need the function and can't justify the salary for it, which is why it usually gets bought rather than hired.
WHEN THE DECISIONS ARE STILL GUESSES.
A CFO forecasts the cash, sets the pricing, reads the numbers, and steers the decisions that come out of them. You need this function when cash, pricing, or growth decisions require somebody who owns the numbers rather than somebody who reports them. Can we fund this bonus, can we take a job half again bigger than our biggest, is our overhead rate current, which week are we short in the next quarter.
What a CFO doesn't do is daily data entry or routine reconciliation, and paying CFO rates for that work is a way to waste money. The reason this is the most commonly missing function in a $1M to $12M subcontractor is that it's the one with no obvious job title attached to it. Nobody notices the seat is empty, because the reports keep coming out on time.
WHERE WE COME OUT.
For a subcontractor in this size range the answer is a fractional CFO, because it delivers the controller and the CFO functions as one system without the cost of two full time hires. Those two functions are what's missing in almost every company that calls us, and they're missing together, since the same absence causes both. Buying them separately from two providers reintroduces the problem you were trying to solve, which is nobody being accountable for the space between them.
If your books are genuinely behind, fix the record first. Bookkeeping is the foundation and no forecast built on unreconciled accounts is worth reading, so we start there when we have to. Once the record exists, the work that changes the business is the control layer and the decision layer, and that's the part nobody in a $1M to $12M contractor has ever had.
The practical test is the one at the top of this page. Ask who reconciles, who closes, who signs off on the WIP, who builds the forecast, and who sets the overhead rate. If the same person is listed for all five, or nobody is listed for the last two, you have your answer without needing a diagnostic.
FREQUENTLY ASKED.
