THE FINANCIAL STATEMENTS EVERY SUB NEEDS.
A commercial subcontractor needs four reports. The profit and loss statement tells you whether the work made money. The balance sheet tells you whether the business is sound. The cash flow forecast tells you whether you can make payroll. The WIP schedule tells you whether your jobs are on track. Most subs read only the P&L, and that's why they get surprised.
Four reports answer four questions. The questions are whether the work made money, whether the business is sound today, whether you can cover payroll through the next quarter, and whether your open jobs are on plan. The P&L answers only the first one, so an owner who reads only the P&L keeps getting surprised. The balance sheet decides how big your jobs can get. The forecast tells you whether you'll have the cash in February. The WIP schedule is the one most subs have never produced. It's the only one that finds a fading job while the work is still in progress.
Rather talk it through first? Book a 20 minute call. Nothing gets sold on this call.
Want it set up for you? Onboarding only, from $4,500 one time. Books migrated and job costing built, then your own team keeps it up.
WHAT IT MEANS.
A subcontractor's financial statements are four reports: the profit and loss statement, the balance sheet, the cash flow forecast, and the WIP schedule. Each one answers a different question about the business.
The four reports build on each other in order. The WIP schedule goes into the P&L as open jobs become period revenue and cost. The P&L goes to the balance sheet as net profit becomes equity. The balance sheet sets your working capital. Working capital determines the cash flow forecast and your bonding capacity. Together they are four views of one business.
WHAT EACH ONE ANSWERS.
Profit and loss statement, did the work make money over this period
The P&L summarizes revenue, direct cost, gross profit, overhead, and net profit over a month, a quarter, or a year. It tells you whether the business made money in that period. It averages every job together, so it can't tell you which jobs made the money. Read it with job costing underneath it.
Balance sheet, is the business sound right now
The balance sheet lists your assets, liabilities, and equity on a single date. Bonding companies and lenders read it first. They look at working capital, retention receivable, and billing position to decide how much risk to extend to you. It's the report that sets how big your jobs can get.
Cash flow forecast, can you make payroll over the next quarter
A 13 week cash flow forecast lists expected cash in and cash out, week by week. It uses the date the money reaches your bank. The P&L uses the date the money was earned. So the forecast shows you when profitable work will still leave the bank account empty, and a P&L can't show you that. Every subcontractor who has been profitable and broke at the same time was missing this report.
WIP schedule, are the jobs in progress on track
The work in progress schedule shows each open job's contract value, cost incurred, percent complete, billings, and projected profit. It shows over and underbillings and a fading margin before closeout. Most subcontractors never produce it. It's the one that finds profit fade while you still have time to fix it.
RUN ON FOUR, NOT ONE.
Most subcontractors have a P&L because their bookkeeper or CPA produces it for them. Far fewer have a WIP schedule. It requires job costing and a monthly cost to complete, and generic accounting doesn't provide either one. Without the WIP schedule, you don't see profit fade until closeout, and nobody manages your over and underbillings.
A WIP schedule is only as good as the job cost data underneath it. The cost codes get aligned to how you estimate, so the report compares each cost to the same line in your bid. Build the job costing first and the other three reports get more useful at the same time.
A subcontractor that produces all four reports every month has a financial system. One that produces only the P&L knows what already happened and has to guess at what's next. If any of the four is missing, you have a blind spot that a single good month can't cover. For subcontractors doing $1M to $12M, the system is fully operational in 60 days.
THE OUTPUTS, NAMED.
FLAT MONTHLY FEE. NO SURPRISES.
Three tiers, priced by your trailing twelve month revenue. Which one you're in depends on how much of the work you want off your desk. We don't bill by the hour, and we don't do payroll. The one-time onboarding fee is in the table.
Built for subs doing $1M to $12M. Above $12.5M we quote.
| Last 12 months revenue | Core | Strategic | Platinum | One-time onboarding |
|---|---|---|---|---|
| Under $1M | $1,900 | $3,100 | $3,300 | $2,500 |
| $1M to $3.5M | $2,600 | $4,100 | $5,300 | $4,500 |
| $3.5M to $6.5M | $3,800 | $5,900 | $8,300 | $6,000 |
| $6.5M to $9.5M | $5,100 | $7,600 | $11,800 | $7,500 |
| $9.5M to $12.5M | $6,100 | $8,900 | $14,900 | $9,000 |
| Above $12.5M | Quoted | Quoted | Quoted | Quoted |
The onboarding fee covers migrating your books back to the start of your last taxable year and getting you fully operational in 60 days. It's billed once, with your first invoice. It's the same for all three tiers, and it moves with your revenue band. Your first month is prorated, and your monthly engagement starts on the first of the first full month.
Just want the setup? Onboarding only is the same onboarding work with no monthly service after it, one time, at the onboarding fee plus $2,000. Start a monthly engagement later and $2,000 counts toward it. It starts at $4,500, and the price for every band is on the pricing page.
The three tier columns are the whole price. Which one fits depends on how much of the work you want off your desk. No payroll. No hidden line items. The onboarding fee is right here in the table.
- Online software only: QuickBooks, Sage, Viewpoint and similar. No VPN or hosted desktop.
- Not in any tier: payroll, pay applications, collections on receivables.
- Pricing valid through 2027.
CFO work. Your own bookkeeper keeps doing the books.
We build your plan every month. Your team does the work.
You get the CFO work: job costing built to match the way you estimate, a 13 week cash forecast, WIP every month, and a monthly meeting that ends with decisions.
Your bookkeeper still does the books.
Core, plus bookkeeping and bank reconciliations, plus job costing and WIP software set up and managed for you. Use your own online accounting software or we supply it, one price.
We build the plan, track it and adjust it every month.
We only work with trade subcontractors. We know what to look for, and we fix problems while they're still small. Everything in Core, plus the bookkeeping and bank reconciliations done for you, and the job costing and WIP software set up, loaded with your cost codes, and managed every month. Use your own online software, or move to ours and we pay for it.
Our team does the bookkeeping and the reconciliations. We don't do payroll.
Strategic, plus a controller who handles payables and receivables the way an in-house controller would. You approve every payment.
We manage the money side for you, every week.
Everything in Strategic, plus our team does the controller work. We handle your bills and receivables the way an in-house controller would: we call vendors, pay the bills and keep the accounting current. We plan the cash flow first, and you approve every payment because it is your money.
Our team does the payables and receivables. We don't do payroll, pay applications or collections.
FREQUENTLY ASKED.
