CONSTRUCTION FINANCIAL CONSULTANT FOR SUBCONTRACTORS.
A construction financial consultant reviews how a subcontractor's jobs make and lose money and where the cash goes, then recommends and often builds the fix. SPM works with commercial subcontractors and self-performing GCs doing $1M to $12M in three ways: a one-time Financial Health Snapshot, a 90 minute Cash Flow Intervention session, or an ongoing monthly CFO engagement. SPM is not a CPA firm: nobody at SPM is a CPA, and SPM does no tax preparation, audit or review.
Owners usually look for a financial consultant at one of two moments. Either something is already wrong, cash is tight or a job lost money that looked profitable, or they want an outside read before a big decision, like a larger project, a loan or a hire. The right consultant for a subcontractor speaks in job cost, WIP, retainage and pay cycles, and leaves the owner with decisions instead of a binder. What you buy first depends on whether you need a diagnosis, a fix or someone to run it every month.
WHAT IT MEANS.
A construction financial consultant is an outside specialist who reads a contractor's numbers, finds where job profit and cash are leaking, and tells the owner what to change, either as a one-time review or as an ongoing monthly engagement.
A general business consultant will give a subcontractor advice about strategy and marketing. A construction financial consultant works one level down, in the job cost report, the billing schedule and the cash forecast, because that is where subcontractor money is made and lost. The test of a good one is simple: after the engagement, can you say which jobs earn what, and when cash gets tight.
Because a consultant is not a full-time hire, the scope counts for more than the hourly rate. A review that ends in a report the owner never uses has cost the same as one that changed how the company bills. Ask what you will be holding at the end of the first call, and who is on the hook for the number it produced.
THE MOMENTS THAT SEND OWNERS LOOKING.
The jobs look profitable and the bank balance disagrees
Revenue is up and the year looks good, yet payroll week is tight. The cause is usually timing, billing that trails cost, retainage held longer than expected or a GC paying at 75 days when the contract says 30. A consultant reads the cash cycle job by job to find which one.
A job lost money and nobody saw it coming
The estimate said one margin and the finished job earned another. Without job cost coded to the estimate and a monthly cost to complete, the loss is visible only after the last invoice. The review finds where the cost drifted and whether it will repeat on the next job.
A big decision needs numbers the books cannot give
A larger project, an equipment purchase, a line of credit or a new hire each ask for a forecast the ledger does not produce. A 13 week cash forecast and a current WIP schedule turn the question into something the owner can answer with evidence.
START WHERE THE PROBLEM IS.
A CEO Report built from your last twelve months, every figure set against the benchmark for your trade, and a 60 minute call that explains what it says and what to change. It is the right start when you need a diagnosis and no ongoing engagement.
A working session that fills in a 13 week cash forecast with your real numbers and makes the billing and collection changes that come out of it during the call. It is the right start when cash is the immediate problem.
The whole finance function, bookkeeping through CFO advisory, for one monthly fee, with a monthly meeting that ends in written decisions. It is the right choice when you want the numbers handled every month and about five hours of your time.
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. No hourly billing. No payroll. No add-ons.
| Last 12 months revenue | Monthly fee |
|---|---|
| Up to $1M | $1,900 to $2,900 |
| $1M to $3.5M | $2,600 to $3,900 |
| $3.5M to $6.5M | $3,800 to $5,700 |
| $6.5M to $9.5M | $5,100 to $7,100 |
| $9.5M to $12.5M | $6,100 to $8,500 |
| $12.5M to $15.5M | $7,400 to $11,000 |
| $15.5M to $18.5M | $9,400 to $13,500 |
| $18.5M+ | Quoted individually |
Range reflects the three tiers below. Which one you're in depends on how much of the work you want off your desk. No payroll. No hidden line items.
You stop guessing.
You get the CFO work. Job costing built against the way you estimate, a 13 week cash forecast, monthly WIP, and a meeting every month that ends in decisions and never in a report.
Your bookkeeper still does the books.
You stop touching the books.
Everything in Core, and we run the bookkeeping and the controllership as well. Your office stops answering coding questions and stops chasing a reconciliation on the last day of the month.
We do the books. No payroll.
Every job shows its margin while it's still running.
Everything in Executive, plus the job costing and WIP platform set up, loaded with your cost codes, and managed for you every month. You never have to learn it.
We do the books, the job costing, and the software. No payroll.
FREQUENTLY ASKED.
