CONSTRUCTION FINANCIAL CONTROL.
Financial control in construction means owning the levers that move cash, margin, and capacity, not just reporting on them. Most subcontractors have financial reporting, where the bookkeeper produces P&Ls, and almost no financial control, where somebody owns the operational levers. There are five domains of real control: cash, meaning forecasting, AR, AP, and working capital; job profitability, meaning cost coding, WIP, and variance analysis; overhead, meaning rate calculation, absorption, and allocation; capacity, meaning working capital scaling, bonding capacity, and growth gating; and decision making, meaning bid pricing, capital allocation, and strategic relationships. Each one takes a structured cadence and somebody accountable.
Financial reporting tells you what happened. Financial control changes what happens next, and most subs only have the first. The difference isn't capability, because most subcontractor owners are sharp operators who can build anything in the field. The difference is the financial structure underneath the business, meaning whether the levers exist and whether anybody is operating them. A business with control sees its cash position 13 weeks out and knows which jobs are profitable while they're still open. A business without it reacts to cash crises and finds out about job losses at closeout.
WHAT IT MEANS.
Financial control is the operating discipline that lets the owner of a subcontracting business make informed decisions about cash, margin, and capacity on the cadence the business needs them.
A business with financial control sees its cash position 13 weeks out, knows which jobs are profitable while the work is still going, calculates overhead absorption correctly into every bid, scales working capital ahead of growth requirements, and manages banking and surety relationships before it needs something from either one. A business without financial control reacts to cash crises, finds out about job losses at closeout, bids using outdated overhead rates, hits the working capital wall during growth, and renegotiates with banks and sureties under pressure.
HOW A BUSINESS RUNS WITHOUT THE LEVERS.
Cash crises get reacted to instead of seen coming
Without a maintained forecast, the bank balance is a surprise every Friday. AR sits unworked and AP gets paid in the order the phone rings. The business finds out it's short in the same week it has to solve being short, which is the most expensive week to solve anything.
Job losses surface at closeout
When cost coding doesn't line up with the estimate and WIP gets built once a year for the CPA, a losing job stays invisible until it's finished. By then there's nothing left to manage. The owner learns the number at the one point where the number can no longer be changed.
Bids go out on an outdated overhead rate
An overhead rate set two years ago and never recalculated understates what the business costs to run today. Every bid priced off it recovers less overhead than it should. Nobody sees the shortfall as a line item anywhere, so it reads as a mystery in net profit at year end.
Growth becomes the thing that breaks the business
Without capacity control, working capital never scales ahead of revenue, bonding capacity stays where it was, and lender and surety conversations happen under pressure. The company wins bigger work and then can't fund it. Growth turns into the trigger for a cash crisis instead of the reward for good work.
WHAT FINANCIAL CONTROL OWNS.
A 13 week working cash forecast maintained continuously, AR aging tracked and worked weekly, and AP scheduled against incoming cash. An operating cash position checkpoint Monday morning, the cash conversion cycle measured monthly, a mobilization loaded SOV structure on every new project, and stored materials billing where contracts allow it. Cash control means the bank account stops being a surprise.
Cost coding aligned to estimates before bid submission, monthly WIP schedules with cost to complete checked by the PM, and variance analysis against the estimate at the line item level. Closeout reviews feed the next bid instead of getting filed. Job profitability control means the owner knows which jobs are making money and which are losing it in time to do something about it.
The real overhead rate calculated against trailing 12 month actuals and re-checked quarterly, with absorption built correctly into every bid. Idle equipment cost surfaced instead of absorbed where nobody sees it, and fabrication shop labor allocated to projects. Overhead control means the bid math reflects reality and the rate stops being a guess.
Working capital scaled ahead of revenue growth, bonding capacity grown as the financial structure matures, and lender and surety relationships managed quarterly rather than when you need something. Growth decisions get gated against working capital availability. Capacity control means the business can grow without growth being the thing that triggers a cash crisis.
Bid pricing tested against current cost to deliver, and capital allocation decisions modeled before commitment, whether that's equipment against lease, hire against subcontract, or expand against consolidate. Strategic relationship management with carriers, GCs, banks, and sureties, plus a monthly accountability meeting with action items. Decision control means major moves get evaluated before they're made instead of analyzed after they've hurt.
Each domain has a defined cadence, whether monthly, weekly, quarterly, or annual, specific outputs, and clear accountability. SPM owns the operational layer and the owner owns the strategic decisions. The bookkeeper isn't doing financial control, the CPA isn't doing financial control, and the owner isn't doing it on the side between job walks.
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, and no add-ons.
Pricing
| 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 rather than a report.
Your bookkeeper keeps doing the books.
You stop touching the books.
Everything in Core, and we run the bookkeeping and the controllership as well. Nobody in your office is answering coding questions or chasing a reconciliation at month end.
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 job costing.
FREQUENTLY ASKED.
