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TL;DR: A GC paying net 75 instead of net 30 costs a $4M subcontractor approximately $56,000 per year in carrying costs. Most subcontractors absorb this silently. Fixes: add pay-when-paid markup to bids that compensates for slow payment, submit pay apps on cut-off day to control the timing you can control, document payment dates and build a GC relationship profitability picture, and use lien rights proactively as leverage rather than reactively as a last resort.

Cash Flow Problem

GC Is Paying Late.
Protect Your Cash Flow.

A GC on net 75 instead of net 30 costs real money — and most subcontractors absorb it silently. Here is how to quantify it, protect against it, and build it into every future bid.

Published: May 2026Updated: May 2026
$56K
Annual Cost of Net 75 vs Net 30 at $4M
Net 30
Target — Most Subcontracts Are Net 45–75
Day 1
When to Submit Pay App — Never Late
30 Days
After Due Date — Escalate Formally
The Real Cost

What Slow GC Payment Actually Costs You

At $4M in annual billings, the difference between net 30 and net 75 is 45 days of float on roughly $333,000 in average monthly billings. At an 8% cost of capital, that is $56,000 per year. Absorbed silently, on every project, every year.

01

You're Financing the GC

When a GC pays net 75 and you pay your subs and suppliers net 30, you are funding the 45-day gap from your own cash or line of credit. The GC is using your working capital interest-free. That cost is real even if it does not show up as a line item.

02

You're Not Building It Into Bids

Most subcontractors price jobs based on work scope — labor, material, overhead, margin. Almost none add the cost of slow payment. If a GC consistently pays net 75, every job should carry a financing markup to compensate. Almost nobody does this.

03

You're Not Tracking Which GCs Are Profitable

When you look at job profitability including payment timing, some GC relationships that look profitable on margin are unprofitable when carrying costs are factored in. Without tracking payment timing alongside margin, you cannot see this.

The Fix

How to Protect Cash Flow When the GC Is Slow

1. Add Pay-When-Paid Markup to Slow-Paying GC Bids

SPM's pay-when-paid calculator quantifies the carrying cost of slow payment as a percentage of contract value. That percentage gets added to your bid. A GC who pays net 75 gets a 1.2–1.8% markup on every bid — invisible to them, visible to you as margin that covers your financing cost.

2. Submit Pay Apps on Cut-Off Day Without Exception

The only payment timing you fully control is when you submit. Missing a GC cut-off by one day pushes payment back 30 days — entirely your cost. Build a billing calendar. Submit on the first eligible day of every billing period.

3. Send a Formal Payment Demand at 30 Days Past Due

When payment terms are breached, a formal written demand — not an email — puts the GC on notice and starts the clock for escalation. Most GCs will pay promptly when a formal demand arrives.

4. Preserve Lien Rights as Leverage

Serving a preliminary notice early in the project preserves lien rights and signals to the GC that you are paying attention. It does not mean you will file a lien. It means you can — and that changes how late payment is treated.

FAQ

Frequently Asked Questions

What can I do if a GC is paying late?
Submit a formal written payment demand at 30 days past the contractual due date. Send a preliminary lien notice if you have not already. Add the carrying cost of the payment delay to future bids with that GC using a pay-when-paid markup. Track which GC relationships are actually profitable after factoring in payment timing.
How do I add the cost of slow payment to my bids?
SPM's pay-when-paid calculator at constructioncfo.net/pay-when-paid-bid-markup-calculator takes your average days to payment, cost of capital, and contract value and outputs the carrying cost as a percentage markup to add to your bid.
What are lien rights and how do they protect subcontractors?
Lien rights give subcontractors the legal ability to place a lien on the property being improved if not paid for work performed. In most states, subcontractors must serve a preliminary notice early in the project to preserve lien rights. They are your most powerful leverage against non-payment.
How do I know which GC relationships are actually profitable?
Job costing in ControlQore tracks gross margin by job and by GC relationship. Adding payment timing data lets you calculate the true cost of each relationship including carrying costs. A GC at 22% gross margin paying net 90 may be less profitable than one at 19% paying net 30.
Can I refuse to work with GCs who consistently pay late?
Yes — and understanding which GC relationships are profitable including payment timing helps make that decision data-driven. If a GC consistently pays net 90+ despite contractual net 30 terms, the markup required to compensate may make your bids uncompetitive. Declining work from that GC may be the right business decision.
Josh Luebker
Josh Luebker
Fractional CFO · The Construction CFO

Former commercial construction PM and master electrician. Managed 150+ projects totaling $300M+. Now fractional CFO for subcontractors doing $1M–$12M through Sulphur Prairie Management. About Josh →  |  LinkedIn →

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