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YOUR LINE OF CREDIT
IS MAXED.
HERE'S WHY AND HOW TO FIX IT.

QUICK ANSWER

A maxed line of credit means you've used your cash buffer and are operating with no financial margin for error. The next unexpected expense, slow pay from a GC, or bad weather week hits directly against operations — no cushion. Most LOCs max out because of three compounding problems: AR that isn't collected on schedule, billing that goes out late, and overhead that's higher than the margin can support.

The LOC was supposed to be a bridge — short-term, drawn and repaid within 30–60 days. When it's been maxed for three months, it's become permanent financing for the business's operating gap. That's a signal the underlying cash system is broken, not that you need a bigger line.

BY JOSH LUEBKERPublished: May 2026Updated: May 2026
WHY IT MAXED

THE THREE COMPOUNDING
PROBLEMS THAT DRAIN AN LOC.

01

Slow AR Collection

Every invoice that sits 60 days instead of 30 is another 30 days of cash gap financed by the LOC. On $5M of revenue, moving average collection from 75 days to 45 days frees $415K — which can pay off most LOCs without any new revenue.

02

Late or Back-Loaded Billing

Pay applications submitted on the 20th instead of the 1st delay cash by 30 days. Back-loaded SOVs push the largest draws to the end of the project. Both force the LOC to cover the gap that billing should be covering.

03

Overhead Running Ahead of Margin

If overhead is 22% of revenue and gross margin is 19%, the LOC is financing the 3-point gap every month. No billing or collections improvement fixes a negative margin structure — only overhead reduction or margin improvement does.

THE PATH OUT

HOW TO PAY OFF
THE LOC AND KEEP IT PAID.

PHASE 1 — WEEKS 1–4

Aggressive AR Recovery

Call every GC with an outstanding invoice. Prioritize the largest and oldest. A single $100K draw released early pays down a significant portion of most LOCs. This is cash already earned — it just hasn't been collected.

PHASE 2 — WEEKS 2–8

Rebuild Billing Velocity

Front-load every active SOV. Submit every pay application on the 1st. Implement the weekly collections cadence. These changes move $150K–$300K forward in cash timing on a $5M subcontractor over the next 60 days.

PHASE 3 — ONGOING

Maintain a 13-Week Forecast

Once the LOC is paid down, the forecast shows when to draw and when to repay — preventing it from becoming permanent financing again. The LOC should be drawn for specific, predictable mobilization needs and repaid within 30–45 days.

Real result: A $6.7M civil contractor had a $348K LOC maxed out with overhead running at 30%. Within 30 days of implementing the billing and collections process: $309K in the bank. The $348K LOC was fully paid off within 60 days. Owner paid out $65K in bonuses. See the case study →

AFTER THE LOC IS PAID

WHAT A HEALTHY
LOC RELATIONSHIP LOOKS LIKE.

LOC drawn for specific mobilization needs — not to cover operating shortfalls
LOC repaid within 30–45 days of each draw — not carried month to month
13-week cash forecast shows when draws are needed — before the balance forces it
Bank relationship maintained with current financials — working capital, current ratio, debt-to-equity tracked monthly
$650K cash floor target maintained — the LOC is a tool, not a floor
FAQ
COMMON QUESTIONS.

Most LOC maxouts are caused by three compounding factors: slow AR collection (cash owed to you that isn't being pursued systematically), late or back-loaded billing (pay applications going out after the 1st or SOVs structured to collect cash at the end of the project), and overhead that exceeds gross margin (the business is structurally cash-negative month to month regardless of billing). All three typically co-exist.

The fastest path is AR recovery — call every outstanding invoice and get payment commitments. Then implement billing velocity — front-load SOVs and submit on the 1st. These two changes typically generate $150K–$400K in cash movement within 30–60 days for a $3M–$8M subcontractor. The underlying system change — 13-week forecast, weekly collections cadence, overhead review — prevents it from maxing out again.

It signals the LOC has become permanent financing for an operating cash gap rather than a bridge for specific, temporary needs. This means the billing and collections system isn't generating cash fast enough to cover operations without borrowing. It's a diagnostic signal — the fix is in the billing and collections system, not in the size of the line.

Only after fixing the billing and collections problem. A larger LOC with the same underlying system maxes out faster — at a higher balance. Fix the system first. Then, with a functioning 13-week forecast and clean financials, the conversation with the bank about LOC size is much stronger — and the bank is much more likely to say yes.

Josh Luebker
Josh Luebker
Fractional CFO · The Construction CFO

Former commercial construction PM and master electrician. Managed 150+ projects totaling $300M+. Fractional CFO for commercial subcontractors $1M–$12M. Author of CONTROL: The Construction Financial Operating System. About Josh →

RELATED RESOURCES
CASE STUDY
$6.7M Civil — $348K LOC Paid Off in 60 Days
How a maxed LOC became $309K in the bank and zero debt in 60 days
AUTHORITY
Billing Velocity
The billing process changes that move cash forward without new contracts
AUTHORITY
Cash Conversion Cycle
The math behind why subcontractors need LOCs and how to reduce dependence on them

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OR HEADING THERE?

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Master electrician and former project manager, 150+ projects and $2.1B+ in commercial work. Now runs the numbers for subcontractors instead of standing on the job site.

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