THE MONTHLY FINANCIAL MEETING.
The monthly financial meeting is the most important management meeting a construction subcontractor can hold. Done right, it shows problems before they become crises, builds financial accountability across the team, and produces specific action items that move the business forward. Done as an informal conversation, it covers the same points every month and changes nothing.
The difference between a meeting that manages the business and a meeting that describes it comes down to two things: whether the numbers were read before the room filled up, and whether last month's action items get reviewed at the start. Without the first, the hour goes to assembling information instead of acting on it. Without the second, nothing anybody agreed to last month has any consequence attached to it, and everyone learns that quickly.
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 monthly financial meeting is a recurring session that covers cash position, AR, job level performance, overhead, and working capital, and ends with specific action items with an owner and a deadline.
An annual financial review with your CPA is a tax preparation exercise rather than financial management. By the time last year's P&L is reviewed, every opportunity to act on what it says has passed. Financial management depends on monthly visibility and monthly decisions, not on annual hindsight.
WHY THE MEETING CHANGES NOTHING.
You review financials once a year with your CPA
An annual review with your CPA is a tax preparation exercise, not financial management. By the time your CPA works through last year's P&L, every chance to act on the information in it has already passed. Financial management requires monthly visibility and monthly decisions rather than annual hindsight.
The meeting happens and nothing changes
Many contractors have informal monthly financial conversations that cover the same topics every month: cash is tight, this GC is slow, that job is going over. No specific action items come out of it and nobody is accountable for anything afterward. The meeting is happening and it's not managing anything, and a structured agenda is what changes that.
Your team has no financial visibility
Field management, foremen, superintendents, and PMs, make decisions every day that come with financial consequences. Without any financial visibility, those decisions favor field convenience over financial outcome, which is a reasonable thing for somebody to do with no data. Monthly job reviews that include field leadership change the decision-making culture over time.
THE AGENDA THAT MAKES IT WORK.
Open with cash position and the 30 day forecast, what's coming in and what's going out. Then AR review: invoices over 30 days, follow up status, and escalation decisions. Then the job financial review, covering each active job's cost against estimate, billing status, and cost-to-complete. Then overhead review, current month rate against benchmark with any category above trend called out. Then working capital and bonding, current position and trajectory. Then last month's action items, what was done and what wasn't. Close with new action items, each with a specific owner, a specific deadline, and a specific outcome.
The owner or CEO, any working PMs or superintendents for the jobs they're managing, and the financial management team, which for SPM clients is Josh. No more than 4 or 5 people total. The meeting should take 45 to 60 minutes with a tight agenda, and when it goes longer it usually means the financial data wasn't built in advance and the meeting is being used to assemble information rather than act on it.
The full financial meeting package goes out before every monthly meeting: CEO Report, job financial review, AR aging, and proposed action items. You receive it 24 hours ahead, so you walk in having already read the numbers. The meeting is for decisions and accountability and not for reviewing figures that should have been read beforehand, and every output is tracked in ControlQore as an action item with an owner and a deadline.
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. The one-time onboarding fee is right here 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.
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.
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.
Every job shows its margin while it is still open.
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 cover it.
A bookkeeper we choose does the books and reconciliations. No payroll.
Strategic, plus a controller who handles payables and receivables the way an in-house controller would. You approve every payment.
You approve, and the money side gets handled.
Everything in Strategic, plus a controller we choose who handles your bills and receivables for you the way an in-house controller would. They 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.
A controller we choose does the payables and receivables. No payroll, no pay applications, no collections.
FREQUENTLY ASKED.
