CONSTRUCTION FINANCIAL INFRASTRUCTURE AT EVERY REVENUE LEVEL, $1M THROUGH $12M.
The financial infrastructure that's adequate at $1M is insufficient at $4M and harmful at $8M if nobody has updated it. Harmful because it tells the owner the financial side is handled while the business has outgrown the system. The roadmap isn't complicated. It's a clear set of requirements at each revenue level, covering bookkeeping frequency, job costing depth, reporting cadence, and CFO function, that need to be in place before the revenue grows past them.
Every build out costs less before you need it than during the month you find out you needed it. A contractor who adds weekly bookkeeping at $3M pays for a few more hours a month. The same contractor who waits until a bonding company asks for reviewed statements pays for that plus a scramble, plus whatever the job he couldn't see cost him. So the sequence runs ahead of the revenue instead of behind it. You install the reporting a $6M company needs while you're finishing your last $4M year, and the transition becomes a non event.
WHAT IT MEANS.
Financial infrastructure is the set of bookkeeping, job costing, reporting, and CFO functions a construction company runs on, sized to the revenue it's doing right now.
The revenue thresholds below are benchmarks and not rules. What sets the requirement is operational complexity, and revenue is only a proxy for it. A civil contractor running 20 pieces of equipment at $3M needs the $5M infrastructure, because equipment cost tracking on its own justifies the build. An electrical contractor at $6M with two PMs and straightforward billing can run well on $3M infrastructure.
WHERE THE SYSTEM FALLS BEHIND.
The system gets outgrown, never replaced
Nobody sits down and decides to keep a $1M setup at $4M. It happens because the setup is still producing something that looks like a financial report every month. The reports are on time, the bank recs close, and the tax return gets filed. What nobody notices is that the business now needs answers the setup was never built to give, so the owner gets false confidence that the financial side is covered.
The overhead rate is 3 to 6 years old
This is the most common shortfall at $4M. The business grew from $1.5M to $4M and added PMs, equipment, and a second yard, and nobody recalculated. The overhead rate still going into every bid was built for a company that no longer exists. Every job priced off it recovers less overhead than the office costs to run.
Bookkeeping runs monthly at a revenue level that needs weekly
This is the second most common one. Monthly entry means the 13 week cash forecast is built on data that's 3 to 4 weeks stale, so the forecast describes a company you were, not the one you're funding on Friday. At $3M and up, weekly entry with a close by the 10th is the requirement, and it's not an upgrade so much as the minimum for the reports to be worth reading.
Nobody can produce a cost to complete in 24 hours
Three diagnostic questions tell you whether the infrastructure is behind the revenue. Can you produce a current cost to complete on any active project inside 24 hours? Does your overhead rate reflect your current headcount and cost structure? Do you know your 13 week cash position without opening the bank account? If any one of those is a no, the infrastructure is behind.
WHAT SHOULD BE RUNNING AT YOUR REVENUE.
Bookkeeping can be part time and cash basis is acceptable. Job costing is informal, at project level totals. Financial reporting is an annual P&L for taxes. The owner makes all the financial decisions himself, and at this size that works.
Bookkeeping goes full time or fractional with a monthly close. Job costing moves to phase level by project across 7 categories. Reporting becomes a monthly P&L plus a 13 week cash forecast. The owner still drives the decisions, with CFO support on an informal cadence.
Bookkeeping is weekly entry with the close done by the 10th. Job costing stays phase level and adds cost to complete every month. Reporting is the CEO Report, monthly WIP, and both a 13 week and a 24 month forecast. A fractional CFO runs a monthly strategic meeting.
Bookkeeping is weekly entry with a dedicated bookkeeper. Job costing handles multi PM cost to complete with PM accountability attached to it. Reporting is the CEO Report, WIP built for bonding, and CPA reviewed statements. A fractional CFO plus a controller run a job review cadence.
Bookkeeping is a dedicated in house bookkeeper. Job costing is the full system with production rate tracking. Reporting is CPA audited or reviewed statements and board level reporting. The CFO function is fractional or in house, running the full CFOS system.
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.
| Last 12 months revenue | Monthly fee | One-time onboarding |
|---|---|---|
| Up to $1M | $1,900 to $2,900 | $1,000 |
| $1M to $3.5M | $2,600 to $3,900 | $1,500 |
| $3.5M to $6.5M | $3,800 to $5,700 | $3,000 |
| $6.5M to $9.5M | $5,100 to $7,100 | $4,500 |
| $9.5M to $12.5M | $6,100 to $8,500 | $6,000 |
| $12.5M to $15.5M | $7,400 to $11,000 | $7,500 |
| $15.5M to $18.5M | $9,400 to $13,500 | $9,000 |
| $18.5M+ | Quoted individually | Quoted individually |
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. Your first month is prorated, and your monthly engagement starts on the first of the first full month.
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. The onboarding fee is right here in the table.
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 do the bookkeeping and the controllership as well. Your office stops answering coding questions and stops fixing a reconciliation that will not balance on the last day of the month.
We do the books. No payroll.
Every job shows its margin while it is still open.
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.
