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AR COLLECTIONS · SYSTEM AND PROCESS

THE CONSTRUCTION SUBCONTRACTOR AR COLLECTION SYSTEM.

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An AR collection system is not aggressive. It is consistent. The difference between a subcontractor who collects fast and one who always has cash problems is not the GC relationships — it is the process. A weekly AR aging review, a defined call cadence at 31, 46, and 60 days, and clear escalation triggers at 90 days recovers more cash than any other single change you can make to your financial operation.

Most subcontractors treat collections as a last resort — they call when they are desperate. GCs notice. Desperate calls from a subcontractor with a $180,000 outstanding invoice damage relationships more than a professional follow-up call at 31 days ever will. A calm, consistent process signals that you run a professional business. That is not just good for cash flow — it is how you get paid faster and keep the GC relationship intact.

BY JOSH LUEBKERPublished: May 2026Updated: May 2026
THE WEEKLY CADENCE

THE PROCESS THAT RUNS EVERY MONDAY — WITHOUT EXCEPTION.

MONDAY MORNING — 30 MINUTES

Pull the AR Aging Report

Every Monday morning, the AR aging report is the first financial document reviewed. Every invoice that crossed into a new aging bucket since last Monday gets flagged. 31-day invoices get a courtesy confirmation call added to the weekly call list. Anything newly at 46+ days gets a collections call scheduled for that same day. This is not a monthly activity — it is a weekly rhythm. Problems caught at 46 days have a recovery window. Problems caught at 90 days have a legal window.

31 DAYS — COURTESY CALL

"Just confirming receipt and no open questions"

At 31 days, call the GC PM or AP contact. Script: "Hi, this is [name] from [company]. I wanted to confirm you received our pay application for [project] submitted on [date] and there are no open questions or documentation needed on it." This call is not a collections call — it is a professional business check-in. It plants a flag that you are tracking the invoice specifically, confirms it is in their system, and typically accelerates payment by 5–10 days without any pressure.

46 DAYS — COLLECTIONS CALL

"When can we expect payment on this invoice?"

At 46 days, this is a direct collections call. Script: "Hi, this is [name] from [company]. I'm following up on our pay app #[X] for [project] for $[amount] submitted on [date]. Our records show payment has not been received. Can you confirm when this will be processed and give me a specific date?" The goal is a specific date — not "soon" or "next check run." Document the conversation: date, person, commitment made. Follow up if the date passes without payment.

60 DAYS — ESCALATION CALL

GC project executive or VP — written confirmation

At 60 days without payment following a 46-day commitment, escalate to the GC's project executive or VP level. Send a written notice — email — with the invoice number, amount, submission date, the 46-day commitment made and not honored, and a request for response within 48 hours. Copy your own project manager. Do not threaten legal action in the first escalation. State facts. Request resolution. This level of escalation resolves most invoices.

90 DAYS — PRELIMINARY LIEN NOTICE

Preserve your lien rights before the window closes

At 90 days with no payment plan in place, send a preliminary lien notice where applicable. This is not filing a lien — it is the formal notice that preserves your right to file. The window for lien rights varies by state and by how many days since first furnishing. In many states the preliminary notice must be sent within 20–90 days of first furnishing labor or materials. Do not wait until 90 days past invoice to start tracking lien notice deadlines — track them from day one of the project.

TRACKING THE SYSTEM

WHAT TO LOG AFTER EVERY COLLECTIONS CALL — AND WHY.

Date and time of call
Who you spoke to — name and title
What was communicated — their explanation for the delay
What was committed — specific payment date if given
Follow-up action and date — what you will do if the commitment is not met

Why documentation matters: If this invoice ever escalates to a lien, arbitration, or legal action, your call log is your evidence that you attempted to resolve the dispute before filing. GCs know this. A professional call log sent in a dispute letter demonstrates that you ran a proper collections process — which strengthens your position in every subsequent negotiation and legal proceeding.

COMMON QUESTIONS

FREQUENTLY ASKED.

Framing. A call at 31 days from a contractor who has a process sounds like: "Confirming no open questions on our pay app." A call at day 90 from a contractor who is out of money sounds like: "I really need this check." The difference is when you call. Calling at 31 days from a position of process — not need — is always professional. Waiting until 90 days to call because you needed the money first is what creates the desperate dynamic that damages relationships.
Get the GC PM to tell you the owner payment cycle and the expected date. "Pay when paid" is a contract term — it delays payment, it does not eliminate the obligation. If the GC acknowledges the invoice is valid but is waiting on the owner, ask for the owner payment date and set a follow-up calendar entry for 7 days after that date. If the GC cannot give you an owner payment date, escalate to the GC project executive.
Yes. Weekly AR aging review and collections call management is part of the Executive Financial engagement. CFOS tracks the aging, prompts the calls, logs the conversations, and escalates at the right intervals. DSO trends by GC are tracked in the monthly CEO Report so you can see which relationships are paying faster and which are consistently slow — and price accordingly on future contracts.
Josh Luebker
Josh Luebker
Fractional CFO · The Construction CFO

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

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Josh Luebker, The Construction CFO
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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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Keeps the system running day to day: job costing, WIP, monthly financial reviews, and the follow-through between calls. Josh handles onboarding.

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