CONSTRUCTION WEEKLY FINANCIAL RHYTHM WHAT HAPPENS EVERY WEEK.
A monthly close by the 10th is only possible if the books are being maintained weekly throughout the month. A 13 week cash forecast is only accurate if it's being updated from current data. A cost to complete is only reliable if timecards and field data are within 7 days of current. The weekly financial cadence isn't a nice to have. It's the operational foundation that makes every monthly and quarterly financial output reliable.
None of the three tasks below is difficult, and that's the point. What makes them work is that they happen on the same day whether the week was busy or not. A contractor who reviews AR when cash gets tight is always looking at older invoices than the one who reviews it every Monday, and a contractor whose books get caught up at month end is always making decisions on a P&L that's 30 days stale. The rhythm isn't extra work. It's the same work, done on a schedule, which is what makes the numbers usable.
WHAT IT MEANS.
A weekly financial rhythm is a fixed set of financial tasks done on the same day every week, specifically an AR aging review on Monday, transaction entry by Wednesday, and a 13 week forecast check on Friday.
WHAT HAPPENS EVERY WEEK IN A WELL RUN OPERATION.
Monday, the AR aging review
Every Monday the AR aging is reviewed, and any invoice past 45 days gets a call rather than an email. The 45 day threshold isn't arbitrary: it's the point at which a payment that should have come in hasn't, and the odds of it coming in without follow up drop with every week that passes. The Monday call catches overdue payments before they reach 60 and 75 days, when GC accounts payable departments get harder to reach and disputes get harder to settle. The contractor who makes this call every Monday runs a materially different DSO than the one who follows up when cash gets tight.
Wednesday, transaction entry
All receipts, invoices, and timecards from the prior week are entered by Wednesday. Not at month end, and not whenever the bookkeeper gets to it. That keeps the books within 7 to 10 days of current at all times, which is close enough to base a decision on this week without waiting for the month to close. An owner checking the bank balance on Thursday to decide whether to draw the LOC on Friday should be looking at a P&L that's 7 days old rather than 30.
Friday, the 13 week forecast check
A 5 minute review of the 13 week cash forecast every Friday, and it's a gut check rather than a deep dive. Does this week match what was projected, is next week still tracking to the forecast, and did any inflow or outflow change since the last look? This isn't a formal meeting. It's the discipline that keeps an owner from being surprised by the LOC balance on Thursday night before Friday payroll.
WHAT IT LOOKS LIKE IN DOLLARS.
A monthly close by the 10th is only possible if the books are being maintained weekly through the month. A contractor whose bookkeeper enters everything at month end can't close by the 10th, because the entry work alone runs to the 15th or the 20th. Weekly entry is the prerequisite for a timely close, the close is the prerequisite for accurate cost to completes, and accurate cost to completes are the prerequisite for reliable WIP.
WHAT THE WEEKLY CADENCE MAKES POSSIBLE THAT MONTHLY ALONE CANNOT.
A 45 day invoice identified on Monday can be collected before it reaches 60 days. The same invoice identified at month end is already past 60. The weekly cadence keeps AR out of the range where collection gets meaningfully harder, and that's worth more than any single conversation with a GC.
A payroll run that will short the account by $8,000 is visible in the 13 week forecast 3 weeks out. On a monthly cadence, it's visible 48 hours before it happens. Those are completely different problems to solve, and only one of them has good options attached to it.
Weekly timecard review catches coding errors before they pile up into a month of bad job cost data. An error caught on Wednesday affects one week. The same error caught at month end affects four weeks and takes a correction journal entry to unwind, which is how a small mistake turns into a rework project for the bookkeeper.
Weekly entry is the prerequisite for closing the month on time, the monthly close is the prerequisite for accurate cost to completes, and accurate cost to completes are the prerequisite for reliable WIP. Skip the weekly work and every one of those outputs degrades in order. That's why this is treated as infrastructure rather than as bookkeeping preference.
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, and no add-ons.
Pricing
| Last 12 months revenue | Monthly fee |
|---|---|
| Up to $1M | $1,900 to $2,900 |
| $1M to $3.5M | $2,600 to $3,900 |
| $3.5M to $6.5M | $3,800 to $5,700 |
| $6.5M to $9.5M | $5,100 to $7,100 |
| $9.5M to $12.5M | $6,100 to $8,500 |
| $12.5M to $15.5M | $7,400 to $11,000 |
| $15.5M to $18.5M | $9,400 to $13,500 |
| $18.5M+ | Quoted individually |
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.
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 rather than a report.
Your bookkeeper keeps doing the books.
You stop touching the books.
Everything in Core, and we run the bookkeeping and the controllership as well. Nobody in your office is answering coding questions or chasing a reconciliation at month end.
We do the books. No payroll.
Every job shows its margin while it's still running.
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 job costing.
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