CONTROLQORE WIP REPORTING FOR SUBCONTRACTORS.
A WIP schedule shows whether each job is overbilled or underbilled relative to the cost incurred on it, using percentage of completion accounting. ControlQore calculates that position automatically off live job cost data instead of a spreadsheet somebody rebuilds every month. Most subcontractors either run no WIP schedule at all or run one that's already out of date by the time anybody reads it.
A WIP schedule compares what you've billed against how far along the job really is, and the comparison only works if both halves are current. When billing runs ahead of the percentage complete, the job is overbilled and you're holding cash collected ahead of work performed. When billing lags behind it, the job is underbilled and you've funded work you haven't been paid for. Bonding companies and banks read that same schedule to judge whether your revenue recognition looks healthy or aggressive.
WHAT IT MEANS.
A WIP schedule is a report that compares billing to date against the percentage of each job complete, measured by cost incurred against total estimated cost, to show whether that job is overbilled or underbilled.
A manually maintained WIP schedule requires somebody to pull cost to date out of the accounting system, billing to date out of the invoicing records, and total estimated cost out of the original bid or a revised cost to complete, then reconcile all three manually every month. Any delay in that process means the schedule reflects last month's position rather than this month's. On a fast moving job, that lag can hide an overbilling or underbilling swing until it's already a cash problem.
WHERE IT GOES WRONG.
We don't need a WIP schedule, we track job profitability at closeout
Closeout tracking answers a question after the money is spent. The whole purpose of WIP reporting is to catch overbilling or underbilling while the job is still active and there's still time to respond, whether that means billing sooner, resequencing work, or repricing the remaining scope. A closeout number is history, and history doesn't fund next month's payroll.
Our WIP schedule is basically accurate, we update it quarterly
Quarterly updates skip the monthly movements that carry the most weight, especially on fast jobs where billing and cost can move a long way inside a few weeks. By the time a quarterly schedule reports a problem, the job has usually run two more billing cycles on the same wrong assumption. Monthly is the slowest cadence that still gives you room to do something.
Overbilling is fine, it just means we have more cash
Overbilling means cash was collected ahead of work performed, which is fine in the short term and becomes a problem when the job's cost to complete comes in higher than estimated. That cash has already been spent or booked as revenue, so the correction hits the P&L and the bank balance at the same time. Heavy overbilling across a portfolio is also the first thing a surety reads as a warning.
THE CALCULATION, LIVE.
ControlQore ties the WIP calculation directly to the same cost code data the job costing runs on, so cost to date, billing to date, and percentage complete all pull from one source. Nobody exports three reports and reconciles them in a spreadsheet. The schedule stops being a monthly project and becomes an output of work that was already happening.
Cost to complete estimates get updated as job conditions change, and the WIP position recalculates on its own when they do. The schedule SPM reviews each month reflects where the job stands now rather than a snapshot from four weeks earlier. That's the difference between catching a slipping job and documenting one.
The position is readable per job rather than only in aggregate, and it updates as cost and billings post. An aggregate WIP number can look healthy while two jobs inside it are badly underbilled and one is carrying the whole portfolio. Reading it job by job is what turns the schedule into a billing decision instead of a disclosure.
The WIP output comes out in the form bonding companies and banks read, so nobody reformats it into a second document before a renewal or a bonding review. Those readers are looking at whether revenue recognition is healthy or aggressive, and a schedule that already answers that question in their format shortens the conversation.
THE OUTPUTS, NAMED.
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.
| 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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