GEAR BUYOUT HAPPENS BEFORE BILLING CAN CATCH UP.
Electrical contractors have to lock in switchgear and transformer pricing months before installation, but billing recovery doesn't open up until the equipment is set and inspected. The cash goes out in month two and the billing comes back in month seven or eight. Without proper LOC sizing and a stored materials line in the SOV from contract start, contractors fund a $200K to $800K material hole on major jobs out of operating cash.
Nothing here is a discipline problem or a bidding problem. The buyout decision is correct, the price protection is worth having, and the job is profitable at closeout. What's missing is a contract line that lets you bill for equipment you already paid for and a credit line sized to the months in between. Both of those get set at contract execution, which means the window to fix a job closes the day it's signed. After that you're managing a hole rather than preventing one, and every tool for managing it costs money.
WHAT IT MEANS.
Material buyout timing is the stretch between the day an electrical contractor pays for switchgear and conduit and the day the contract finally lets him bill for it.
Commercial electrical work is material heavy. Switchgear, transformers, and distribution equipment are 30% to 50% of total project cost, and all of it has to be ordered months before anybody sets it. Medium voltage switchgear takes 20 to 52 weeks from order to delivery and transformers take 16 to 40 weeks, so contractors order early, often before contract execution, to fix the price. That protects the bid and it creates cash outflow with no matching billing event for months.
This isn't a cash flow problem in the traditional sense. It's a timing problem with a structural fix. Nothing about the job is unprofitable and nothing about the buyout decision is wrong. The contract simply has no vehicle in it for billing money you've already spent.
WHERE THE MONEY WENT.
Switchgear deposits come due long before installation billing
Manufacturers want a large deposit at order, and the order has to go in months before the gear reaches the site. Installation billing doesn't open up until the equipment is set, terminated, energized, and inspected. That puts your money out the door 4 to 6 months before the contract lets you ask for any of it back. On the bank statement it reads as a mysterious cash drain if it's not in the forecast and not sized into the LOC.
Price lock buyout creates inventory float with no billing vehicle
Conduit, wire, and raceway on large commercial jobs cost $200,000 to $600,000. Buying early fixes the bid price and creates inventory with no billing event behind it until installation happens. The material is stored in a warehouse or a laydown yard, already paid for, with nothing billed to the GC against it. Stored materials billing is the fix, and it's an SOV line structure that has to be negotiated before contract execution.
The LOC is sized to revenue instead of to material float
Most electrical contractors size the line of credit on a general sense of revenue and not on the peak cash deficit their buyout schedule creates. Those two figures aren't close to each other. Peak deficit happens when switchgear deposits, conduit buyout, and payroll all overlap before a major billing clears, and a revenue based rule of thumb never sees it coming.
WHAT IT LOOKS LIKE IN DOLLARS.
A 2,000A switchboard costs $180,000 to $400,000. Manufacturers require a 30% to 50% deposit at order, which is $54,000 to $200,000, with the balance due on delivery 20 to 52 weeks later. Installation billing doesn't happen until the gear is set, terminated, energized, and inspected, 4 to 6 months after that deposit went out. On a $3M electrical contract with $900K in switchgear, deposits of $270K to $450K can stay outstanding for months before any billing recovery.
Peak cash deficit happens when switchgear deposits, conduit buyout, and payroll overlap before a major billing clears. On a $5M electrical backlog with 40% material content and early buyout, peak deficit can reach $600,000 to $900,000 at one point in the year. If the LOC is sized at $400,000 because that felt about right against revenue, the difference gets funded by paying suppliers late and giving up discounts.
When early buyout keeps creating cash problems, PMs stop doing it and buy closer to installation, which means absorbing escalation. A job bid at $12/LF for wire that now costs $14/LF is a 16% material cost increase on a line item that might be $300K of a $2M job. That's $48K gone on one material category alone, and it's permanent, unlike the interest on a properly sized LOC draw.
WHAT TO FIX INSTEAD.
The observation is right and the diagnosis is wrong. The symptom comes from a buyout timing structure with no matching billing vehicle and no LOC capacity behind it. Fix the structure, meaning stored materials SOV lines, LOC sizing, and buyout timing reflected in the forecast, and the symptom goes away without anybody changing how they buy.
Early buyout protects your bid price against real copper, steel conduit, and wire escalation. Giving it up trades a timing problem for a margin problem, and the margin problem is the permanent one. The fix is building a billing structure around early buyout rather than abandoning the practice that protects the job.
Some won't, but most will if it's in the contract from the start. Requesting stored materials billing after the SOV is executed loses about 80% of those negotiations. Requesting it at contract execution with proper documentation gets approved far more often than most contractors assume, because at that point it's a line item instead of a favor.
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. The one-time onboarding fee is right here in the table.
| Last 12 months revenue | Monthly fee | One-time onboarding |
|---|---|---|
| Under $1M | $1,900 to $3,300 | $1,000 |
| $1M to $3.5M | $2,600 to $5,300 | $1,500 |
| $3.5M to $6.5M | $3,800 to $8,300 | $3,000 |
| $6.5M to $9.5M | $5,100 to $11,800 | $4,500 |
| $9.5M to $12.5M | $6,100 to $14,900 | $6,000 |
| $12.5M to $15.5M | $7,400 to $17,650 | $7,500 |
| $15.5M to $18.5M | $9,400 to $22,400 | $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.
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Your bookkeeper still does the books.
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.
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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.
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