THE FIELD AND FINANCE DISCONNECT.
The biggest reason financial reporting goes wrong in subcontracting is that the field knows things the finance team doesn't hear about until it's too late to act. The field measures progress in feet of cable pulled, yards of concrete placed, and square feet of floor poured. Finance measures progress in dollars billed, dollars collected, and dollars spent. The translation between the two is supposed to run through cost coding and progress reporting, and most of the time it loses something on the way.
Two halves of the same company keep two different sets of books. The crew knows by Wednesday that a phase is running long, and the office finds out three weeks later when timecards clear payroll and the cost report prints. Nobody lied and nobody was lazy. The office and the yard run on different clocks, different words, and different scorecards, so the news travels slowly. By the time the number reaches a report, the job is closed out and the money is spent.
WHAT IT MEANS.
The field to finance disconnect is the delay between what the crew knows about a job today and when the office learns about it in dollars.
Field operations and finance work on different cadences, different vocabularies, different success criteria, and different reporting structures. The translation between those two worlds is supposed to happen through cost coding and progress reporting, and in practice the translation loses information. What the superintendent understood in context becomes a number without context by the time it prints.
WHAT THE FIELD KNOWS FIRST.
Productivity variances get caught late
The crew knows by day 3 of a 10-day phase whether the production rate is hitting estimate. The bookkeeper finds out 3 weeks later, when timecards process through payroll and the cost report shows the hours overrun. By then the phase is finished and the money is gone.
Change order opportunities get missed
Field conditions change constantly, whether that's differing soils, GC schedule changes, scope additions requested verbally, or design coordination issues. Each one is a potential change order if somebody documents it within 5 to 10 days. A $5M civil sub typically loses $80K to $200K per year to change order opportunities nobody wrote down.
Cost to complete runs on stale data
Without a structured review cadence, PMs often submit cost to complete estimates based on what was true at the last cost report, which can be 4 to 8 weeks old. Current field reality never enters the number. The WIP schedule built on top of it's wrong before anybody reads it.
SOV billing drifts away from field progress
Without monthly reconciliation between the SOV billing position and actual field progress, the sub ends up either over-billed or under-billed. Over-billed puts collections at risk, because you owe work against money you already took. Under-billed ties up working capital you could have collected weeks ago.
WHAT IT LOOKS LIKE IN DOLLARS.
A $4M sub with poor field to finance integration typically loses 3 to 6 points of net margin to change order leakage, late productivity variance detection, WIP misstatement, slow-pay surprise, and SOV to progress mismatch. That's $120K to $240K of annual profit erosion in a business the P&L still shows as profitable. The work was fine. The reporting was late.
A COMMUNICATION CADENCE ON A SCHEDULE.
Each active project gets 5 to 15 minutes per week with the PM. Cost to complete is updated against current field reality, change order opportunities are surfaced and documented, and slow-pay signals get flagged. Nothing waits for month end.
60 to 90 minutes each month with PMs, superintendents, finance, and ownership. The group walks project by project through WIP, change orders, productivity variances, and customer issues. Everyone leaves with the same picture of the same jobs.
Someone in the business has to speak both languages. Software captures and processes data, and it won't turn a superintendent's judgment into a financial consequence. That translation is the CFO function, and it's what puts the news in front of you while you can still do something about it.
When productivity, schedule, or scope variances come up, they get written down in a standard format that captures cause, impact, and recovery plan. One format means the office can read a field problem without a phone call. It also means the same issue on two jobs looks the same in the file.
Potential change orders get captured the moment they come up in the field, tracked through documentation and approval, and billed as soon as they're approved. They don't sit in a PM's truck until somebody remembers. The pipeline lives in a report anybody can open.
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.
FREQUENTLY ASKED.
