MONTHLY JOB REVIEWS ARE ALREADY TOO LATE.
A job that starts losing money in week three of a 14-week project will lose money for 11 more weeks before anyone reviews it at month end. A weekly job review, 15 to 20 minutes per job every Friday, catches that in week four. Week 4 is recoverable. Month 3 isn't.
Month end reporting is a scorecard. It tells you how the game went after the clock stopped. A Friday review is a thermometer, and it reads the job while the crew is still on site and the GC's billing cutoff hasn't passed yet. The cost of catching a labor overrun in week four is a schedule conversation and a change order. The cost of catching the same overrun in week twelve is the margin on the job. Same problem, two very different bills.
WHAT IT MEANS.
A weekly job review is a 15 to 20 minute check on each active job that compares production and cost against the estimate, catches undocumented scope changes, confirms billing is current, and flags anything the owner needs to know.
The review isn't a meeting with a deck. It's the PM or superintendent with a live job cost screen and the CO log open, working through four questions in order. The whole thing should be over before the coffee gets cold, and it should happen the same day every week.
THE FOUR QUESTIONS, EVERY FRIDAY.
Is the job trending to margin or away from it?
Compare week to date labor hours and costs against the weekly estimate. If the job is behind on production and ahead on cost, the job is trending over. If it's ahead on production and on cost, it's trending right. This check takes 3 minutes with a live job cost screen.
Are there scope changes nobody has documented?
Did the GC direct any additional work this week? Did conditions change the scope, or did the plans change? Any yes answer means a CO needs to be started before Monday, not before month end.
Is billing current?
Is everything billable from this week either invoiced already or on the next billing cycle? Are there completed phases waiting on an inspection, T&M work not yet on a time sheet, or materials delivered but not coded to the job? Billing problems found on Friday can usually be fixed before the GC's monthly cutoff.
Is there anything the owner needs to know?
A supplier running 10 days late, a GC that has been slow to respond on RFIs, or a foreman who flagged a safety issue all belong on the list. Not every item needs to be escalated. The PM should make a deliberate decision every week about what to surface and what to settle at the field level.
WHAT IT LOOKS LIKE IN DOLLARS.
Monthly reviews catch problems 3 to 4 weeks after they start. On a 12-week project, that's 25 to 33% of the job duration spent trending the wrong way before anyone flags it. Weekly reviews catch the same problem in week 2 or 3, when the cause is still fixable and the overrun hasn't compounded.
WHO IS IN IT, AND FOR HOW LONG.
The person closest to the job runs the review. They have the production data, the CO log, the billing status, and the schedule. The review should be able to happen with nothing but a live job cost screen and the CO log open.
The owner doesn't sit in on every weekly job review. The PM flags the items that need owner input, and the owner reviews the flagged items, usually 5 to 10 minutes on a Friday, instead of sitting through 15 reviews. That's the operating model working, not a sign that the owner is disengaged.
If a weekly job review runs longer than 20 minutes, either the job has a real problem that needs its own meeting or the review format is wrong. The weekly review is a quick pulse on the jobs that moved. The full analysis happens monthly in the CEO Report meeting.
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 |
|---|---|---|
| Up to $1M | $1,900 to $2,900 | $1,000 |
| $1M to $3.5M | $2,600 to $3,900 | $1,500 |
| $3.5M to $6.5M | $3,800 to $5,700 | $3,000 |
| $6.5M to $9.5M | $5,100 to $7,100 | $4,500 |
| $9.5M to $12.5M | $6,100 to $8,500 | $6,000 |
| $12.5M to $15.5M | $7,400 to $11,000 | $7,500 |
| $15.5M to $18.5M | $9,400 to $13,500 | $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.
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 and never in a report.
Your bookkeeper still does the books.
You stop touching the books.
Everything in Core, and we do the bookkeeping and the controllership as well. Your office stops answering coding questions and stops fixing a reconciliation that will not balance on the last day of the month.
We do the books. No payroll.
Every job shows its margin while it is still open.
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 books, the job costing, and the software. No payroll.
FREQUENTLY ASKED.
