HOW TO ACCOUNT FOR WORKING CAPITAL COST IN CONSTRUCTION BIDS: THE FINANCING COST MOST BIDS MISS.
The capital deployed between mobilization and first payment has a cost. If it comes from the LOC, the cost is interest. Most construction bids treat it as absorbed overhead rather than a listed project cost. On a 16-month project with a 65-day payment cycle, that absorbed financing cost runs $15,000 to $25,000. Including working capital cost in bids is correctly pricing all costs of the project, and contractors who do it consistently stop subsidizing the payment cycle out of their own margin.
Every construction project requires working capital from mobilization until the first payment clears, and that capital has a cost. If it comes from the LOC, the cost is interest. If it comes from cash reserves, the cost is what the money could have done somewhere else. Either way the cost exists whether or not anybody prices it, and most bids don't carry a line for it. When it's not in the bid it comes out of margin, which is how a contractor prices every direct cost correctly and still finishes the job a few thousand dollars short of the margin they bid.
WHAT IT MEANS.
Working capital cost on a project is the interest or opportunity cost of the capital a contractor deploys between mobilization and the first payment clearing.
WHAT MOST BIDS NEVER INCLUDE.
The financing gets absorbed out of margin
Most bids don't include a line item for working capital cost, so the financing gets absorbed from project margin instead. The cost doesn't disappear because nobody priced it. It moves off the bid sheet, where it would have been recovered, and onto the P&L, where it turns up as a job that came in a little under the margin it was bid at.
It's treated as overhead rather than a project cost
A $2M project running 16 months on a 65-day payment cycle carries $15,000 to $25,000 in financing cost that most bids treat as absorbed overhead. Overhead gets spread across all work, so the projects that consume the most capital don't carry the cost they cause. The long, slow-paying, capital-hungry job ends up subsidized by the short, fast-paying ones.
Consistent absorption is consistent underpricing
A contractor who consistently absorbs $5,000 to $20,000 per project in LOC interest is underpricing work by that amount. The competitors are absorbing the same cost, so nobody in the bid pool is pricing it and nobody in the bid pool is recovering it. That's a whole category of cost the trade has agreed to eat, one job at a time.
WHAT IT LOOKS LIKE IN DOLLARS.
Average capital deployed equals costs incurred minus collections at the midpoint, which is roughly the monthly cost rate times 1.5 months on a 45-day cycle. At an 8 percent annual LOC rate on $120,000 of average capital, that's $120,000 times 8 percent divided by 12, or $800 per month. Over a 6-month project that comes to $4,800, and it's a real cost of that specific project. On a 16-month project with a 65-day cycle the number is $15,000 to $25,000.
A bid that's $4,800 higher on a $600K project is 0.8 percent higher. That difference isn't disqualifying in a 3 to 5 percent comparison range. The cost is negligible on short projects with fast-paying GCs and significant on 12 to 18 month projects, developer-funded work with 65-day cycles, and jobs with large upfront mobilization requirements.
THE CALCULATION AND THE LINE ITEM.
Peak capital deployed times 0.6 gives a reasonable average across the duration. That's close enough for a bid, and it beats the alternative of carrying nothing at all. The estimator can do it in a minute once the peak figure is known.
The LOC rate divided by 12, times average capital, times project duration in months, equals the estimated financing cost. That's the whole formula. It uses figures the business already has, so no new data collection is required to run it.
A separate line is transparent to the GC if they review the cost buildup, and it's recoverable in any change order that changes duration or payment terms. Buried in overhead it's neither. The line item is also what makes the payment terms conversation possible, because you can't credit a cost you never priced.
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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