WHY THE NUMBERS DON'T TELL THE TRUTH.
Most construction financial reporting fails because of two structural problems: a chart of accounts that doesn't correctly separate job costs from overhead, and cost-to-complete estimates that are biased toward optimism. Both errors compound into every report built on top of them.
A P&L can be technically accurate and still tell a misleading story, because the categories underneath it were never built for construction. If equipment depreciation sits in overhead instead of being allocated to jobs, and cost-to-complete drifts optimistic every month, then job costing, the overhead rate, and the WIP schedule all inherit the same distortion. The reporting isn't lying to you. It's faithfully reflecting bad inputs, month after month, and the inputs are the only thing anybody can fix.
WHAT IT MEANS.
Construction financial reporting is the stack of reports built on top of the chart of accounts and the cost-to-complete estimate: the job cost report, the overhead rate, and the WIP schedule.
The two errors compound rather than cancel each other out. A misclassified chart of accounts inflates the overhead rate, which distorts the markup on every future bid. An optimistic cost-to-complete overstates earned revenue on the WIP schedule. Each month's figure becomes the baseline for the next, so by the time a job closes out, the distance between reported and real performance can be wide enough to erase what looked like a healthy year.
WHY EVERY REPORT INHERITS THE ERROR.
A chart of accounts not built for construction
Most charts of accounts are borrowed from a generic small business template that never separated true overhead from direct job costs. Equipment depreciation, scaffold rental, and vehicle costs often default into overhead when they belong to specific jobs. That inflates the overhead rate and understates real job cost at the same time, and neither error is visible on the face of the P&L.
Optimistic cost-to-complete estimates
The person estimating remaining cost on a job is usually the same person whose performance that number reflects, which creates pressure toward optimism rather than accuracy. Percentage of completion accounting uses cost-to-complete to calculate earned revenue, so the optimism doesn't stay contained inside the job cost report. It overstates the WIP schedule too.
WHAT WE REBUILD.
We rebuild the chart of accounts so direct job costs and true overhead sit in separate places. Equipment depreciation, vehicles, and scaffold rental get allocated to jobs rather than dumped into overhead. That single change corrects the overhead rate and the job cost report at once, because both were reading the same misfiled numbers.
Cost-to-complete gets reconciled against production data every month instead of taken on faith from the person closest to the job. When the reported percent complete and the field production don't agree, the difference gets discussed in the monthly meeting while the job is still open and something can still be done about it.
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.
