Financial guidance for subcontractors.

Winning work is only the beginning. I help subcontractors evaluate pricing, plan cash needs, and make informed decisions about labor, equipment, and project commitments. With 29 years of construction cost accounting and project management accounting experience, I connect the details of each job to the financial health of the company.

Over an eight-year fractional engagement, I helped a concrete contractor grow from approximately $1 million to $20 million in annual revenue.

After analyzing costs and profitability, I recommended expanding from residential into commercial work. The transition helped increase gross margins from approximately 15–20% to 25–40% at both the project and company-wide levels. Net profit also improved significantly.

I helped the owners navigate commercial project requirements, including contracts, schedules of values, and work-in-process reporting. As the company expanded, I partnered with its estimator to refine pricing and profit margins and support competitive bids.

My role extended across financial and operational decisions, helping the owners plan for growth and manage the demands of a larger business—all while serving them on a fractional basis.

Alongside financial leadership, I helped structure daily operations, improve field-to-office communication, and train team members to become more capable in their roles. The owner remained actively involved while gaining more time to enjoy his success.

I help you understand fixed and variable costs and evaluate pricing against market conditions. The goal is to win work at prices that support both the project and the business.

I review schedules of values, billing requirements, vendor payment terms, and expected collections to forecast cash needs. That includes accounting for mobilization and demobilization costs and understanding when cash must go out before payments arrive.

On one project facing liquidated damages of $1,000 per day, my analysis supported overtime, and we avoided the damages entirely. On other projects, accepting the damages made more financial sense. Each decision requires considering costs, labor availability, crew capacity, client relationships, and other commitments.

I assess buying versus leasing and new versus used equipment against current work, anticipated projects, financing costs, and resale conditions. In one case, I recommended leasing despite a higher cost to the individual project because future work did not support purchasing. It was the better decision for the company overall.

Explore how financial guidance can support your next project or business decision.