Job economics
- Job profitability, tracked per project
- Labor and material costs against the bid
- Subcontractor costs and payments
Contractors and Skilled Trades
You're building the company. You shouldn't have to build an accounting department too.
We run the money side for growing contracting and trade businesses. That covers your books, monthly reports, cash coming in and going out, job profit, and fractional CFO support. You run the work. We run the numbers behind it.
No hard sell. We start with a talk about your business.
Who this is for
Trades that run on crews, jobs, and cash.
You win work, buy materials, run payroll, and bill customers. The money side gets complex fast. We work with owners across the trades.
Roofing
Plumbing
Electrical
HVAC
Tile
General contracting
Specialty contractors
Home services
Different trades, same problem. The work is under control. But the numbers behind it run on nights, weekends, and best guesses.
The reality of running the business
You run the jobs. We'll help run the numbers.
You didn't start the company to sit at a desk and balance the books. You're good at the work, and the business grew because of it. But a growing company needs a finance operation behind it. It has to run every week, whether you're at a desk or not.
We give you that operation. You get the systems, clear numbers, and money management a larger company would have. And you don't have to build or manage a finance team yourself.
You're on the jobsite.
The company still needs bills paid, customers invoiced, and payroll run. The month has to be closed and cash watched. That happens every week, whether or not you're near a desk.
You're bidding the next project.
You're pricing new work in the dark. You don't yet know if the last few jobs made money once you count labor, materials, and overhead.
You're thinking about another crew.
You want to add people. But you can't yet see what that hire does to your cash and profit before you commit.
The business has outgrown its books.
Revenue keeps climbing, but the finance side hasn't kept up. The way you tracked money at half the size no longer fits.
As the company grows
Every stage of growth adds financial complexity.
Adding crews, managers, and locations does more than stretch the schedule. It multiplies your transactions, payroll, deposits, and cash calls. The finance side has to grow right along with the work.
Owner-operated
One Crew
- Owner runs the job
- A few invoices
- Simple payroll
- Cash is easy to see
Scaling up
Multiple Crews
- More jobs at once
- Material buying grows
- Payroll gets heavier
- Job costs blur together
Delegating
Managers
- Others spend money
- Approvals and controls matter
- Reporting drives decisions
- Margins need watching
Expanding
Multiple Locations
- Results by branch
- Bigger working capital
- Financing and planning
- CFO-level decisions
Wherever you are on this line today, we meet you there. Then we build the finance side you'll need for the next stage.
The work, not the cliché
Real contracting, not stock-photo finance.
The jobsite, the plans, the crew, and the fleet — not calculators, coins, or handshakes.
What actually moves the numbers
The money issues that decide whether a contracting business makes money.
These aren't abstract accounting topics. They're the everyday things that drive your margins, your cash, and whether growth pays off.
Getting paid
- Billing and collections on a schedule
- Customer deposits and progress billing
- Vendor payments and terms
Cost of running crews
- Payroll across multiple crews
- Equipment and vehicle costs
- Overhead that has to be earned back
Cash and timing
- The timing of cash coming in and going out
- Seasonality and slower stretches
- Working capital to fund the work
Growth decisions
- Crew expansion and hiring
- Growth and capacity planning
- Modeling a hire before you commit
Seeing it clearly
- Monthly reporting you can trust
- Margins by job, service, and crew
- Numbers ready when you're bidding
Handled well, these give you confidence. You know which work makes money. You see cash before it gets tight. And you can decide on the next crew or truck with numbers, not a hunch.
One firm, four levels
What each level of support looks like for a contracting business.
Most owners start at one level and grow into the next. You don't have to switch providers as the business gets more complex. The finance side grows with the company.
Operational Accounting
Clean books, a solid monthly close, and reports you can trust. Your bills, invoices, and payroll are handled.
- Bookkeeping and reconciliations
- Month-end close and statements
- Accounts payable and receivable
- Payroll coordination
Controller and Financial Management
Someone who actively manages cash, collections, job profit, and controls. Not just recording what already happened.
- Cash, AR, and AP management
- Job / project profitability
- Deposits and billing oversight
- Internal controls and process
Strategic FP&A
Forward-looking numbers for a seasonal, project-based business. So you can plan cash and price work with confidence.
- Forecasting the cash coming in and going out
- Budgets and rolling forecasts
- Crew and equipment modeling
- Profitability analysis by job type
Fractional CFO
Senior financial judgment for growth, financing, and big calls. And you don't add a full-time executive to payroll.
- Growth and expansion strategy
- Banking, bonding and financing support
- Working-capital planning
- Financial leadership on call
Not sure which level fits? That's what the first talk is for. Many owners begin with clean books and reports. Then they add controller or CFO support as the company grows.
Questions
Questions contractors ask us
Can you do job costing so I know if my projects make money?
Yes. This is usually the reason owners call. We set up your books so labor, materials, subs, and overhead are tracked against each job. Then we report profit by project, service line, or crew. The goal is simple. You know which work makes money before you bid the next one.
How do you handle customer deposits and retainage?
We track deposits and progress billing so the money you've collected but not yet earned is clear. We also track amounts held back on a job until they're released. That keeps your reports honest and your cash picture accurate. You can see what's truly yours and what's still tied to unfinished work.
Will you work with my existing CPA?
Yes. We keep your books and reports clean all year. Then we work with your tax CPA at filing time. We don't prepare tax returns. Your CPA handles tax, and we handle the day-to-day money side. The two roles work together.
Do you replace my current bookkeeper?
Only if that's what you want. We can take over the books entirely. We can work alongside a bookkeeper you already have. Or we can step in above them as controller and CFO-level support. We fit the setup to your business. We don't force one arrangement.
Can we start small and add more as we grow?
Absolutely. That's how most contractors work with us. Many start with clean books and monthly reports. Then they add help managing the cash coming in and going out, job profit, or fractional CFO support as the company adds crews and locations. You don't have to change providers as your needs grow.
My business is seasonal. Can you help with the cash coming in and going out?
Yes. Two things put the most pressure on cash in the trades. One is the busy-and-slow season swing. The other is the gap between paying for a job and getting paid for it. We forecast cash so you can see slow stretches coming. You can plan working capital and time your hiring and equipment buys, instead of reacting to the bank balance.
Let's talk
Keep building the company. Let us handle the finance behind it.
Maybe you need the books handled right. Maybe you need clear job profit. Maybe you need CFO-level support for the next stage of growth. We'll help you figure out what your business actually needs.
No hard sell. We start with a talk about your business.