I work on what your jobs actually cost, what they should be priced at, and when the money really arrives.
What you probably cannot answer today
Most contractors between $2 million and $15 million in revenue have a bookkeeper and a tax accountant. Neither one is responsible for the questions that decide whether a busy year turns into money:
Which of your trades, departments or markets actually makes money, once each one carries its own share of overhead?
What does a job have to be priced at just to break even — and is that the number your bids are built on?
What did your finished jobs make against what you bid them at?
How many days after month-end do you have complete, reconciled financials in your hands?
Can you produce a thirteen-week view of cash that accounts for retainage, unbilled change orders, and work you have finished but not invoiced?
If those questions do not have answers, it is not a competence problem. It is a finance-function problem — and it is the whole of what I do.
What that costs, in one example
This summer a Sapulpa construction contractor came to me with $3.1 million under contract and twelve open jobs. The crews were good and the schedule was full. Once each job carried its true share of overhead, eleven of the twelve were losing money — because the bid sheets priced work at a twenty percent markup when the business needed thirty-one just to break even.
Nothing was wrong with the work. The arithmetic behind the bid had never been done.
The free review
The Contractor Financial and Performance Review — no cost, no obligation.
You send: two years of P&Ls, your open job list, and your receivables and payables aging. Nothing else. No tax returns, no bank access, no employee files.
You get back: a written scorecard of your numbers against what a company your size should be hitting, with the two or three items costing you the most identified in dollars.
It costs you: one hour up front, and one hour to walk the findings.
Turnaround: ten business days. Mutual NDA before anything changes hands.
What it is not: an audit, a valuation, or a sales meeting with a worksheet stapled to it. It is a diagnostic. If it turns up nothing worth fixing, I will tell you that.
Call (918) 269-6457 · Text (918) 269-6457 · steve@cfologistics.com
How engagements work
A defined project, at a fixed fee, agreed before I start. Build your rate and overhead-recovery model. Set up job costing you will actually use. Produce a WIP schedule and a thirteen-week cash forecast. No monthly retainer and no open meter.
On larger or longer engagements I will tie a meaningful share of my compensation to the goals we set together. It only works when both of us can measure the result — which is the point of doing the measurement first.
Trades served
HVAC, plumbing and dual-trade mechanical · Electrical · Commercial mechanical · Roofing · Restoration and mitigation · Underground and site work.
Tulsa metro and northeastern Oklahoma. I have owned and operated two roofing companies in Tulsa, and a Residential Remodeling company in Texas. I have signed the payroll as well as audited it.
Recovering what you may not know is lost. That is the whole proposition. The review is how we find out whether anything is.
Call (918) 269-6457 · Text (918) 269-6457 · steve@cfologistics.com