Financial advisory for construction and specialty contractors
Contractors do not fail because the work dries up. They fail because the cash arrives after the payroll, the change orders never got captured, and the backlog looked healthier than it was.
Start an advisory reviewBacklog is a promise. Cash decides whether you can keep it.
The drivers that decide the outcome.
What owners in construction actually describe.
Profitable on paper, tight on cash
Retainage, slow draws and front-loaded labor create a gap between the P&L and the bank balance. We model the timing so the gap is planned, not discovered.
Jobs that quietly lose money
Without honest WIP and job costing, the losing job is subsidized by the winning one for months. We surface margin by job while the work is still open.
Growth that outruns working capital
Every new award consumes cash before it produces any. We quantify how much backlog the balance sheet can actually carry.
Over/under billings reconciled every close.
Draws, payroll and retainage on one timeline.
Bid vs. actual, while the job can still be corrected.
WIP review, margin by job, change-order log, 13-week cash forecast.
Backlog capacity model, equipment and fleet economics, bonding and credit readiness.
Proactive tax planning around entity structure, equipment purchases and owner compensation.
Questions we hear first.
Do you replace our construction accountant or bookkeeper?
No. We work above the accounting function. Your bookkeeper or CPA keeps producing the records; we turn them into decisions about backlog, cash and pricing.
How do you handle work-in-progress and percentage of completion?
We review WIP every month — estimated cost to complete, over and under billings, and margin drift by job — so the schedule reflects reality instead of hope.
Can you help before we take on a larger project?
That is the highest-value moment. We model the cash and labor the award consumes before you sign, so capacity is a decision rather than a surprise.