Your construction company is leaking money.
I'll show you exactly where.

You have a bookkeeper and a CPA. Neither one can answer the only question that matters.

"Are we actually making money — and if so, where?"

Your bookkeeper records what happened. Your CPA files taxes on what happened. Nobody tells you what's happening right now — which jobs are bleeding, where your cash will be in 90 days, or whether that next bid is worth winning at the price you'd have to take it.

That gap costs contractors hundreds of thousands per year in margin they can't see, cash they can't forecast, and decisions they make on gut feel instead of data.

I find the money. You decide what to do with it.

• Job-level margin analysisNot blended averages. Real margin by job, by crew, by service line. You'll see exactly who's making money and who's giving it away.
• 90-day cash flow modelBuilt for how construction actually works — retainage, draw schedules, front-loaded costs, seasonal payroll. Not a spreadsheet template. A real model.
• Pricing & markup auditI'll tell you if your markup actually covers your overhead. Most contractors I meet are bidding below their actual cost and don't know it.
• Prioritized action planRanked by dollar impact. Not a 50-page report. A list that says: fix this first, this second, this third — and here's how much each one is worth.
• Executive-ready presentationIf you need to present findings to a partner, board, or bank — it's done. Clear, professional, no jargon.

I've sat in your seat. As CFO and COO.

Most fractional CFOs come from banking or Big 4 accounting. They can read a P&L but they've never run a crew, managed a project budget in the field, or dealt with a retainage dispute on a Friday afternoon.

I've done both jobs. Five years as CFO across an entire umbrella of construction companies — demolition, roll-off, end dump, abatement, saw cutting, flooring. Every division, every P&L, every pricing model ran through me. Then COO of a commercial construction company. I've built the cash models and managed the operations those models are based on.

I don't just analyze your numbers — I understand the field conditions that created them. When a job's margin is eroding, I can tell you whether it's a pricing problem, a production problem, or a people problem. Most finance-only CFOs can't.

• You're a GC, commercial contractor, or sub doing $10M–$75M
• You have a bookkeeper and CPA but no one connecting the dots
• You've finished jobs and found out you lost money after the fact
• Revenue is growing but cash keeps getting tighter
• You can't answer "where will cash be in 90 days?" with a number you'd bet on

I make your construction clients more bankable.

If you're a relationship manager, commercial banker, or lender who works with general contractors and subcontractors — here's what I do for your clients:

• Cleaner financials your credit team can actually trustI build CFO-level reporting so your clients show up to LOC renewals prepared — not scrambling.
• Real cash forecasts, not bank balance guessingYour clients will know where cash is 90 days out. So will you.
• Stronger margins = stronger borrowersI surface margin leakage hiding in their jobs. Healthier clients means less risk on your book.
• Easier to underwrite, easier to approveWhen their numbers are clear and their story is clean, your job gets easier.

If you have a client who's growing but their financials aren't keeping up — or prepping for a credit review and not ready — send them my way.

I work with GCs, commercial contractors, and subs. Not developers. Not homebuilders.