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Reporting and cash flow
Turn a closed month into a clearer view of the next one.
Reporting built for the decisions in front of you: margin by the thing you actually sell, a rolling cash view, and comparison against a plan instead of against last year only.
The problem
Standard statements answer the wrong question.
A profit and loss says the business made money. It does not say which work made it, which crew lost it, or whether the biggest customer is the least profitable one.
Cash gets managed off the bank balance, which already reflects the past and knows nothing about payroll in nine days or the deposit that lands next week.
Growth hides margin loss. Revenue rising while margin falls is the most common pattern our team sees, and it is invisible without cost classified consistently.
When a lender, bonding agent, partner, or buyer asks for reporting, the file has to be rebuilt under pressure.
Evidence
Confidence is high, cushion is thin.
94%
of owners feel financially prepared for the next 12 to 18 months, yet 72% could absorb a revenue shortfall for only two quarters or less
20 days
of cash buffer for the typical construction firm, against 27 days for small business overall
56%
of firms that sought financing did it to cover operating expenses
What our team does
How reporting gets built.
Agree the questions first
What decisions get made monthly, quarterly, and yearly. Reporting is designed backward from those, not copied from a template.
Fix the classification underneath
Margin reporting only works if revenue and direct cost are coded the same way every month, including labor burden, materials, subcontractors, and equipment.
Build the management pack
Statements plus the operational views that matter for your business: job, service line, location, crew, customer, or engagement level margin.
Add a rolling cash view
A 13 week outlook driven by real receivables, payables, payroll dates, tax deposits, and debt service, updated on a cadence.
Compare against a plan
A budget or forecast worth comparing to, with variance explained in plain language instead of a spreadsheet of differences.
Make it outside ready
The same numbers packaged for a lender, bonding agent, insurer, or buyer without a fire drill.
Included
What the reporting layer includes.
Reporting is part of Operations Accounting and above. Scope depends on how the business earns.
- Monthly management pack with statements and the comparisons that matter
- Margin by job, service line, location, crew, product, or engagement
- Rolling 13 week cash outlook maintained against real commitments
- Budget or forecast built once, then maintained
- Variance explained in writing, with the operational cause when we can identify it
- Key measures your industry actually manages, tracked consistently
- A lender ready package on request
- A review call where decisions get made
Where we stop:
- We do not provide investment advice, valuation opinions, or forecasts presented as assurance
- Projections are management estimates built on your assumptions, and we label them that way
- We do not audit or attest to the numbers we prepare
Revenue up and margin down is the most common pattern we find. It is also the easiest one to miss.
Growth covers a lot. More volume at a worse margin still looks like a good year on the bank statement, right up until the season ends. Classified cost is what makes that visible in month two instead of month eleven.
What you receive
The management pack.
01
Statements with context
Profit and loss and balance sheet with prior period, year to date, and plan comparison.
02
Margin views
The profitability cut that matches how you sell: job, service, location, crew, or engagement.
03
13 week cash outlook
Expected collections, scheduled payments, payroll, taxes, and debt service.
04
Variance notes
Plain language on what moved against plan and the likely operational reason.
05
Measures that matter
A short set of industry measures, defined once and tracked the same way every month.
06
Outside ready package
The version you hand a lender, bonding agent, or buyer.
Questions
What owners ask about this work.
Can you report margin by job if our field software is separate?
Usually yes. It depends on whether job identifiers can be carried into the accounting file. Making that link work is part of the systems work, and we scope it before promising the report.
Is a 13 week cash forecast realistic for a small business?
Yes, when it is driven by real receivables, payables, and payroll dates rather than a growth assumption. It is one of the highest value things we build.
Do you build budgets?
Yes, as part of Operations Accounting and above. A budget nobody compares against is wasted effort, so we build it with the review cadence attached.
Can you present to our bank?
Yes. Our team prepares the package and can join the call with your lender.
Next step
Get reporting that answers the question you are actually asking.
Take the assessment for a score and a short list of priorities, or book a call and talk through the records with our team.
Free. About 6 minutes. 25 questions. No contact details required.