Nearly 60% of contractors don't accurately track job costs, leading to profit margins 15-25% lower than they should be. Unlike new construction, service work involves emergency calls, unpredictable repairs, and constantly changing conditions that make accurate job costing both critical and difficult. Your billing model, Time & Materials (T&M) or Fixed Bid fundamentally changes how you track costs, recognize revenue, and protect your margins. Get this wrong, and profits leak a

Imagine bidding on a project with complete confidence, knowing exactly how much revenue you need before making a single dollar of profit. That clarity comes from understanding your breakeven point, a number that can make or break your construction business. Yet many contractors focus solely on profit margins while ignoring the breakeven point. They chase low-bid projects, win the work, and end up losing money. Understanding your breakeven point prevents this trap and helps yo

Picture this: You're three weeks into a commercial build, and your accountant delivers the news, labor costs are already 18% over budget. Your subcontractor invoices don't match your estimates. Material prices have jumped. For construction owners, GCs, and subcontractors across the US, budget overruns directly threaten your bottom line and reputation. Understanding why projects go over budget isn't about pointing fingers. It's about mastering job cost variance analysis to cat

A project that looked profitable at bid time turns into a money pit by month three. Material costs creep up, labor takes longer than estimated, and suddenly you're facing a 15% overrun with no clear understanding of where things went wrong. The traditional approach comparing budgeted costs to actual costs only tells you what already happened. By the time you realize you're over budget, it's too late to course-correct without eating into your margins. Earned Value Management (

Imagine submitting a bid for a construction project, only to realize halfway through that costs are slipping out of control and a job you thought would be profitable has turned into a financial headache. In construction, where margins are tight and prices can change quickly, this happens more often than many contractors expect. Underestimating even a little can do real damage. If you’re off by just 5 percent on a $500,000 project, that’s $25,000 gone before you start. Overest

Government construction projects offer lucrative opportunities for contractors and subcontractors across the US. But there's a critical requirement that can make or break your success: prevailing wage compliance. If you're bidding on or currently working on government-funded projects, understanding prevailing wage laws isn't optional, it's essential to your business survival. A single violation can result in back wages, penalties up to 50% of underpayments, contract terminati

Let me ask you a direct question: How much money did your company leave on the table last year because of poorly tracked change orders? If you can't answer that question with confidence, you're not alone and that's exactly the problem. Most construction companies treat change order accounting as an afterthought, a paperwork hassle to deal with "when there's time." Meanwhile, they're hemorrhaging profits on every project. Here's the reality: Change orders represent some of the

It's late November 2025. You're pricing a commercial renovation project breaking ground in March 2026. You pull up your estimating spreadsheet, the same one you've used all year and start plugging in costs. But here's the dangerous question: Are those numbers still accurate? If you're bidding 2026 projects using mid-2025 cost data, you're gambling with your margins. Material prices have shifted. Labor markets have changed. Hidden costs like insurance and fuel have crept upwar

Most contractors believe "change orders are where we make our money." The logic seems sound you're already mobilized on site with crews ready to work, and you get to mark up the additional scope. What could go wrong? Everything, it turns out. The line item price you charge for a change order rarely captures the true cost of executing that change. Hidden beneath are disruption costs, coordination overhead, schedule impacts, productivity losses, and a dozen other expenses that

Picture this: You just completed a $150,000 commercial renovation. Your crew worked 800 hours, you came in on schedule, and the client is thrilled. But when you run your job costing report, the numbers tell a different story, your estimated profit of $22,500 (15%) has shrunk to just $4,800 (3.2%). What happened? The culprit is often hiding in plain sight: inaccurate labor burden calculations . While you carefully tracked material costs and equipment rentals, your labor esti

Three weeks into a project, the owner requests a design modification. Your crew is already on-site, materials are ordered, and the schedule is locked in. You verbally agree to make the change to keep the project moving, figuring you'll sort out the paperwork later. Fast forward to billing time, and suddenly there's a dispute about what was agreed to, how much it should cost, and whether you're even entitled to payment for the extra work. This scenario plays out on constructio

It's 3 PM on a Thursday when your project manager walks into your office with the month-end cost report. The commercial project you thought was tracking nicely? It's actually $47,000 over budget. Your stomach drops. The worst part? Most of those overruns happened three weeks ago. If you'd known then, you could have done something about it. Now? The damage is done, and you're left trying to salvage whatever profit margin remains. This scenario plays out in construction compan