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

Imagine bidding on a project, confident in your numbers, only to watch your profit evaporate as unforeseen expenses pile up. This scenario plays out more often than you might think in construction. Inaccurate job costing represents more than a minor hiccup, this silent profit killer can cripple even the most seasoned contractors. Getting job costing right goes beyond crunching numbers; understanding every dollar spent and earned on a project makes all the difference. When tho

You just won a $2M federal construction project with an 18% profit margin around $360K. Six months in, you're barely breaking even. By close, you've lost $150K. What happened? Prevailing wage requirements. And you didn't account for the real costs. Contractors see the higher wage rates and adjust their labor costs, assuming they're covered. But prevailing wage requirements multiply your costs through fringe benefits, payroll taxes, insurance premiums, and administrative overh

Last quarter, a Phoenix GC completed a $1.8M renovation with 8.5% gross margin all direct costs controlled, client paid in full. Three months later: $68,000 loss. The culprit? Overhead spiked 340% during mobilization and closeout while everyone focused on "visible" costs. The PM burned 140 hours post-revenue managing punch lists. Retention sat uncollected for 73 days while overhead kept running. Overhead costs are construction's silent profit killers.  Most contractors track

“Last year was our best on record yet I’m not sleeping any better.” You’re bidding more, winning more, and keeping crews fully utilized. Revenue is up year over year, but when you review the numbers, profit margin has slipped again. The explanation is familiar: overhead increased . What that doesn’t tell you is what to address  or how to correct it . In reality, you’re focused on managing projects, coordinating subs, and serving clients. Meanwhile, cash is leaking in places

In the highly competitive construction industry, bidding accurately is crucial for maintaining profitability. Many contractors win projects only to realize later that labor costs  have wiped out their expected profits. The cause is simple but devastating: bidding based on gross wages instead of the True Cost of Labor . If your estimates rely solely on wages, you’re underpricing each project by 20%–35% , a silent profit leak that worsens with every payroll run. That hidden cos

In the construction industry, managing insurance costs  is a critical yet often complex task for contractors. Insurance expenses can...