A milestone payment arrives late
Move the collection date while maintaining the planned materials, subcontractor and payroll outflows. Show the resulting cash gap.
INDUSTRIES / CONSTRUCTION
A clearer view
from contract to cash.
Custom business materials for construction companies. Connect the project pipeline, delivery capacity and payment terms to margins, working capital and growth.
CONSTRUCTIONOperating logic
START WITH THE DRIVERS
01Project pipeline
02Contract value
03Delivery schedule
04Billing & collections
Connected assumptions. A clear view of your business.
Built around your business.Explore all industries
01 / THE OPERATING REALITY
Your business has
its own moving parts.
General contractors, specialist trades, renovation companies, engineering contractors and project-based construction operators.
01
Workload & delivery
Connect the pipeline to project starts, completion schedules, labor and subcontractor capacity. Make the limits on simultaneous work explicit.
02
Contract margins
Separate materials, direct labor, subcontractors and overhead. Reflect project-specific cost assumptions and changes in the work mix.
03
The cash cycle
Model deposits, progress billing, payment delays and retention. Show how a profitable project can still require working capital during delivery.
WHAT THE FINANCIAL WORK MAKES VISIBLE
The operating detail.
The decisions it supports.
Build the forecast from contracts, project schedules and payment milestones. Work performed, amounts billed and cash received may happen in different periods.
| What to track | What the model connects | What it helps you understand |
|---|---|---|
| Workload and capacity | Signed work, probability-weighted pipeline, project duration and crew availability. | Whether the delivery team can support the proposed project schedule. |
| Project margin | Contract values, materials, subcontractors, direct labor and project overhead. | Which assumptions drive the forecast margin on each job. |
| Billing and collections | Deposits, progress claims, approval timing, payment terms and retentions. | How work in progress turns into invoices and then into cash. |
| Working capital requirement | Supplier payments, subcontractor terms, payroll and customer collections. | The cash needed to keep projects moving between payment milestones. |
QUESTIONS I CAN HELP YOU TEST
How would your plan change?
Choose the uncertainties that matter to your business. I can connect alternative assumptions to the forecast and explain the differences in the plan or presentation.
Material costs rise
Test cost changes against each contract’s pricing assumptions and any agreed recovery mechanism. Keep project margins separate.
Projects overlap
Compare concurrent jobs with crew capacity, equipment needs and payment cycles. Make the resource and cash implications visible together.
02 / WHAT WE CAN BUILD
The economics, the plan
and the presentation.
Agree the deliverables your project needs. Keep the assumptions consistent across the work.
01
Financial models
A project and company forecast with contract margins, resource needs, billing, collections and cash flow.
Explore the service02
Business plans
A business plan covering the service focus, target contracts, delivery organization and capacity for growth.
Explore the service03
Pitch decks
A funding or growth presentation connecting the backlog and operating plan to equipment and working capital needs.
Explore the service03 / INSIDE THE DOCUMENTS
See the detail.
Understand the structure.
The financial-model and pitch-deck previews are selected for this industry. Open either image to inspect the detail, or follow its link to the matching FinancialModelsLab product. Each custom project follows its own business assumptions.
A PRACTICAL STARTING POINT
Bring what you know.
I’ll shape the brief.
These details help the work after our first conversation. You can start with the information you already have.
- Pipeline and signed contracts
- Project budgets and delivery schedules
- Team and subcontractor capacity
- Billing milestones, deposits and retention
- Equipment investment and overhead
ILLUSTRATIVE PROJECT SCENARIO
A contractor taking on a larger contract
Build the delivery and billing schedule for the new project. Test the effect of delayed receipts and overlapping contracts on the cash needed to keep work moving.
Explore the project briefA FEW PRACTICAL DETAILS
Before we work together.
LET’S MAKE THE NEXT MOVE CLEARER
Let’s work through
your next move.
Three quick questions. Then choose a time to talk with Henry.