What it looks like
- Revenue grows, but margin shrinks.
- A job goes over, and nobody can say whether it was materials, labor or scope.
- Job costing gets rebuilt by hand, and arrives after the job is already in the red.
- Prices get set by habit, not by what the work actually costs.
- The monthly numbers tell you what happened, not what to do next.
Something you can start Monday
Tag the reason on every overage or change order: material, labor or scope. It takes about ten seconds, by hand on a notepad if you have to. Do it for ninety days and you’ll know where some of your margin is actually going.
What I do
- A profitability review: which work makes money, and which doesn’t.
- A target margin method: what each job needs to clear.
- A pricing and markup policy the team applies the same way every time.
- A monthly report built to drive decisions, not just record them.
- A short set of KPIs, reviewed on a schedule.
Architecture firm, $1M to $2M
Pricing, margin clarity and a reporting foundation
Five deliverables: a profitability view by project type, a target-margin method for pricing proposals, a markup policy for outside work, one monthly report reconciled across their systems, and a short KPI set.
What I don’t do
I don’t do your books, your taxes or your financial statements. I work with your bookkeeper and CPA to make the numbers useful for running the business.
Questions owners ask
Are you an accountant?
No. I’m an operator. Your bookkeeper and CPA keep the books right. I make sure the numbers tell you what to do next.
Will you work with my bookkeeper or CPA?
Yes. The best results come from working alongside them, not around them.
Start with a conversation.
Tell me what keeps not getting done. You’ll leave with at least one thing to act on, whether we work together or not.
Rather not book yet? Take a quick check or leave your details and I’ll reach out.