What a CFO Advisory Relationship Really Looks Like (And Why Most GCs Need One)
Imagine this: You're a construction company with $15M in annual revenue. Jobs are moving, people are busy, but when you sit down at the end of the month, you can't clearly answer three simple questions:
Are we making money?
How much cash do we really have (and how long will it last)?
Are our project managers controlling job costs?
That’s exactly where my client was. We started small — with a monthly 1-hour CFO call. Each month, we reviewed their past 12 months:
Sales
Gross profit margin
Net profit
We tracked trends, not just numbers. We identified margin creep, pricing issues, and periods of under-billing. We also reviewed their cash position and forecasted runway using trailing 12-month OPEX averages.
But that wasn’t enough. So we layered in structure:
Each PM began updating a billing forecast monthly.
We created a simple job cost reporting process.
Monthly project review meetings became the norm.
The result? The owner stopped worrying and started making confident decisions. The company had direction, discipline, and data.
A part-time CFO doesn’t just "close the books" — they create visibility, drive accountability, and turn your finances into a strategic weapon.
If you're in that $10M to $30M range and feeling like your numbers don’t help you lead — you’re not alone. But you can fix it.
