The $425,000 Bonding Denial That Could Have Been Avoided

Marcus Thompson runs a highly successful commercial electrical contracting company in Ankeny, Iowa. Over the past seven years, he'd grown his business from $800,000 in annual revenue to $4.2 million. His project managers were excellent. His crews were skilled and reliable. His clients consistently recommended him for additional work.

Last spring, Marcus bid on a $680,000 municipal project—the largest job his company had ever pursued. He had the expertise, the crew capacity, and the financial resources. The project was exactly the type of work his company excelled at.

His surety company denied the bond.

The reason? Marcus's accountant had never created proper Work-in-Progress (WIP) schedules, and when the bonding underwriter requested them, Marcus couldn't provide what they needed.

His generic tax-prep accountant said, "We just do standard financial statements. We're not familiar with WIP schedules. That's pretty specialized construction stuff."

That "pretty specialized construction stuff" cost Marcus a $680,000 project, damaged his reputation with a key client, and set his growth trajectory back 18 months. When Marcus finally came to Performance Financial for our construction-specialized accounting services, we immediately implemented proper WIP reporting. Six months later, he successfully bonded a $750,000 project.

This isn't rare. Across Des Moines, West Des Moines, Johnston, Grimes, and throughout Central Iowa, contractors are being denied bonding, losing financing opportunities, and missing growth opportunities because their accountants don't understand—or worse, don't even know about—Work-in-Progress schedules.

What Your Generic Accountant Doesn't Know About WIP Schedules

Here's what most small business accountants will tell you when you ask about WIP schedules: "What's a WIP schedule? Is that like accounts receivable? Just send me your QuickBooks file and I'll prepare your financial statements."

That response should terrify any contractor trying to grow beyond $2-3 million in annual revenue.

Work-in-Progress schedules are the single most important financial statement for construction contractors—more important than your profit and loss statement, more important than your balance sheet. Here's why:

What a WIP Schedule Actually Is

A Work-in-Progress (WIP) schedule is a detailed project-by-project financial report that shows:

• Contract Amount: Total value of each project
• Costs to Date: All expenses accumulated on the project so far
• Estimated Total Cost: Projected final cost based on current data
• Percent Complete: How much of the project work has been finished
• Earned Revenue: Revenue recognized based on percentage of completion
• Billings to Date: Amount actually invoiced to the client
• Over/Under Billing Position: Difference between billings and earned revenue
• Estimated Profit: Projected final profit based on current performance
• Gross Profit Margin: Percentage margin on the project

A proper WIP schedule provides a comprehensive snapshot of every active project's financial health simultaneously—something standard financial statements completely fail to deliver.

Why WIP Schedules Are Critical for Construction Contractors

1. Bonding Companies Absolutely Require Them

Surety underwriters use WIP schedules to evaluate three critical questions:

• Can you accurately estimate project costs? (Comparing estimated total cost to original budget)
• Are you managing projects profitably? (Analyzing gross profit margins by project)
• Do you have proper financial controls? (Reviewing over/under billing positions)

Without proper WIP schedules, you simply cannot obtain bonding for projects over $250,000-$500,000, depending on the surety. And even for smaller bonds, poor or missing WIP reporting dramatically reduces your bonding capacity.

We've seen Ankeny and Johnston-area contractors denied bonding not because they weren't profitable or didn't have the capacity, but simply because their accountant couldn't produce proper WIP schedules demonstrating their financial capability.

2. Banks Use WIP Schedules to Evaluate Credit Applications

When you apply for a line of credit increase, equipment financing, or expansion capital, commercial lenders want to see WIP schedules to understand:

• Current work-in-progress value (your backlog)
• Profit margins on active projects (your operational performance)
• Over/under billing positions (your cash flow management)
• Project completion trends (whether you finish projects profitably)

A contractor with $4 million in revenue but terrible WIP reporting will struggle to get favorable financing terms compared to a contractor with $2.5 million in revenue and excellent WIP documentation. Banks lend based on demonstrated financial control, not just top-line revenue.

3. WIP Schedules Reveal Problems Before They Become Disasters

This is perhaps the most valuable but least understood benefit. A properly maintained WIP schedule acts as an early warning system for project problems:

• Profit fade: When a project's estimated profit declines as work progresses
• Cost overruns: When actual costs exceed estimates faster than project completion
• Billing delays: When billings lag significantly behind earned revenue
• Estimating accuracy problems: When multiple projects show similar cost estimate failures

Generic accountants produce financial statements that show your company's overall financial performance last month or last quarter. WIP schedules show how each individual project is performing right now—and where trouble is developing before it destroys your profit margins.

4. Proper Revenue Recognition Requires WIP Schedules

For contractors using percentage of completion accounting (which most contractors over $10 million must use, and which is often advantageous for smaller contractors), WIP schedules aren't optional—they're required for accurate revenue recognition.

Without WIP schedules, you're either:

• Recognizing revenue incorrectly (creating tax compliance problems and inaccurate financial statements)
• Stuck using cash basis accounting (which creates terrible financial visibility for longer-duration projects)
• Using completed contract method inappropriately (which can create massive tax surprises and bonding problems)

Generic accountants who don't specialize in construction often default to cash basis accounting because it's simpler—not because it's better for your business.

The Five Critical Components Generic Accountants Get Wrong

Even accountants who claim to "work with contractors" often produce inadequate WIP schedules. Here are the most common failures:

Failure #1: No Job-Level Detail

Many generic accountants create a single WIP summary line showing total contracts, total costs, and overall profit. This is completely useless for:

• Identifying which specific projects are problematic
• Understanding client-specific or project-type profitability patterns
• Demonstrating project management capability to sureties
• Making strategic decisions about project types or clients to pursue

A proper WIP schedule shows individual project-by-project detail for every active job.

Failure #2: Incorrect Over/Under Billing Calculations

Over-billing occurs when you've billed clients more than the revenue you've actually earned (based on percentage completion). Under-billing is the opposite—you've earned more revenue than you've billed.

These positions have massive implications for:

• Cash flow management: Over-billing creates future cash shortfalls as billing slows
• Balance sheet accuracy: Improper calculation misrepresents your financial position
• Surety evaluation: Under-billing signals collection problems; over-billing signals future cash constraints
• Tax planning: Billing timing significantly impacts tax liability

Generic accountants consistently miscalculate over/under billing or ignore it entirely, creating financial statements that misrepresent your actual financial position.

Failure #3: No Estimated Cost Updates

Your WIP schedule's estimated total cost should be updated monthly as you learn more about project performance. If your original estimate was $250,000 but you're now 40% complete having spent $115,000, your estimated total cost needs revision to $287,500 (not remain at the original $250,000).

Generic accountants typically never update estimated costs, meaning your WIP schedule shows increasingly inaccurate profit projections as projects progress. By project completion, the WIP schedule bears no resemblance to actual project performance.

This makes the WIP schedule useless for early intervention and destroys credibility with sureties and lenders who notice the obvious disconnect.

Failure #4: No Percentage of Completion Methodology

How do you determine percentage of completion? Options include:

• Cost-to-cost method: Costs incurred / estimated total cost
• Efforts-expended method: Labor hours / total estimated hours
• Units-of-delivery method: Units completed / total units
• Physical completion method: Surveyed percentage complete

Different methods suit different project types. Electrical contractors often use cost-to-cost. Road contractors might use units-of-delivery (linear feet paved). Interior finishing contractors might use efforts-expended.

Generic accountants either use inconsistent methodologies across projects (destroying comparability) or pick methods inappropriate for your specific trade (creating inaccurate revenue recognition).

Failure #5: No Reconciliation to Financial Statements

WIP schedules must reconcile to your balance sheet and income statement. Specifically:

• Costs and estimated earnings on uncompleted contracts (balance sheet asset) must equal earned revenue minus costs to date
• Billings in excess of costs and estimated earnings (balance sheet liability) must equal billings minus earned revenue for over-billed projects
• Total WIP schedule revenue must tie to revenue recognized on the P&L

Generic accountants frequently produce WIP schedules that don't reconcile to financial statements, indicating the WIP is decorative rather than functional—a problem that immediately disqualifies it for surety or banking purposes.

Why Traditional "Solutions" Fail Contractors

When contractors realize they need WIP schedules, they typically try these approaches:

Bad Approach #1: "We'll Just Have Our Bookkeeper Create Them"

Your bookkeeper is probably excellent at data entry, bill paying, and basic reconciliations. But creating accurate WIP schedules requires:

• Understanding percentage of completion revenue recognition principles
• Calculating over/under billing positions correctly
• Determining appropriate estimated cost revisions
• Applying consistent methodologies across projects
• Understanding surety and banking requirements
• Reconciling WIP to balance sheet and income statement

This isn't bookkeeping. This is construction accounting expertise that requires specific training and experience. Asking your bookkeeper to create WIP schedules is like asking your plumbing foreman to design an HVAC system—they're both in construction, but the skill sets don't overlap.

Bad Approach #2: "We'll Use QuickBooks Reports"

QuickBooks has some project profitability reports, but they're not WIP schedules. Standard QuickBooks reports:

• Don't calculate percentage of completion
• Don't show over/under billing positions
• Don't update estimated costs
• Don't show earned revenue vs. billings
• Don't reconcile to balance sheet accounts
• Don't meet surety or banking format requirements

You can't just export a QuickBooks report and call it a WIP schedule. It requires specific construction accounting expertise to create proper WIP schedules from your QuickBooks data.

Bad Approach #3: "We'll Get WIP Schedules Once We're Big Enough to Need Bonding"

This is the most dangerous misconception. You need WIP schedules BEFORE you need bonding, because:

Building WIP History Takes Time Sureties don't want to see your first-ever WIP schedule when you're applying for your first bond. They want to see 12-24 months of historical WIP schedules demonstrating:

• Consistent project profitability
• Accurate cost estimating
• Proper billing practices
• Project completion success

If you wait until you need bonding to start creating WIP schedules, you'll be denied because you don't have adequate historical financial documentation.

WIP Schedules Improve Profitability Now The operational benefits of WIP schedules—early problem identification, profit fade prevention, improved estimating—deliver value immediately. Contractors implementing proper WIP schedules typically see 3-8% improvement in gross profit margins within 18 months simply from better project management informed by accurate financial data.

Waiting to implement WIP schedules until you "need" them means leaving significant money on the table in the interim.

The Performance Financial WIP Schedule System

At Performance Financial, we implement comprehensive WIP reporting systems specifically designed for Iowa contractors. Here's exactly how our system works:

Component #1: Proper Job Costing Foundation

WIP schedules require accurate job costing as their foundation. Before implementing WIP reporting, we ensure:

Chart of Accounts Optimization

• Construction-specific account structure
• Proper cost categorization (direct costs vs. overhead)
• Project-based tracking for all expenses
• Sub-account structures for different cost types

Job Setup Protocols

• Unique project identifiers for every job
• Budget entry for contract amount and estimated costs
• Cost code structure appropriate for your trade
• Change order tracking systems

Expense Allocation Systems

• Labor properly allocated to specific projects
• Materials tracked to correct jobs
• Subcontractor costs coded accurately
• Equipment costs appropriately distributed

Invoice Processing Protocols We implement the document management system that Drake Van Thul (our founder) describes: "Inside of that shared folder, we will have a folder for every month. Inside of those subfolders for every job, when they get invoices in the mail or emailed to them, those are going directly into those folders."

This systematic approach ensures every cost is captured and properly allocated before WIP schedules are generated.

Component #2: Monthly WIP Schedule Creation

Project-Level Data Gathering For each active project, we collect and update:

• Original contract amount (including approved change orders)
• Costs incurred to date (from job costing system)
• Current estimated total cost (updated based on project performance)
• Billings to date (from progress billing and invoicing)
• Percentage of completion (using methodology appropriate for your trade)

Revenue Recognition Calculation Using percentage of completion method:

• Calculate earned revenue (contract amount × percentage complete)
• Compare earned revenue to billings to date
• Identify over-billed positions (billings > earned revenue)
• Identify under-billed positions (earned revenue > billings)

Profit Projection Updates

• Calculate estimated profit (contract amount - estimated total cost)
• Identify profit fade (declining estimated profit as project progresses)
• Flag projects with concerning profit trends
• Compare current margins to original estimates

Over/Under Billing Analysis

• Calculate total over-billing position (liability on balance sheet)
• Calculate total under-billing position (asset on balance sheet)
• Analyze over/under billing by project age
• Identify projects with concerning billing patterns

Component #3: Management Reporting & Analysis

Executive Summary Dashboard We create a high-level summary showing:

• Total contract value of active projects (your backlog)
• Total costs incurred across all projects
• Total estimated profit remaining
• Average gross profit margin across all projects
• Total over-billing position (cash implications)
• Total under-billing position (collection focus)

Project-Specific Performance Metrics For each project, we track:

• Percentage complete vs. percentage billed
• Estimated profit vs. original estimate
• Cost performance (actual costs vs. estimated at this % complete)
• Billing performance (billing timing vs. project progress)

Early Warning Indicators We flag projects showing:

• Profit fade exceeding 10% from original estimate
• Cost overruns exceeding 5% of original budget
• Billing delays (percentage billed lagging 10%+ behind percentage complete)
• Over-billing exceeding 15% of contract value
• Projects approaching completion with unresolved issues

Strategic Analysis We provide insights on:

• Client profitability patterns (which clients consistently generate strong margins)
• Project type performance (which types of work are most profitable)
• Project manager performance (which managers deliver best financial results)
• Estimating accuracy trends (whether estimates are consistently high or low)

Component #4: Financial Statement Integration

Balance Sheet Reconciliation We ensure WIP schedules properly reconcile to:

• Costs and estimated earnings in excess of billings (asset account showing under-billed position)
• Billings in excess of costs and estimated earnings (liability account showing over-billed position)
• Accounts receivable (amounts billed but not yet collected)
• Work-in-progress inventory (for contractors using completed contract method)

Income Statement Alignment We verify:

• Revenue recognized on P&L matches earned revenue from WIP schedule
• Cost of goods sold matches costs to date plus overhead allocation
• Gross profit on P&L equals estimated earnings minus costs on WIP schedule

This reconciliation ensures your financial statements accurately represent your actual financial position—not the distorted picture created by progress billing timing and retention.

Component #5: Surety & Banking Package Preparation

Surety-Ready WIP Schedules We format WIP schedules to include:

• All information sureties require for underwriting
• Historical comparison (current period vs. prior period)
• Narrative explanations for significant project changes
• Supporting documentation for material estimate revisions
• Clear presentation meeting surety format expectations

Banking Presentation Standards We create WIP packages that:

• Demonstrate project management capability
• Show consistent profitability patterns
• Explain over/under billing positions
• Provide confidence in backlog quality
• Support credit requests with clear financial data

Management Discussion & Analysis We prepare narrative explanations covering:

• Significant project developments
• Reasons for estimated cost changes
• Plans for addressing concerning projects
• Strategic initiatives reflected in WIP data

This proactive approach dramatically improves bonding and financing outcomes compared to reactive responses to underwriter questions.

Real-World Implementation: A Johnston Contractor's Experience

Let me show you exactly what happened when we implemented proper WIP schedules for a Johnston-based general contractor.

Before Performance Financial:

• $3.8 million annual revenue with 8-12 active projects
• Using cash basis accounting with basic job costing
• Generic accountant provided standard financial statements only
• No systematic WIP reporting
• Denied bonding for $425,000 municipal project
• Unable to secure favorable line of credit terms
• No visibility into project-level profitability until completion

Implementation Process (Months 1-3):

Month 1: Foundation

• Restructured QuickBooks job costing system
• Implemented systematic invoice processing protocols
• Created historical WIP schedules for all active projects
• Identified $127,000 in under-billed revenue (earning opportunity)

Month 2: Refinement

• Updated estimated costs on all active projects based on current performance
• Discovered two projects with 15%+ profit fade requiring intervention
• Implemented monthly WIP review meetings with project managers
• Created project-specific action plans for concerning projects

Month 3: Optimization

• Developed automated WIP schedule generation process
• Created executive dashboard for quick performance overview
• Implemented early warning protocols for profit fade
• Prepared bonding package with 3 months WIP history

Results After 12 Months:

Bonding Success

• Secured $650,000 bonding capacity (up from $0)
• Bonded and won $480,000 municipal project
• Established relationship with surety for future growth

Improved Profitability

• Overall gross profit margins increased from 18.3% to 24.7%
• Identified and corrected estimating errors on HVAC subcontractor costs
• Intervened on three projects showing profit fade, recovering $34,000
• Implemented project manager bonus system based on WIP performance

Better Financial Management

• Reduced over-billing position from $186,000 to $47,000 (improved cash management)
• Accelerated billing on under-billed projects, improving cash flow
• Refined estimating templates based on WIP historical analysis
• Created client profitability ranking identifying most profitable client relationships

Banking Relationship Enhancement

• Increased line of credit from $200,000 to $350,000
• Improved interest rate by 1.2% due to demonstrated financial controls
• Secured favorable equipment financing based on WIP schedule backlog

Total First-Year Financial Impact: $127,400

• $34,000 profit fade prevention on active projects
• $42,000 improved gross margins from better estimating
• $18,200 reduced interest expense from improved cash management
• $23,800 additional revenue from securing bonded project
• $9,400 savings from improved banking terms

Plus the intangible benefits: peace of mind from knowing exactly where every project stands financially, confidence in pursuing larger opportunities, and credibility with sureties and bankers.

The WIP Schedule Implementation Roadmap

If you're a Des Moines-area contractor currently working without proper WIP schedules, here's your implementation roadmap:

Phase 1: Foundation (Weeks 1-4)

Week 1-2: Job Costing System Audit

• Review current QuickBooks job costing setup
• Identify gaps in project-specific tracking
• Audit recent expense coding accuracy
• Create standardized cost code structure

Week 3-4: Process Implementation

• Establish invoice processing protocols
• Set up shared folders for document management
• Create job setup checklists for new projects
• Train team on proper expense allocation

Phase 2: WIP Schedule Creation (Weeks 5-8)

Week 5-6: Data Gathering

• Compile contract amounts for all active projects
• Calculate costs to date from job costing system
• Determine appropriate percentage of completion methodology
• Gather billing history for all active projects

Week 7-8: Initial WIP Schedule Development

• Create project-by-project WIP schedule
• Calculate earned revenue and over/under billing positions
• Reconcile WIP to balance sheet and income statement
• Develop initial estimated total cost projections

Phase 3: Management Integration (Weeks 9-12)

Week 9-10: Project Manager Training

• Explain WIP schedule components and importance
• Review individual project performance
• Establish protocols for estimated cost updates
• Create project completion forecasting processes

Week 11-12: Executive Dashboard Creation

• Develop high-level WIP summary metrics
• Create early warning indicator system
• Establish monthly WIP review meeting protocols
• Implement strategic analysis frameworks

Phase 4: Continuous Improvement (Months 4-12)

Monthly Activities:

• Update WIP schedules with current month data
• Review profit fade and cost performance
• Update estimated costs based on project progress
• Conduct project manager performance reviews

Quarterly Activities:

• Analyze profitability patterns across projects
• Refine estimating templates based on historical data
• Update bonding packages with current WIP schedules
• Conduct strategic planning informed by WIP trends

Why WIP Schedules Require Construction-Specialized Accounting

Your cousin's accountant is probably perfectly competent at preparing tax returns for dentists and retail stores. They might even know how to set up job costing in QuickBooks.

But they simply cannot provide what construction contractors need because they don't have the specialized expertise in:

• Percentage of completion revenue recognition
• Construction-specific over/under billing calculation
• Surety and banking WIP presentation requirements
• Project-level estimated cost updating methodologies
• Construction financial statement reconciliation
• Early warning indicator frameworks for construction projects

Construction contractors require construction-specialized accounting. WIP schedules are the proof.

The Performance Financial Difference for Iowa Contractors

Performance Financial CPA, Accounting & Tax serves construction contractors exclusively throughout Des Moines, Ankeny, West Des Moines, Johnston, Grimes, Clive, Waukee, and across Iowa. We specialize in contractors—it's literally all we do.

When you work with us for construction accounting services, you get:

✅ Proper WIP Schedule Implementation We create bonding-ready, banking-approved WIP schedules that actually help you manage your business better—not just satisfy third-party requirements.

✅ Monthly Financial Intelligence We don't wait until tax season to tell you how your projects are performing. You get monthly WIP schedules, job costing reports, and strategic analysis that enable proactive management.

✅ Bonding & Banking Support We prepare complete financial packages for sureties and lenders, present your company's financial position professionally, and support you through the underwriting process.

✅ Early Problem Identification Our WIP review process identifies profit fade, cost overruns, and estimating problems early—when you can still do something about them.

✅ Strategic Decision Support We analyze your WIP historical data to inform decisions about which types of projects to pursue, which clients to prioritize, and how to allocate resources for maximum profitability.

✅ Construction-Specific Tax Planning We integrate WIP schedules with strategic tax planning, entity structure optimization, and S-Corp strategies to minimize your tax burden while supporting business growth.

Take the Next Step: Get Your Free Tax & Accounting Analysis

If you're a contractor in the Des Moines metro area currently working without proper WIP schedules, you're operating blind—and potentially limiting your growth opportunities.

Marcus Thompson's story from the beginning of this article doesn't have to be your story. With proper construction-specialized accounting and WIP schedules, you can pursue bonding opportunities, secure favorable financing, and grow your business with confidence.

Book your free Tax & Accounting Analysis today and discover what construction-specialized accounting can do for your business. We'll review your current financial reporting, assess your WIP schedule needs, and identify specific opportunities for improvement.

No obligation. No pressure. Just clear information about what construction contractors need to grow profitably.

📞 Call us at 515-949-0123
📧 Email: dvanthul@performancefinancialllc.com

Frequently Asked Questions About WIP Schedules

Q: Do I need WIP schedules if I'm not seeking bonding?

A: Absolutely. While bonding is the most obvious driver, WIP schedules provide operational benefits that improve profitability regardless of bonding needs. Early problem identification, profit fade prevention, improved estimating accuracy, and strategic client/project selection all deliver value immediately—even if you never pursue bonding.

Q: How often should WIP schedules be updated?

A: Monthly is the industry standard and what sureties/lenders expect. Some contractors benefit from weekly updates during critical project phases, but monthly is minimum. Quarterly is too infrequent—problems develop faster than that in construction.

Q: Can I create WIP schedules in Excel instead of using QuickBooks?

A: Yes, but it's more difficult and error-prone. WIP schedules can be created in Excel pulling data from QuickBooks, but you need accurate job costing data first. The challenge is maintaining consistency and ensuring proper reconciliation to financial statements. Most contractors benefit from integrated systems where WIP schedules are automatically generated from accounting data.

Q: What's the difference between over-billing and accounts receivable?

A: They're different concepts often confused. Accounts receivable is money you've billed that hasn't been paid yet. Over-billing is when you've billed more than you've earned (based on percentage completion). A project can be both over-billed AND have high A/R if you've billed ahead of completion and the client is also slow-paying. Over-billing is a balance sheet liability; A/R is a balance sheet asset.

Q: How do you handle change orders in WIP schedules?

A: Approved change orders increase the contract amount immediately. Pending change orders (work performed but not yet approved) should be tracked separately and included in estimated total cost but not necessarily in contract amount until approved. This conservative approach prevents overstating your financial position based on uncertain revenue.

Q: Should I include retention in billings to date or separately?

A: Retention should be included in billings to date because it's been billed (even though not received). However, the WIP schedule should show retention separately to provide visibility into how much cash is being held back. This helps distinguish collection issues from retention timing.

Q: How do percentage of completion and completed contract methods differ?

A: Percentage of completion recognizes revenue as work progresses based on completion percentage. Completed contract recognizes all revenue and costs only when the project finishes. Percentage of completion provides much better financial visibility during long projects but requires proper WIP schedules. Completed contract is simpler but creates terrible financial reporting for projects spanning multiple periods.

Q: What should I do if my WIP schedule shows significant profit fade on a project?

A: First, verify the accuracy—sometimes profit fade reflects data errors rather than actual problems. If accurate, immediately: (1) Review remaining work scope with project manager, (2) Identify specific cost categories causing overruns, (3) Develop intervention plan to minimize additional losses, (4) Update estimating templates to prevent similar problems on future projects, (5) Consider whether client should be billed for additional costs via change orders.

Q: How far back should my WIP schedule history go when applying for bonding?

A: Sureties typically want 12-24 months of historical WIP schedules. However, they're most interested in completed projects showing final outcomes matched against original estimates. If you don't have historical WIP schedules, start creating them immediately—even 6 months of history is better than none.

Q: Can I start WIP schedules mid-project or do I need to wait for new projects?

A: Start immediately with current projects. You'll estimate the original budget and costs to date based on available information. While not perfect, starting mid-project is far better than not starting at all. Just document that these are "base year" schedules with estimated starting points rather than actual original estimates.

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About Performance Financial CPA, Accounting & Tax

Performance Financial specializes exclusively in accounting, tax planning, and financial strategy for construction contractors throughout Iowa and the Midwest. We serve electricians, plumbers, HVAC contractors, general contractors, custom home builders, remodelers, and specialty trade contractors from $500,000 to $30,000,000+ in annual revenue.

Unlike generic accounting firms, we focus exclusively on construction accounting—WIP schedules, job costing, percentage of completion revenue recognition, bonding support, and all the specialized services contractors need to grow profitably.

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