From Overworked and In the Dark to $10M+ and Profitable

Like many builders in growth mode, this business looked successful on the surface. But behind the scenes, the owner was working over 70 hours a week and making big financial decisions without reliable data.

There was no cash flow forecasting, no clarity on job profitability, and no connection between scheduling and finances. They were constantly chasing invoices, reacting to cost blowouts, and juggling supplier payments.

Revenue was climbing, but the financial foundations were not keeping up. Rising labour and materials costs made it clear they needed structure and strategy to avoid serious risk.

When we came on board as their Virtual CFO, we became an extension of their team. Most of their staff assumed we were internal. Here’s what we implemented:

  • A forecasting model that tracked job timing, cash requirements, and payment schedules
  • Integration between BuilderTrend and Xero to automate job costing, purchase orders, and estimating
  • Dashboards that gave real-time insights into job profitability, budget variance, and spending pace
  • Weekly meetings across finance, operations, and project teams to stay aligned
  • Strategic planning based on actual financial targets instead of chasing volume
  • Hired and trained an internal accounts coordinator, along with better financial controls
  • Converted complex financial data into plain language the whole team could use


We also redesigned how reporting was presented. It wasn’t built for boardrooms. It was designed for site managers, project leads, and a founder who needed fast, clear answers.

Growing businesses often run into the same problems. Cash becomes unpredictable. Margins get squeezed.

Financial decisions start feeling risky. In construction, this can escalate fast.

This business didn’t just survive the pressure of scaling during Covid and inflation. It grew in a sustainable, profitable way because the right financial strategy was in place.

Our role went beyond reporting. We helped them build a business that was stable, scalable, and aligned with their long-term goals.

The Results

  • Cash flow became predictable and supported decision-making
  • The owner reduced their hours from over 70 to around 40 per week
  • Revenue scaled from $5M to more than $10M, with profit margins holding above 10 percent
  • Project downtime dropped by 20 percent thanks to forward planning
  • Project selection became strategic, with a clear focus on cash and profit outcomes
  • They avoided hiring a fulltime CFO, saving over $100K per year while gaining expert support
  • The owner was finally able to step back without compromising growth or profitability

“We would not have made it through without The Integrated CFO. Having a team that understood construction, spoke our language, and gave us visibility financially and operationally changed everything.”

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