Eighteen years inside specialty trade contractors. I step in when the financials become the obstacle — covenant defaults, bonding capacity, WIP that doesn't tie, finance departments that have stopped functioning.
Schedule a CallMost contractors don't have a revenue problem. They have a reporting problem that turns into a credit problem.
A WIP schedule that overstates earned margin. Job costing that can't tell you which projects are bleeding until they close. Overbillings masking a cash shortfall. A borrowing base that no longer supports the line. A surety that won't extend capacity without financials the company can't produce.
By the time it reaches the bank or the bond agent, it isn't an accounting issue anymore. It's a capacity issue — and it compounds quickly.
Full financial leadership through a transition, a turnaround, or a gap in the seat. Banking and surety relationships, covenant compliance, cash forecasting, WIP and job cost integrity, month-end close, and board-level reporting.
Rebuilding the financial package that credit and bonding decisions depend on. WIP reconstruction, borrowing base support, covenant modeling, working capital analysis, and audit-ready statements.
A fixed-fee assessment of where margin and cash are actually going. WIP-to-GL reconciliation, margin fade by job and project manager, over- and under-billing analysis, working capital and bonding capacity, delivered as a written findings memo.
Expanded a construction credit facility more than threefold and renegotiated covenants while restoring lender confidence at a company in financial deterioration.
Built financial infrastructure from the ground up — general ledger, WIP structure, job costing, internal controls, revenue policy, and ERP implementation — across five construction entities.
Restructured and rebid a contractor's insurance program during a hard market cycle.
Built the enterprise valuation and working capital analysis used to structure a partner exit.
I have spent eighteen years in construction finance, all of it inside project-based businesses rather than advising them from outside.
Most recently I served as Vice President of Accounting and Finance at a $50M union mechanical and plumbing contractor, functioning as CFO across banking, surety, treasury, WIP, job costing, ERP, and operations integration. Before that I spent eight years at XL Construction as Controller and Finance Lead across five operating subsidiaries, building each finance function from the ground up and serving on the board of one. Earlier work included a $250M+ capital program at Kaiser Permanente and cost recovery modeling for the Santa Clara County Controller-Treasurer.
I work on a small number of engagements at a time, and I work hands-on. The companies that need this help do not need a slide deck — they need someone who can rebuild the WIP schedule, sit with the bank, and tell the owner the truth about the margin.
B.S. Business Administration, Finance — San Jose State University. Certificate of Advanced Accounting Proficiency — Santa Clara University.
Specialty trade contractors between $5M and $50M in revenue — mechanical, plumbing, electrical, concrete, framing, glazing, and drywall. Union and open shop.
Engagements most often come through the people who see the problem first: restructuring and creditors' rights counsel, bank special assets and workout officers, surety and bond agents, and CPA firms with construction practices.
If you have a client whose financials are standing between them and a credit or bonding decision, I am glad to have a direct conversation about whether I can help.
Thirty minutes, no charge, and no obligation. If it isn't a fit I will say so on the call.
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