Business financial model file
General Contractor Financial Model
Separate contractor setup and mobilization cash from the materials, subcontractors and paid field time needed to complete each job.
Opening investment and working cash
The original case uses small, comparable projects rather than a house purchase or speculative development.$20,000 of initial mobilization/working inputs is working cash, not forecast profit. Actual project deposits and payment applications can dominate the cash requirement.
| Cash use | $ |
|---|---|
| CAPEX: Truck and transport equipment | 35,000 |
| CAPEX: Tools and jobsite equipment | 18,000 |
| CAPEX: Office and estimating equipment | 7,000 |
| Pre-opening: Local setup, insurance/bond and professional budget | 6,000 |
| Pre-opening: Pre-opening training and launch | 4,000 |
| Refundable deposit / tied-up cash | 8,000 |
| Opening stock / initial working inputs | 20,000 |
| Reserve: 2 selected fixed-cost months | 56,600 |
| Selected opening cash total | 154,600 |
CAPEX totals $60,000, pre-opening expense $10,000 and working cash $84,600. The deposit and opening stock tie up cash; they are not added again as monthly rent or consumed inputs. The reserve is a chosen fixed-cost buffer, not proof of full funding. Obtain actual installed/tax-inclusive quotes and dated opening payments.
Monthly fixed and variable OPEX
The$16,000 field budget funds three 160-hour paid roles. Four hundred of 480 hours are selected productive field time, leaving 80 for other work; the manager/office$5,000 is a different function. Specialty subcontract cost below is additional work, not those same salaried hours.
| Commitment | $ per month |
|---|---|
| Three field roles: loaded roster | 16,000 |
| Project manager/office: loaded budget | 5,000 |
| Yard/workspace | 1,800 |
| Vehicles fixed services | 1,500 |
| Insurance/bond service budget | 2,500 |
| Estimating software | 300 |
| Marketing | 600 |
| Admin | 600 |
| Total selected fixed cash | 28,300 |
| Item | $ per unit |
|---|---|
| Net collected selling value | 20,000 |
| Materials per selected project | 8,000 |
| Specialty subcontract work | 5,000 |
| Disposal/consumables | 500 |
| Percentage-only fee allocation (1%) | 200 |
| Contribution before scheduled payroll/fixed OPEX | 6,300 |
The percentage fee is an aggregate allocation, with no fixed per-payment charge assumed. Unit contribution is not owner income: the full listed monthly roster and overhead still need coverage.
Capacity, break-even and a lower-sales case
Sixty productive field person-hours per project permits six complete projects from 400 hours. The selected completion/sign-off calendar allows five, so plan five. Different scopes and overlapping work stages cannot be treated as identical jobs without a real schedule.
For this fixed mix and commitment, whole-unit cash break-even is 5 completed small projects per month: ($28,300) ÷ $6,300, rounded up. The aggregate capacity is 5 units; it does not establish customer demand or a workable daily sequence.
| Paid units | Net sales $ | Selected result $ |
|---|---|---|
| 3 | 60,000 | -9,400 |
| 5 (planned) | 100,000 | 3,200 |
Three completed jobs keep the field and office commitments. A delayed approval can move a whole completion fee across months; the retained guide's crew/project example is a separate incremental decision.
Practical KPI definitions
Track estimated versus actual labor/material/subcontract cost by original job scope, collected gross profit and days of unbilled work-in-progress. Progress billings, approved variations, retained balances and settled cash are separate amounts.
The month aligns full project collection and variable settlement. Actual deposits, retention, claims, taxes, debt and equipment replacement need a project-by-project cash plan.
Method context: SBA business planning. All case prices, wages, cost ratios, reserve and capacity inputs above are original planning assumptions.
What the model covers
The official FinModelsLab listing describes an editable five-year model. Acquisition spend and cost, service allocation, active customers, monthly billable hours and hourly prices drive revenue. Role-level staffing, overhead, job-related cost assumptions and dated capital spending feed profit and loss summaries, monthly and annual cash projections and dashboard KPIs.
Qualify growth using the project schedule
Our original $100,000 contract earns $20,000 after selected costs but uses its full $30,000 starting cash at two milestones. Moving one $30,000 progress receipt beyond the next supplier payment creates a $30,000 shortfall without changing final profit.
Use accepted scopes and updated remaining costs before adding revenue or staffing. Maintain the project progress, retention and supplier calendar beside the broader service forecast. The General Contractor planning guide develops the original worked case.
Planning guide