WIP, job costing, and percentage of completion
Project-level cost integrity, estimates to complete, percentage-of-completion accounting, over/under billings, committed costs, change-order visibility, and disciplined close processes.
Why it is different
The ledger is only one view of the job.
Construction finance has to reconcile three different clocks: when work is performed, when revenue is recognized and billed, and when cash actually moves. A credible operating view connects the general ledger to project budgets, estimates to complete, committed costs, procurement, labor, percentage-of-completion accounting, change orders, retainage, prevailing-wage requirements, collections, and the remaining cash requirement.
That connection is where margin drift becomes visible early, where working-capital pressure can be managed before it becomes a crisis, and where owners, project leaders, lenders, and surety partners can work from the same economic reality.
Billing is not revenue. Revenue is not cash. Backlog is not margin. WIP quality determines whether leadership can see the difference soon enough to act.
Core capabilities
Project cash flow, working capital, and retainage
Thirteen-week cash forecasting, billing cadence, AR and retainage visibility, procurement timing, collections, and cash requirements by project.
Margin management
Bid assumptions, pricing, labor and material economics, project/customer contribution, margin drift, and accountability for corrective action.
Surety, bonding, capital, and lenders
Surety and bonding relationships, lender-ready reporting, equipment and working-capital planning, covenant visibility, and financial support for capacity discussions—without substituting for provider underwriting.
Prevailing-wage administration and controls
Payroll and labor-cost administration, certified-payroll support, rate and classification controls, documentation, reporting, and coordination across finance, operations, HR, and project teams.
Finance systems, reporting, and function buildout
ERP and workflow design, roles, close, controls, policies, KPI ownership, and decision-ready reporting connecting accounting, project operations, procurement, billing, forecasting, and executive action.
Operating record
Macadam → Nils Bernard → BDG.
Macadam Floor & Design
Founded and scaled a multi-location flooring and design business from a standing start to more than $30M in annual recurring revenue, more than $200M in cumulative revenue, and a team of 200+. Built finance and operating systems across job costing, inventory, pricing and margin, treasury, financing, vendor and customer contracts, reporting, and growth infrastructure.
Nils Bernard
Founded and operated a premium custom-home builder, connecting project budgets, procurement, committed costs, job-cost reporting, WIP, billing, cash requirements, change decisions, margin, and project delivery across concurrent builds.
Broadband Development Group
Led finance-function buildout in a multi-state broadband engineering and construction environment, including forecasting, treasury, management reporting, KPI visibility, working capital, liquidity, lender communication, capital planning, contracts, and operating discipline. Confidential results and client-sensitive details are intentionally omitted.
What I look for
The signals beneath the monthly result.
- Whether WIP and percentage-of-completion accounting are reconciled, timely, and supported by credible estimates to complete
- Where project margin is drifting—and whether change orders, labor, material, or execution is the cause
- Whether committed costs and procurement obligations are visible before they reach the ledger
- How billing, revenue recognition, retainage, collections, and cash conversion differ by project and customer
- Whether working capital, lender availability, and surety and bonding capacity support the backlog and growth plan
- Whether prevailing-wage rates, classifications, certified payroll, and supporting controls are administered consistently
- What equipment, systems, and other capital needs are implied by the operating plan
- Where owner dependency or incomplete management systems limit scale, financing, or exit readiness
- Whether project and financial reporting create one decision-ready view—or competing versions of the truth
AI and technology
Automate the workflow only after the economics are visible.
Practical technology can reduce reporting lag and surface operating risk: automated data preparation, forecast updates, exception reporting, anomaly detection, contract and change-order review support, project-margin alerts, and decision-ready management summaries.
The control standard does not change because AI is involved. Source data, permissions, auditability, review thresholds, and accountable human judgment still determine whether the output is useful. The objective is faster, clearer finance—not automation theater.
Commercial application
From executive background to embedded CFO support.
For construction, AEC, specialty trade, broadband infrastructure, and other project-based companies, this operating background is applied through KSIG Advisors' Construction & Infrastructure CFO Services.
KSIG works with owners and leadership teams navigating growth, liquidity pressure, margin complexity, capital requirements, systems change, finance-function buildout, or ownership transition.