October 1–26 · 18 of 22 workdays
Illustrative example, not a client's figures
Operating profit is $2,100 below plan because overhead is higher. Forecast cash stays above the take-out line for the next 13 weeks.
Cash, next 13 weeks
Low $169,000 on Dec 6, $19,000 above the take-out line
- Take‑out $150k
- Protected $120k
- Usual pace $194k
What a client sees each month in JGC Hub. Hover or tap the chart to inspect a week.
Owners usually call us about one of these.
Profitable on paper, short on cash
The P&L says you made money. The bank account disagrees, and nobody can say how much is safe to take out.
Busy, but not profitable enough
Revenue is up, crews are full, and margin is not moving. You can't tell which work pays and which only keeps people busy.
Numbers you can't trust
The books are a month behind, half the accounts are miscategorized, and every decision starts with an argument about the data.
Thinking about a sale, someday
You'd like to know what the business is worth and what would make it worth more, before a broker tells you.
Three practices, one firm
All practices →Financial leadership
A finance lead who works with you each month.
We build the annual plan with you, set the cash you keep in the business, decide owner pay and distributions, and meet on a schedule to make the calls that move the business. We work alongside your bookkeeper and CPA.
- Annual plan and monthly budget
- Cash rules: protected cash, safety stock, take-out line
- Owner pay and distribution policy
Business systems
Reporting, automation, and tools for the way your business works.
Reporting, automation, integrations, internal tools, and websites built around how the business actually runs. Additional projects are scoped and priced separately.
- Custom reporting from your own data
- Workflow automation and integrations
- Internal tools for estimating, scheduling, or job tracking
Exit planning
Build a business someone else would buy.
We estimate what the business is worth today, show which parts of it a buyer pays more for, and plan the work that improves them: reliable earnings, less dependence on the owner, cleaner books, documented processes. It is useful years before a sale, and it is an estimate, not an appraisal.
- An estimate of company value, updated monthly from your books
- The value drivers a buyer looks at, reviewed with you
- Add-backs and owner pay adjusted the way a buyer would
Your plan, cash outlook, reports, and decisions in one place.
JGC Hub is the software we built to do this work. It connects to QuickBooks read-only, refreshes your books, and shows when they need attention. It is included with your engagement.
Books you can trust
Read-only QuickBooks sync, accounts mapped into owner categories, and a clear label on anything stale or not ready to act on.
The plan is the yardstick
The annual plan sits underneath every month. Actuals replace it as months close, and drift shows the week it starts.
Cash with a job
Protected cash and safety stock set the take-out line. Free cash is what sits above it, so owner pay is a decision, not whatever is left.
Decisions and follow-up stay with each meeting
What we decide and who does what next are written down with the meeting and carried forward until they are done.
How an engagement begins
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Step 1
Talk
A first conversation about what is pressing: cash, owner pay, margin, a hire, a sale you are considering.
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Step 2
Proposal
We send a proposal with the work, who is responsible for what, the meeting schedule, and the fee. Nothing starts until you sign.
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Step 3
Connect and build
You connect QuickBooks read-only. We map the books, build the plan, and set the cash rules.
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Step 4
Run it
Before each meeting we review the numbers and pick the decisions to work through. We write down what we decide and who follows up.
Things we've written
All 48 briefs →Profit Before Growth
Sales growth vs margin improvement
A small margin improvement can beat a larger sales target without adding the same operational load.
Read the briefProfit Before Growth
The cost of growing before systems are ready
A 50% revenue goal also means more people, more invoices, more equipment, more supervision, and more cash tied up.
Budget Planning
Setting monthly targets without guessing
Annual goals should break into seasonal, monthly, and weekly targets that reflect how the business actually operates.
Start with a conversation.
Tell us what's going on in the business. If we're not the right help, we'll say so.
A person replies within one business day.