CFO - Construction

CFO Overview

We are seeking a hands-on CFO-level leader who has operated successfully in challenging financial periods—tight liquidity, uneven collections, retention exposure, and margin pressure common to construction. The job is to stabilize cash flow, protect margin before contracts are signed, and implement simple, owner-friendly reporting that shows the true health of both companies.

This is not a tax-planning role. You will coordinate tax and year-end needs with our CPA; your focus is operational finance: cash, WIP, job profitability, subcontractor terms, and lender/surety-ready reporting.

What You Will Own
1) Cash Flow Stabilization (Primary)

• Build and run a 13-week cash forecast and weekly cash plan.
• Improve cash conversion by tightening:
• Billing/pay app cadence and documentation
• AR follow-up, dispute resolution, short-pay recovery
• Payables timing aligned to receipts and project cash cycles
• Create clear weekly priorities: what must be billed, collected, approved, and paid.

2) Job Financial Controls (WIP, Job Cost, Change Orders)

• Own accurate WIP schedules and cost-to-complete discipline.
• Establish a weekly/biweekly job review cadence with Operations to identify:
• Margin fade early
• Cost overruns and missing change orders
• Under/over billings and retention exposure
• Implement simple controls so change order work is documented, priced, approved, and billed.

3) Preconstruction Support:
Bid and Contract Margin Protection (With Director of Construction)

• Partner with the Director of Construction in bid and contract preparation to ensure:
• Labor/equipment assumptions and production rates support real margins
• Risk is quantified and priced (schedule, access, winter conditions, phasing, LDs, etc.)
• Contract terms do not create hidden margin or cash traps (retainage, pay terms, scope gaps, CO process, closeout)
• Create a “go/no-go” financial gate: minimum margin, cash requirement, billing structure, and contingency standards.

4) Subcontractor Financial Management:
Pay Terms Aligned to Customer Terms (With Director of Construction)

• Set subcontractor and supplier payment terms to match overall project cash inflows:
• Customer pay timing, approval cycles, retention, and pay-app schedule
• Standardize subcontract commercial terms and payment requirements (as appropriate):
• Pay timing language, lien waivers, joint checks, closeout requirements
• Change order and extra work authorization process
• Manage subcontractor financial risk so jobs do not get disrupted while protecting company cash.

5) Owner-Friendly Reporting: “Business Health” Dashboard (JH Concrete + JBS Quincy)

• Build an owner-friendly reporting package that clearly shows business health for both entities.
• Reporting cadence:
• Monthly standard package during normal periods
• Weekly (or more frequent) reporting during tight periods or high risk
• Deliver clear, decision-ready visibility on:
• Cash position and 13-week forecast
• AR aging/collections and top issues
• WIP summary, margin trends, top job risks
• Payables plan, vendor/sub exposure, lien waiver status
• Backlog, bid pipeline, and margin outlook
• Convert numbers into action: what changed, why it matters, and what decisions are needed.

6) Finance Function Buildout (Including Hiring an Assistant)

• You will hire and manage a Finance/Accounting Assistant to support core administration (AP/AR support, billing backup, document control, reporting preparation), allowing you to stay focused on cash, margin protection, and operational finance leadership.

What Success Looks Like (First 90–180 Days)

• A reliable 13-week cash forecast is operating weekly, with fewer surprises.
• Billing and collections cadence is consistent; AR disputes are actively managed and trending down.
• WIP and cost-to-complete are credible and updated on a disciplined schedule.
• Bid review + contract review process is implemented with the Director of Construction; fewer low-margin “bad fit” jobs get signed.
• Subcontractor payment terms are aligned with customer cash cycles; payables become predictable.
• Owner dashboards exist for both companies (plus consolidated view), with weekly visibility during tight periods.
• Monthly close and reporting become consistent and bank ready.

Required Experience and Fit

• Proven…