All figures below are pulled directly from The Bluth Company's QuickBooks Online file (accrual basis) via the Intuit connector — no manual exports. Data refreshed Jun 6, 2026.
Each metric is benchmarked against its rolling 3-month average. Variance detail lives on the Controller tab.
| Month | Revenue | COGS | Gross Profit | Net Income |
|---|---|---|---|---|
| Jan 2026 | $451,092.54 | $274,124.45 | $176,968.09 | $136,580.15 |
| Feb 2026 | $220,019.04 | $141,434.70 | $78,584.34 | $39,289.88 |
| Mar 2026 | $296,794.75 | $180,564.89 | $116,229.86 | $60,015.18 |
| Apr 2026 | $193,883.98 | $199,342.68 | −$5,458.70 | −$49,506.00 |
| May 2026 | $193,897.54 | $163,128.00 | $30,769.54 | −$20,484.84 |
| YTD | $1,355,687.85 | $958,594.72 | $397,093.13 | $165,894.37 |
Ties to the QBO P&L report to the penny. April’s COGS exceeded revenue — labor and materials committed to projects that didn’t bill.
Bluth has roughly four months to act. At the current burn rate (May NI −$20K, Apr NI −$50K), cash on hand of $83,092 supports ~3–4 months. Meanwhile $163,911 in AP is 90+ days overdue (Sitwell Enterprises alone at $73,836). The business cannot self-fund its way out from operations alone.
Three levers, in order: (1) restore revenue to the $292K+/mo Q1 baseline — requires bid pipeline visibility we don't currently have; (2) cut fixed costs to fit the $194K/mo run-rate — OpEx grew from 9% to 26% of revenue as revenue fell; (3) bridge capital — a $164K term loan or SBA Express buys 6–8 months of working room while levers 1 and 2 take effect. A vendor triage and financing plan must be set within 14 days.
Full variance-by-line detail: Controller tab → Variances vs. the 3-month baseline.
Questions and requests from any channel land here automatically — answered, delivered, or flagged. Nothing said in a meeting dies in a notebook.
Demo of the conversation feed — in a live engagement this is populated automatically from your email, calls, and meeting notes.
→ For interpretation of these trends, see the Controller tab → Insight. For strategic implications and outlook, see the CFO tab → Foresight.
The Bluth Company runs the full Keel catalog — illustrative pricing.
| Service | Scope | Monthly | One-time setup |
|---|---|---|---|
| Bookkeeping | Accrual basis · 47 workflows | $3,295/mo | $2,500 |
| Controller | Full catalog · core included with bookkeeping | $4,120/mo | $9,800 |
| CFO | Full catalog | $6,930/mo | $21,400 |
| Total | $14,345/mo | $33,700 |
From your Business Processes & Procedures worksheet: The Bluth Company approves bills before payment and owns estimates, customer relationships, and the tax return. Keel owns every workflow on the Workflows tab — AP entry and payment runs, invoicing support, payroll journal entries via Gusto, the monthly close, and all reporting.
Active since January 2026 — onboarding complete, all bank and card feeds live, five closed months on file. Open items are tracked on the Notes & Needs tab.
How Keel delivers on the engagement: By Service (the service map — click a category to expand its items), plus project management and implementation views.
3 service layers · 26 categories · 185 services in your engagement. Card color = layer · count = services within. Click any category to see its individual service items.
Kanban view of cross-engagement projects: bookkeeping cleanups, controller setup work, CFO advisory initiatives, and onboarding. Move cards between columns as status changes.
3-month roadmap grouped by phase. Each phase has an owner; sub-tasks ladder down within. Bar position shows when work is active.
The complete monthly package produced by your bookkeeping engagement — statements, agings, and reconciliation status. Pure facts: interpretation lives on the Controller tab; outlook on the CFO tab.
| Tier | Comes with | What it includes | Ask us anything — we… |
|---|---|---|---|
| Standard | Cash basis | Monthly P&L, balance sheet, cash flow, recon status | Answer any question about your reports |
| Custom | Hybrid basis | + class/department/location views, weekly AR & AP agings | Adjust existing reports on request — re-slice, rename, add a dimension |
| Premium | Accrual basis | + accrual-grade statements (WIP, prepaids, deferrals), KPI dashboards | Build new reports & dashboards on request — say it, see it in the portal |
Requests arrive by email, call, or meeting — captured automatically, delivered into this portal. Fair-use applies to new-report builds; anything unusual gets scoped before work starts.
Email · Jun 4“What’s the $18,500 deposit on the 2nd? Don’t recognize it.” — Traced same day: Stonegate progress payment, invoice #1247, matched and categorized. Answered — included in every tier.
Call · Jun 3“Can the P&L split coatings out from restoration?” — Class structure updated; the June statements arrive split by service line. Adjusted — a Custom-tier request.
Email · May 30“I want a weekly cash-in / cash-out view, one page, every Monday.” — New report built and scheduled; first one landed Jun 2. Built new — a Premium-tier request, included on Accrual.
Customer-level AR detail. Top customers shown by total outstanding balance.
AR built up steadily Jan to Mar as pipeline filled, then collections caught up in Apr/May.
| Bucket | Jan | Feb | Mar | Apr | May |
|---|---|---|---|---|---|
| Current | $0 | $0 | $28,227 | $0 | $0 |
| 1-30 days | $7,753 | $84,938 | $97,018 | $127,696 | $114,849 |
| 31-60 days | $1,454 | $7,753 | $43,627 | $30,668 | $36,054 |
| 61-90 days | $2,708 | $1,454 | $7,753 | $7,556 | $0 |
| 91+ days | $0 | $2,708 | $2,708 | $3,882 | $1,174 |
| Total AR | $11,916 | $96,853 | $179,333 | $169,801 | $152,077 |
| Customer / Project | Current | 1-30 | 31-60 | 61-90 | 91+ | Total |
|---|---|---|---|---|---|---|
| Lucille Austero / Stonegate Management Company | $0 | $39,935 | $0 | $0 | $0 | $39,935 |
| Rita Leeds / Vista Terrace Homeowners Association | $0 | $31,708 | $0 | $0 | $0 | $31,708 |
| Maggie Lizer / MRP Property Management | $0 | $10,914 | $5,784 | $0 | $0 | $16,697 |
| Balboa Marina Estates | $0 | $0 | $13,455 | $0 | $0 | $13,455 |
| Seaward Commons Apartments | $0 | $0 | $11,189 | $0 | $0 | $11,189 |
| Steve Holt / Tantamount Residential | $0 | $11,184 | $0 | $0 | $0 | $11,184 |
| Kitty Sanchez / Northgate Realty Partners | $0 | $10,991 | $0 | $0 | $0 | $10,991 |
| Gene Parmesan | $0 | $7,380 | $0 | $0 | $0 | $7,380 |
| Summit Ridge Community Corporation c/o Standpoor Gr | $0 | $0 | $3,570 | $0 | $0 | $3,570 |
| Ann Veal / Milford Association & Property Manageme | $0 | $2,737 | $0 | $0 | $0 | $2,737 |
| TIC Marina Point Landing c/o Northgate Realty Partners | $0 | $0 | $2,056 | $0 | $0 | $2,056 |
| Seaward Commons | $0 | $0 | $0 | $0 | $1,174 | $1,174 |
AR aging is well-managed. DSO of 23.9 days is excellent (industry norm 30-45 days). The 91+ bucket holds only $1,174 — under 1% of AR. Top customer concentration is moderate.
5-month AR trajectory: $12K (Jan) → $97K (Feb) → $180K (Mar) → $172K (Apr) → $152K (May).
5-month AP aging composition. Watch the 91+ band (red) grow as the 30-day bands shrink — that's the crisis developing.
Vendor-level AP detail. Top vendors shown by total outstanding balance.
Total AP roughly stable ($212-410K range), but COMPOSITION shifted dramatically. The 91+ bucket exploded from $80K (Jan) to $164K (May) — visible breakpoint at April.
| Bucket | Jan | Feb | Mar | Apr | May |
|---|---|---|---|---|---|
| Current | $44,632 | $7,881 | $16,551 | $27,829 | $16,792 |
| 1-30 days | $68,563 | $38,259 | $28,807 | $34,642 | $17,581 |
| 31-60 days | $38,659 | $46,270 | $31,845 | $22,747 | $16,884 |
| 61-90 days | $10,467 | $9,790 | $47,238 | $20,960 | $5,039 |
| 91+ days | $137,300 | $109,690 | $119,481 | $152,424 | $163,911 |
| Total AP | $299,620 | $211,891 | $243,920 | $258,602 | $220,208 |
| Vendor | Current | 1-30 | 31-60 | 61-90 | 91+ | Total |
|---|---|---|---|---|---|---|
| Sitwell Enterprises LLC | $0 | $0 | $0 | $0 | $73,836 | $73,836 |
| Atlas Building Specialties | $6,735 | $7,761 | $6,336 | $507 | $16,583 | $37,923 |
| Compass Painting & Construction | $0 | $0 | $0 | $4,243 | $29,236 | $33,479 |
| Northwind Painting Corp | $0 | $0 | $0 | $0 | $21,637 | $21,637 |
| Oswald Scaffolding Inc. | $0 | $1,788 | $10,548 | $0 | $0 | $12,337 |
| Kessler Consulting Group, Inc. | $0 | $0 | $0 | $0 | $10,585 | $10,585 |
| BLX Supply | $0 | $0 | $0 | $289 | $5,865 | $6,154 |
| Ferroline | $4,554 | $253 | $0 | $0 | $0 | $4,806 |
| Keel | $0 | $4,087 | $0 | $0 | $0 | $4,087 |
| JT Concrete Pumping | $0 | $2,667 | $0 | $0 | $0 | $2,667 |
| Shoreline Lumber | $2,290 | $81 | $0 | $0 | $0 | $2,371 |
| Peninsula Paint | $1,743 | $0 | $0 | $0 | $0 | $1,743 |
| Elgin Construction Services | $0 | $0 | $0 | $0 | $1,570 | $1,570 |
| Pinnacle Maintenance Service Inc. | $0 | $0 | $0 | $0 | $1,445 | $1,445 |
| Bayside Mechanical | $0 | $0 | $0 | $0 | $1,296 | $1,296 |
74% of AP ($163,911) is over 90 days old. Top exposure: Sitwell Enterprises at $73,836. The aged balance is concentrated in subcontractors.
5-month AP trajectory: $299K (Jan) → $212K (Feb) → $244K (Mar) → $258K (Apr) → $220K (May).
The strategic implication is on the CFO tab (Strategic Memo · AP Crisis), which traces the April inflection.
Revenue cascades to Net Income through COGS, Gross Profit, and Operating Expenses.
Variance vs. rolling 3-month baseline. Conservative thresholds: Green within ±10% (or ±1pp), Amber 10-20% (or 1-2pp), Red beyond.
| Jan 2026 | Feb 2026 | Mar 2026 | Apr 2026 | May 2026 | 3-mo Avg | Status | |
|---|---|---|---|---|---|---|---|
| Revenue | $451,093 | $220,019 | $296,795 | $193,884 | $193,898 | $236,899 | −18.2% |
| COGS | $274,124 | $141,435 | $180,565 | $199,343 | $163,128 | $173,781 | −6.1% |
| Gross Profit | $176,968 | $78,584 | $116,230 | −$5,459 | $30,770 | $63,118 | −51.2% |
| Gross Margin % | 39.2% | 35.7% | 39.2% | −2.8% | 15.9% | 24.0% | -8.1pp |
| Operating Expenses | $40,388 | $39,294 | $56,215 | $44,047 | $51,254 | $46,519 | +10.2% |
| OpEx as % of Revenue | 9.0% | 17.9% | 18.9% | 22.7% | 26.4% | 19.8% | +6.6pp |
| Net Income | $136,580 | $39,290 | $60,015 | −$49,506 | −$20,485 | $16,600 | loss vs +$16.6K avg |
| Net Margin % | 30.3% | 17.9% | 20.2% | −25.5% | −10.6% | 4.1% | -14.7pp |
Accrual basis. Current month (May 2026) + YTD (Jan-May 2026).
| Account | May 2026 | % Rev | YTD (Jan-May) | % YTD Rev |
|---|---|---|---|---|
| INCOME | ||||
| 3000 Reconstruction Revenue | $144,963 | 74.8% | $1,105,169 | 81.5% |
| 3050 Project Support & Compliance | $47,474 | 24.5% | $247,394 | 18.2% |
| 3100 Business Management & Oversight | $1,460 | 0.8% | $3,124 | 0.2% |
| Total Income | $193,897 | 100.0% | $1,355,688 | 100.0% |
| COST OF GOODS SOLD | ||||
| 4000 Reconstruction Costs | $146,456 | 75.5% | $830,171 | 61.2% |
| 4005 Wages - Laborers | $12,354 | 6.4% | $82,391 | 6.1% |
| 4010 Payroll Taxes-Constr Wages | $0 | 0.0% | $22,544 | 1.7% |
| 4015 Workers Comp Insur-Cosntr | $4,308 | 2.2% | $21,544 | 1.6% |
| 4020 Health and Accident Ins-Constr | $10 | 0.0% | $1,945 | 0.1% |
| Total COGS | $163,128 | 84.1% | $958,595 | 70.7% |
| GROSS PROFIT | $30,770 | 15.9% | $397,093 | 29.3% |
| OPERATING EXPENSES | ||||
| *Uncategorized Transactions | $2,190 | 1.1% | $2,190 | 0.2% |
| 6310 Advertising | $5,629 | 2.9% | $18,423 | 1.4% |
| 8210 Rent-Office | $6,169 | 3.2% | $24,785 | 1.8% |
| 8230 Repairs and Maint - Office | $584 | 0.3% | $3,775 | 0.3% |
| 8250 Utilities | $1,100 | 0.6% | $9,903 | 0.7% |
| 8260 Telephone | $99 | 0.1% | $99 | 0.0% |
| 8270 Office Supplies | $3,970 | 2.0% | $19,051 | 1.4% |
| 8330 Leases-Computer Software | $2,422 | 1.2% | $12,617 | 0.9% |
| 8410 Vehicles Expenses-Admin | $4,189 | 2.2% | $18,866 | 1.4% |
| 8460 Travel Expense | $1,866 | 1.0% | $8,067 | 0.6% |
| 8470 Meals | $2,681 | 1.4% | $9,750 | 0.7% |
| 8540 License Fees | $526 | 0.3% | $526 | 0.0% |
| 8690 Insurance-Other | $9,278 | 4.8% | $47,273 | 3.5% |
| 8710 Accounting Services | $4,027 | 2.1% | $14,361 | 1.1% |
| 8730 Consulting Services | $2,810 | 1.4% | $12,136 | 0.9% |
| 8790 Other Professional Services | $1,172 | 0.6% | $8,057 | 0.6% |
| 8920 Dues and Subscriptions | $1,042 | 0.5% | $4,437 | 0.3% |
| 8930 Bank Service Charges | $444 | 0.2% | $2,285 | 0.2% |
| 8770 Recruiting and Hiring-Admin | $0 | 0.0% | $488 | 0.0% |
| 8780 Training and Education-Admin | $0 | 0.0% | $883 | 0.1% |
| 8590 Taxes-Other | $0 | 0.0% | −$3,192 | −0.2% |
| 8720 Legal Services | $0 | 0.0% | $13,335 | 1.0% |
| 8320 Leases-Computer Eqpt | $0 | 0.0% | $1,166 | 0.1% |
| Total Operating Expenses | $51,254 | 26.4% | $231,199 | 17.1% |
| NET INCOME | −$20,485 | −10.6% | $165,894 | 12.2% |
May 2026 revenue of $193,897 produced $30,770 in gross profit (15.9%) and −$20,485 in net income (-10.6% margin). Gross margin is strong for a reconstruction contractor.
Revenue mix: Reconstruction Revenue at $144,963 (74.8% of total). Project Support & Compliance $47,474 (24.5%). Business Mgmt & Oversight flat fee $1,460.
Month-end positions. Material movements (red/amber) flagged in commentary.
| Jan 31 | Feb 31 | Mar 31 | Apr 31 | May 31 | 3-mo Avg | Status | |
|---|---|---|---|---|---|---|---|
| Total Assets | $499,043 | $417,377 | $546,648 | $517,807 | $473,510 | $493,944 | −4.1% |
| Cash on Hand | $195,851 | $28,370 | $74,742 | $53,608 | $83,092 | $52,240 | +59.1% |
| AR Total | $11,916 | $96,853 | $179,333 | $169,801 | $152,077 | $148,662 | +2.3% |
| AP Total | $299,620 | $211,891 | $243,920 | $258,602 | $220,208 | $238,138 | −7.5% |
| Total Liabilities | $484,894 | $390,968 | $474,833 | $393,607 | $271,229 | $419,803 | −35.4% |
| Total Equity | $14,150 | $26,409 | $71,815 | $124,200 | $202,281 | $74,141 | +172.8% |
Accrual basis. Books are in balance: Total Assets $473,510 = Total Liabilities + Equity $473,510.
| Account | Amount | % of Assets |
|---|---|---|
| CURRENT ASSETS | ||
| 1000 Grand Harbour Checking (0142) | $83,092 | 17.5% |
| 1001 Grand Harbour Checking (0319) | $0 | 0.0% |
| 1002 Grand Harbour Savings (0026) | $0 | 0.0% |
| 1010 Petty Cash | $0 | 0.0% |
| 1072 Bill.com Money Out Clearing | $0 | 0.0% |
| Bank Accounts | $83,092 | 17.5% |
| 1210 Accounts Receivable | $94,926 | 20.0% |
| Accounts Receivable | $94,926 | 20.0% |
| 1430 Employee Loans | $3,796 | 0.8% |
| Undeposited Funds | $0 | 0.0% |
| Other Current Assets | $3,796 | 0.8% |
| Total Current Assets | $181,814 | 38.4% |
| FIXED ASSETS | ||
| 1830 Office Furniture and Equipment | $2,592 | 0.5% |
| 1845 Chevrolet Suburban | $71,216 | 15.0% |
| 1940 Accum Depreciation-Vehicles | $-48,388 | −7.5% |
| 1840 Vehicles | $35,893 | 7.6% |
| 1850 Construction Equipment | $171,392 | 36.2% |
| 1950 Accum Depreciation-Constr Eqpt | $-50,000 | −7.7% |
| 1850 Construction Equipment | $134,892 | 28.5% |
| 1880 Leasehold Improvements | $118,321 | 25.0% |
| Total Fixed Assets | $291,696 | 61.6% |
| TOTAL ASSETS | $473,510 | 100.0% |
| CURRENT LIABILITIES | ||
| 2110 Accounts Payable | $223,503 | 47.2% |
| Accounts Payable | $223,503 | 47.2% |
| 2135 Capital One Quicksilver (0455) | $4,168 | 0.9% |
| 2140 Capital One Quicksilver (0512) | $504 | 0.1% |
| 2145 Capital One Venture (0688) | $471 | 0.1% |
| 2150 AppleCard (0731) | $-5,560 | −0.9% |
| 2155 Grand Harbour Bank (0287) | $657 | 0.1% |
| 2160 Divvy Credit Cards | $20,525 | 4.3% |
| 2165 Citi Card (0964) | $0 | 0.0% |
| 2130 Credit Cards Payable | $22,266 | 4.7% |
| Credit Cards | $22,266 | 4.7% |
| 2210 Notes Payable | $109,500 | 23.1% |
| 2211 Ameriquest | $101,318 | 21.4% |
| 2210 Notes Payable | $210,818 | 44.5% |
| 2345 Payroll Liabilities | $0 | Clean |
| Other Current Liabilities | $-21,903 | −3.4% |
| Total Current Liabilities | $229,780 | 48.5% |
| LONG-TERM LIABILITIES | ||
| 2520 Auto Loan | $41,449 | 8.8% |
| Total Long-Term Liabilities | $41,449 | 8.8% |
| TOTAL LIABILITIES | $271,229 | 57.3% |
| EQUITY | ||
| 2960 Distributions,Div., and Draws | $-253,415 | −39.1% |
| 2920 Retained Earnings | $-9,787 | −1.5% |
| Net Income | $165,894 | 83.3% |
| TOTAL LIABILITIES + EQUITY | $473,510 | 100.0% |
Total assets $473,510 = Total L+E $473,510. Books balance. Working capital is negative ($-65,707) primarily because of the resolvable negative payroll liability.
Cash flow computed from Net Income + Balance Sheet movements. Operating + Investing + Financing should equal the actual cash change. Differences indicate non-cash items (depreciation, accruals) or unmodeled changes.
| Cash Flow Component | Jan 2026 | Feb 2026 | Mar 2026 | Apr 2026 | May 2026 | YTD (Jan-May) |
|---|---|---|---|---|---|---|
| Net Income | $136,580 | $39,290 | $60,015 | −$49,506 | −$20,485 | $165,894 |
| Adjustments to reconcile NI to cash: | ||||||
| Change in AR | −$10,620 | −$116,354 | −$112,986 | $9,532 | $74,875 | −$124,333 |
| Change in AP | $13,145 | −$120,178 | $32,029 | $14,682 | −$48,081 | −$86,262 |
| Change in Credit Cards | $6,381 | $10,678 | −$5,878 | $3,119 | −$2,165 | $14,305 |
| Change in Payroll Liabilities | −$39,123 | $0 | $0 | −$157,148 | −$153,548 | −$349,819 |
| Cash from Operations | $119,793 | $166,623 | $6,442 | $46,833 | $25,652 | $226 |
| Investing Activities | ||||||
| Change in Fixed Assets (net) | −$3,485 | −$0 | −$575 | −$0 | −$0 | −$4,060 |
| Cash from Investing | −$3,485 | −$0 | −$575 | −$0 | −$0 | −$4,060 |
| Financing Activities | ||||||
| Change in Debt (Notes + Loans) | −$23,115 | −$23,115 | $56,126 | $15,691 | $26,392 | $64,462 |
| Owner Distributions/Contributions | −$1,262 | −$37,028 | −$20,012 | −$19,422 | −$19,026 | −$96,751 |
| Cash from Financing | −$24,377 | −$60,143 | $41,517 | $1,513 | $12,503 | −$8,447 |
| NET CHANGE IN CASH (computed) | $99,454 | $226,766 | $47,541 | $44,761 | $38,154 | $12,733 |
| Actual cash change (from BS) | $99,454 | −$229,426 | $46,373 | −$28,951 | $29,483 | −$18,226 |
The Statement of Cash Flows tells the operational story. Key observations across the period:
Status of all bank, credit card, loan, payroll, and other reconciled accounts at month-end.
| Account | Type | Reconciled Through | Status | Notes |
|---|---|---|---|---|
| 1000 Grand Harbour Checking (0142) | Bank | 05/31/2026 | Recon pending | Activity confirmed in GL; bank statement match pending |
| 1001 Grand Harbour Checking (0319) | Bank | — | Recon needed | $0 balance; confirm if active |
| 1002 Grand Harbour Savings (0026) | Bank | — | Recon needed | $0 balance; confirm if active |
| 1010 Petty Cash | Bank | — | Recon needed | Confirm if active |
| 1072 Bill.com Money Out Clearing | Clearing | 05/31/2026 | Confirm zero | Clearing accounts should zero at month-end |
| 2130 Credit Cards (7 cards) | Credit Card | 05/31/2026 | Recon pending | Total $22,266; per-card recon to lender statements |
| 2210 Notes Payable (multiple) | Loan | — | Schedule needed | Including Ameriquest MCA $101,318 |
| 2345 Payroll Liabilities | Payroll | — | ✓ Clean | $0 balance |
| 2520 Auto Loan | Loan | — | Schedule needed | Amortization schedule should match BS $41,449 |
Why the month happened the way it did. The facts are in Standard Reporting; the strategic outlook is on the CFO tab. This is the "why" in between.
Bluth had two consecutive loss months. April lost $49,506 (NI) on a -2.8% GM; May lost $20,485 on a 15.9% GM. YTD Net Income of $165,894 is carried almost entirely by January's strong $137K month — Feb through May trended progressively weaker.
The pattern points to a labor utilization problem: revenue dropped 57% from January's $451K to May's $194K, but COGS did not scale down in proportion. April's COGS ($199K) exceeded revenue ($194K) — meaning labor and material were committed to projects that didn't bill. May's partial GM recovery (from -2.8% to 15.9%) came from a $36K COGS reduction, not new revenue.
What's needed: Job costing (/Bosun) is the diagnostic — it will tell whether April was one bad project, a project gap that left crews idle, or systemic margin erosion across all work. Without job-level data, we're working from totals. Bid pipeline visibility (/Bosun + CRM data) determines whether the revenue softness is demand-side or capacity-side.
Call · Jun 3Owner suspected Crew C. Confirmed: 61% utilization vs the 78% target — standby time costs ≈$6,800/mo in unabsorbed labor. Deployment fix live under Labor & Compensation; re-sounded at the June close.
Email · Jun 5Grand Harbour Bank asked about the Sudden Valley overrun. Close-review note added: change-order documentation on remaining phases moves to dual sign-off until the recovery plan proves out.
| Job costing & WIP schedule | Live — net overbilled +$8,445 (cash-favorable) |
| Labor burden on jobs | 24% applied from May close |
| Field utilization | 71% vs 78% target — Crew C the drag |
| Internal controls | Dual approval · 3-way match · June review clean |
| Policies & SOPs | Manual v1.0 · 4 of 6 SOPs |
Detail lives under the category pills above — every line links to a delivered service item.
Five-month margin path: Jan 39.2% → Feb 36.4% → Mar 38.8% → Apr -2.8% → May 15.9%. The Q1 plateau collapsed in April; May partial recovery still well below band. Pattern signals real margin compression, not a one-off project anomaly.
| Metric | May | Why it looks this way |
|---|---|---|
| Revenue | $193,897 | Flat vs Apr ($194K). Two months in a row of declining demand from the Jan peak ($451K). Job pipeline slowed. |
| Gross Profit % | 15.9% | Well below the Jan-Mar 36-39% band. Recovered from April's loss but still less than half of Q1 levels — real margin compression. |
| OpEx % of Revenue | 26.4% | Up from 9% in January. Fixed costs same, revenue declining → ratio rising mechanically. |
| Net Income | −$20,485 | Confirmed loss. Two consecutive loss months (Apr −$49,506 May −$20,485). YTD NI of $165,894 driven almost entirely by January. |
| Cash on Hand | $83,092 | Recovered from Feb low ($28K). AR collections improved; AP catch-up has not happened. |
| DSO | 23.9 days | Excellent. Customers paying on cycle. |
| DPO | 41 days | The central diagnostic is aging, not pace. Vendors funding Bluth — pace looks normal (≈41 days) while 74% of AP sits 91+ days old. |
Pipeline slowdown is independent of the accounting issue — see the consistent decline from Jan.
→ For the forward outlook, the decisions needed, and the strategic plan, see the CFO tab → Foresight.
8 services in this category — Bluth engagement.
7 services in this category — Bluth engagement.
5 services in this category — Bluth engagement.
8 services in this category — Bluth engagement.
8 services in this category — Bluth engagement.
6 services in this category — Bluth engagement.
6 services in this category — Bluth engagement.
7 services in this category — Bluth engagement.
7 services in this category — Bluth engagement.
5 services in this category — Bluth engagement.
Strategic outlook and the decisions ahead. The facts are in Standard Reporting; the diagnosis is on the Controller tab. This is the "what next."
Three levers, worked in order: restore revenue to the $292K+/mo Q1 baseline (requires bid-pipeline visibility), cut fixed costs to fit the $194K/mo run-rate, and bridge the working-capital gap with a ≈$164K term facility while the first two take hold.
The decisions and forecasts below put dates and owners on each — vendor triage within 14 days, the financing conversation within 30, job costing live within 30.
Meeting · May 28Truck-fleet acquisition (≈$210K, financed) modeled into the 13-week and the capital plan: DSCR would move 1.61 → ≈1.38 — still above the proposed 1.25 covenant, but it consumes the growth tranche for FY27. Framed as a decision for the Jul 14 strategic review; scope flag already in Notes & Needs.
Email · May 27Ameriquest payoff quote expires Jun 30 — refinance decision pulled ahead of expiry on the decision calendar. At ≈$2,100/mo saved, waiting past the quote costs real money.
| Pricing card | Markups 42 / 48 / 35% · 30% GM walk-away floor |
| Capital allocation | 40/40/20 after a $100K cash floor · distributions paused |
| Revenue forecast | $3.4M FY26 pipeline-weighted · $5.2M FY27 target |
| Ameriquest MCA refinance | In motion — saves ≈$2,100/mo |
| Incentive bonus plan | Approved June 1 |
What's available (Cash + collectible AR) vs what's owed (AP 91+). The gap is the financing requirement.
| Decision | Timing | Owner |
|---|---|---|
| Vendor strategy meeting — prioritize critical subs | Within 14 days | Client + Keel |
| Begin SBA Express / term-loan conversation with Grand Harbour Bank | Within 30 days | Client + Keel |
| Refinance Ameriquest MCA | 30–60 days | Client + Keel |
| Set up QBO job costing structure | 60–90 days | Keel |
| Build annual budget (FY2027) | Q3 2026 | Client + Keel |
Sequenced by urgency and dependency. Bars show timing windows; red = must-start-now, amber = within 30, green = 60-90 days out.
Modeled three scenarios against the post-JE cost base (full detail in CFO → Forecasting & Budgeting → Cash flow forecasting):
→ For the diagnostic of what happened, see the Controller tab → Insight. For the descriptive recap, see Standard Reporting → Hindsight.
7 services in this category — Bluth engagement.
8 services in this category — Bluth engagement.
5 services in this category — Bluth engagement.
8 services in this category — Bluth engagement.
7 services in this category — Bluth engagement.
6 services in this category — Bluth engagement.
6 services in this category — Bluth engagement.
6 services in this category — Bluth engagement.
7 services in this category — Bluth engagement.
6 services in this category — Bluth engagement.
Open items, missing data, decisions pending. Use Move to reassign, Mark Complete to close. Categories collapse and persist across reloads.