Know the multiplier you actually earn, by project and by client.

What you'll know every month

Daniel Dyson, Founder

Illustrative example (hypothetical numbers, not a client result): on $800,000 of direct labor, a 2.6 multiplier earns about $2.08M of net revenue, and a 3.0 earns about $2.4M. That's a $320,000 difference, before any change in hours.

Whether a gap like that exists at your firm, and how much of it is recoverable, is what we measure first.

Lump-sum projects are where margin goes quietly missing. Scope grows, hours run over, and nobody sees it until the project closes.

Tracking hours and cost against the fee while the project runs means you see an overrun while there's still time to manage it, and you price the next one with what you learned.

If you bid NCDOT, SCDOT or VDOT projects with federal money, your overhead rate shapes what you can bill on every one of them, and the rules behind it are stricter than anything your tax return asks for.

I know where those rules tend to trip up small firms, from how costs are tracked to how owner pay is set. My job is to help you walk that line: stay compliant, keep the numbers accurate, and keep the firm's best interest in view when deciding how to track it all. The audit itself is performed by an independent accounting firm.