The Contractor OS Step 5: Financial Maturity

In this episode of Contractor Cuts, Clark and James break down Step 5 of The Contractor Operating System: Financial Maturity.

They walk through the three stages contractors go through with money:
 crawl, walk, and run.

This episode covers:

• why separating personal and business spending is step one
• how to start using QuickBooks without getting overwhelmed
• why categorizing purchases helps you actually understand your numbers
• how projections, job costing, and weekly finance time blocks change the game
• the difference between simply seeing your money, controlling your money, and predicting your money
• why hiring an accountant is helpful, but won’t replace financial leadership

If your finances feel messy, behind, or stressful, this episode is a practical roadmap for growing from basic bookkeeping into real financial control.

Struggling to grow your contracting business? The Foundations Program is designed to help contractors break free from the chaos and build a business that runs smoothly. You’ll get a customized training program, 1-on-1 coaching, and access to a full paperwork database—including contracts and the Client Engagement Agreement. Join the Foundations Program today! 🚀

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Transcript

SPEAKER_01 0:01

Welcome to Contractor Cuts, where we cover the good, the bad, and the ugly of growing a successful contracting company.

SPEAKER_00 0:13

Welcome to Contractor Cuts. My name is Clark Turner.

SPEAKER_01 0:15

And I'm James McConnell.

SPEAKER_00 0:17

Still.

SPEAKER_01 0:17

Still. Always and forever.

SPEAKER_00 0:19

Great to see you guys again this week. So today's topic financial maturity. Yes. It is so fun. Oh man. This is what everyone's been waiting for. I love it. So more money. Really, we're breaking this down into three different stages of what you should be doing as a contractor when it comes to finances. Kind of crawl, walk, and run is the way I built it as to you gotta be doing the basics.

SPEAKER_01 0:48

Hey, the Lord built it that way. That's right. Okay. Thank you. Not you. Crawl, walk, run, that's the way we all do it.

SPEAKER_00 0:54

That's true. That's true. So crawling is what you gotta be doing if you're a one-man show, no matter what. This is kind of the basics of running a company, bare minimums. Walking is gonna be, okay, I've got that stuff down. I really want to start taking ownership of my finances. Uh, and then running is hey, this is how you operate a full-fledged construction company when we're looking at at how to manage money. So today we are covering those at a kind of a higher level. Um, and let's get started. Let's do it.

SPEAKER_01 1:26

All right, go. Okay. Crawling is the Lincoln Park. Uh-huh. Uh these boots were made for walking. I don't know what her name was. Uh-huh. And then uh Megan Bush running up that hill. Perfect. Thank you.

Separate Cards And Start Tracking

QuickBooks Categories And P&L Clarity

SPEAKER_00 1:40

So the getting started with like the very basics of what you should be doing. Number one thing I've got is to start tracking our finances, I need you to have a separate credit card for your personal and your business. I want to have a credit card that's strictly for business purchases, and we don't use personal on there. And we have a personal credit card that is for yourself. But what I want to be able to do is have a credit card that I can pull and suck straight into QuickBooks. And in there, I can start identifying all of my purchases and categorizing where my money is going. Um, again, this is the basics. This is getting started. Having a business card. Now, a lot of guys use their their uh a debit card out of their bank account. That's it is what it is. If you're a Dave Ramsey person, don't want credit, okay, that's fine. But I don't want you using your personal credit card, your personal finances and intermingling them. Number one, it's gonna kill you with an audit. You can't grow that way. Number two, uh, it takes so much more time to really figure out, okay, that purchase was for that job. This purchase was for my house personally. Oh, here's where me and my wife went out to dinner, and all of a sudden your company accounts paying for all of your personal stuff, and now we have no understanding of where your dollars are coming and going from because we can't tell the difference of personal versus business. So we want that as a separate card. We want to be able to everything that we purchase on that card, it should be a business expense. So if I'm taking my wife out to dinner and we're doing a deep dive on on what we're what the year looks like for the company, great, I'm gonna pull out the company card and use it. If I'm taking my wife out to dinner for our anniversary, I'm taking my personal card out and doing it. Um but either way, we need to separate those. This allows us to in the crawl phase using QuickBooks, we're gonna suck in our credit cards and our bank accounts into QuickBooks. We're gonna tie them together and they pull right into our favorite page, the bank transactions. Transactions. Um, that page is where we're going to start defining our chart of accounts through there. And the chart of accounts is literally the categories that we are going to put our spending into, um, as well as uh really any other categorization that happens in QuickBooks. Like what? Um travel, um uh entertainment, if we're taking the team golfing, um, we have gas in there. So in your chart of accounts, um, when you're setting it up, it's adding in. So if you have a clean QuickBooks and I go and I'm driving around for my job sites and I swipe my card and it's and it's uh at BP and buy some gas. When it sucks into QuickBooks, it's gonna say BP,$89. And I'm going to open that line item and say, This was I'm gonna name the category and it's gonna pop up a box so I can create a new category, which is in my chart of accounts, and I'm gonna create gas, and I'm gonna select that's under expenses, not under cost of goods. For me, cost of goods is materials and labor spent on the job site. Um, everything else that I'm spending is gonna be an expense because it's part of the company. So insurance, it's got its own line item. I sp my in my insurance charge my bank account. I'll itemize that as my insurance payment, and that's in my expenses. Um, and once you get you can set these up as you go. You don't have to go in there and build out your whole chart of accounts. Anytime you have a charge, should this go in one of the categories I've created, or should I create a new category for it? I literally did this yesterday. I create a new category in our QuickBooks for ProStruct for a totally separate thing. We've been around for a long time, and I was like, oh, it'd be great to track this separately. Uh and the categories, all we're doing with that is so when we print out a profit and loss page, I can look at it and I can see exactly where my money's gone. And I can be like, oh wow, we've spent a lot on X. That's that doesn't look normal. What's going on? And it allows me to dive in and be like, oh wow, this is uh we a great way that we've we've used this in our in our construction company is we know how much it costs to to drive a vehicle around. Uh, we've got kind of averages per month of what a a project manager should spend. And then all of a sudden in one month our gas price doubles, and we dive in and look, and we realize, oh, this guy's filling up his gas Friday, he'd fill it up again Sunday and again Tuesday, and he didn't have any jobs running at the time. Like, what's going on? That's that's personal spending, and he's using our gas card to fill up his personal car.

SPEAKER_01 6:13

So that's when I go to his house and I find something that he values, like a trinket or a barbell or his kneecaps, and I'm like, hey, buddy, this is what's happening now.

SPEAKER_00 6:23

This is mine. So I'd I'd identifying the category that you want for everything, it it's not a lot of work. It's literally I spent I swiped my card 17 times this week. Okay, that was for materials, that was for um insurance, that was for gas.

SPEAKER_01 6:41

Let me tell you a story about a time when it was a lot of work because I didn't do it for a year. Oh, geez. And I had 1200 things to itemize. That's that's the problem. That's the problem.

Avoid Backlog Stress And Perfectionism

SPEAKER_00 6:55

Uh and to be honest, doing this the first time is going to take you a couple hours, and then after that, uh when you're at the crawl stage, you can do it once a month in 30 minutes. Yeah. Um, uh when we get to the walk stage, we're doing it weekly, and we'll talk about that in a second. But in the crawl space stage, all we need to do is say, okay, that was for this, that was for this. And that way I'm starting to lay a uh a base foundation of understanding my data of where my dollars are going.

SPEAKER_01 7:22

And and let me speak to the emotion of it. Yeah, because I'm an emotional guy. It's going to feel if you haven't been doing this, it's going to feel like you're at the bottom of a dog pile. And what you don't want to do at the bottom of a dog pile is panic because then you lose all the air in your lungs. So you need to calm down and you need to tell yourself, this isn't the end. I'm going to get out of this dog pile. And you just slowly let everybody get off your back. You might have to get on phone with QuickBooks for a couple hours and talk to some guy.

SPEAKER_00 7:55

Or your coach.

SPEAKER_01 7:56

Or your coach. And it's going to happen. You can do it. You're able to do it.

SPEAKER_00 8:00

Yeah, it it's it's it's work. It's not hard work. Once you know how to do it, it's just work. Um, it's not difficult. Uh it's just you gotta go through. And here's here's the thing. Excuse me. What did you just swallow your Yuvel? Inhaled and exhaled at the exact same time. We need uh somebody, I don't think that's possible. That's it is possible. All things are possible, you know. Uh you if you if you were categorizing, it doesn't have to be perfect. Okay, that's in like like a great example. We've got uh I do a lot of traveling for coaching. We you know, we've got a a travel line item um in our in our uh QuickBooks. And in the beginning, you just throw everything into travel. Now we've we've got subcategories. So underneath travel, we have travel accommodations, travel uh airfare, travel car rental, travel meals. Because I want to see what where each of those categories are broken. Now, now do you have to get that that in the weeds? No, absolutely not. But once you start growing in your financial maturity, then we're gonna start really getting the weeds. Um, our our annual retreat. It used to just be one line, one categorization. This is any spending on the retreat we put there. Now we have swag, I think is one like we're buying, we're buying sweatshirts and books and all this. Like we have a category underneath there of entertainment. We have a category uh annual retreat accommodations, annual retreat, and so you can really get in the in the weeds with it and get really micro so we can understand the dollars and our budgeting and what we're spending. Day one, you don't have to get there. Day one, throw everything in gas, everything and materials, everything or auto and auto. Um, yeah, there's vehicles, uh, whether you want vehicle maintenance or get vehicle gas and have those sub. It doesn't matter how you set it up. What I care about is that we can see where your dollars are going. Um, and so when we're crawling, when we're in the beginning stages, I've got a separate credit card. I'm pulling credit cards and bank statements into QuickBooks and I'm categorizing where they're going, where all my dollars are going. And I want to look at my PL once a month. Uh, in the coaching program, if you're any any of our coaching programs, whether it's you're in the growth or executive, I meet with you the first week. James and I will meet with you the very first week of the month. That's where I want you to be looking at your PL and bringing it to that meeting. I don't want to sit there and break it down unless you don't know how to do it. I want you to bring me some numbers that we're gonna look at in that meeting of what what do what profitability did you hit last month? What was your total revenue last month? What are we projecting for this coming month? Looking at those numbers to where we have a spot that we can raise a flag or really see the data of what's happening in your company. So that's number one. That's crawl. That's basics, no matter who you are. I don't care if you're out there swinging a hammer, I don't care. Any sort of company should be doing that, even outside of construction. I want you to categorize what you're spending where and know where all your dollars are going. All right, so that's crawl.

SPEAKER_01 11:10

Okay.

Job Costing And Weekly Profit Tracking

SPEAKER_00 11:10

Next step, we're gonna walk. The next step up. Okay, I've got all that, I'm doing that really well. I want to really own the data and know where where my dollars are going. I want to be financially literate, uh, not not financially uh, I want to be financially literate. Yeah. Uh I want to know what I'm doing and understand my numbers. I want to read the data and be able to use it as a guideline for my decision making. That's stepping up into walking. So, what does that look like? We are now going to start filling out, and if you're in coaching, you're probably already doing this. If you don't aren't doing this yet, it's because I'm trying to get you through the crawl stage. But we have a projections worksheet. And what that is, it lays out every single job that you are currently doing, that you're about to start doing, or that you think you're gonna land. You know, anything above a 50-50 shot of landing, we're gonna put on the projections and we're gonna project out month over month what you should be invoicing over the next four, six, eight months with the jobs that you have in your pipeline. Um, and I want you to see, I want to see, all right, March it should be 250,000. April, I got about 300,000 worth of work. June, it's down to about 100, but I've still got some jobs that I'm gonna try to land. July, it's down to about 80,000 right now. What we want to see is that pipeline getting filled and us making decisions based around those projections. So we can see the money expected coming in. Um, and not to get in the weeds, but that spreadsheet, we have two different sections where it adds up total available versus what's actually been approved and in progress. And so you can kind of see like I've got 400 grand if I can get these people to sign, but if I don't get them to sign, we're only got about 200 grand this month. Um, so we can really start identifying, hey, one of these jobs we got to land, but we can't do 400k. We don't have the capacity. So two of these jobs are gonna have to push next month if we can land them. And so we can use that and go back to the clients, and that's a sales tool. Hey, uh, I've got capacity for about one more project in April. I love it to be you, but uh, you know, it's we got to get signatures if you want to reserve our calendar. If not, it's gonna be a May to June project. Um, what's your timeline look like? That is a really strong uh approach to a client who's on the fence about signing or getting moving. Because then it's I don't want to miss out. Oh shoot. Yeah. Scarcity. It's a scarcity. Scarcity drives sales. Thanks, James. You're welcome. Uh the other part of that is even if your calendar is not full, they don't know that. Right? So it's so lie. Not lie. Yeah. No. No, no, no. Plause. It's easy to say, hey, I'm filling up my calendar for April. Do you want to get on and I want to make sure I reserve you a spot on my calendar? I might have no other jobs for April. I might maybe You are filling up your calendar. But I'm filling up my calendar right now, and yeah, I'd love to reserve you a spot on it, right? That's always the conversation with our clients. But we're looking at projections to where we're the QuickBooks that we're that we're logging is looking at what's happened in the past. It's good data to understand what's what's happened already to us. And walking is us shifting into looking at the future and what's coming, right? And so as long as we can start categorizing and looking at the past, now we're looking at projections, what's coming up next. We're looking at job costing. Um, when we're getting from crawl to walk, we're changing from just identifying this purchase at Lowe's as a material purchase. Now this is a purchase of materials for one, two, three Main Street. And we're tying every purchase to the job it was bought for. Uh, and that's where we're gonna start getting job costing down to the penny per project so we can look at profitability all the way down on the micro.

SPEAKER_01 15:44

What? It's very Nixon of you. Profitability.

One Hour Weekly Finance Block

SPEAKER_00 15:49

So I want to look at, you know, when we get into the walk stage, we're doing projections. The other thing that we start doing in this phase, and and what uh if you're a one-man show, I start doing with you, and you start doing with your employees, is we do what we call our POW tracker, uh, which is our project manager action list tracker. Uh, this is a totally different tool for the front end of making sure clients uh experience is really good uh from our company. But the backside of the tracker is every single week we're writing down the profit percentage, every single week we're writing down how much the invoice, how much I'm gonna be invoicing, the projections this week and this month. And I'm also writing down how much I've invoiced to date, uh, as well as the total of the job. So I can see on this tracker after 12 weeks, my profit started at 38%, then went to 36, then went to 32, now it's at 28, but then it jumped up to 29 because we added a line item to it. And I can see how accurate the profitability is for my project manager because I'm tracking it weekly as the profit goes up and down, uh, as well as the total revenue on the job going up and down. Um, so combining some of these trackers that we're using along with our QuickBooks and our data is really helping us to get a grasp of where our money is going and where the holes in the bucket are that are leaking out that money. Um, something else to do during this walk. Once we have all the crawling done, when we're in the walking stage, we're doing a one-hour time block each week for finances, a financial time block. Well, Clark, what do we do during that time block?

SPEAKER_01 17:30

Uh Clark, what are we doing during that time block?

Run Stage With Predictive Cash Planning

SPEAKER_00 17:33

Thanks for asking, James. During that time block, we're gonna tie every purchase to an expense or job address. Like I said, we're tying everything to the jobs. I'm gonna match my deposits and payments within QuickBooks. I'm gonna make sure that all my money going out and money coming in was accurately accounted for. Um, I'm gonna have no line items left in my bank transactions, and I'm gonna do a month and once a month, I'm gonna reconcile my bank accounts. I'm not gonna go into what that is, but you're reconciling is pretty much getting a paper copy of your statement and making sure that everything on your statement is actually in QuickBooks. And then you reconcile it, you say that's done, and it's off. So in that time block monthly weekly, we're looking at those things and you're spending an hour a week assessing those numbers, laying out your uh projections, and making sure you're all your data is accurately uh accounted for in QuickBooks and in the software. So that's walk. Once you're doing that, if you've got all of that stuff going, the next level up is run. It's gonna be using this data as this as the uh map of where we're headed as a as a company, as the decision-making filter is going through the dollars. So, what does that look like? We a, every penny is accounted for in, out, what's expected to be spent. I'm looking at projections. I'm saying, okay, in the next three weeks, we should be invoicing about$120,000. So when that comes in, I'm going to be paying off this line of credit. We're making financial decisions based around the data that we've collected from the past and the projections and expectations of the future. Um, we're doing those weekly and monthly projections on every job. We're getting it from our project managers. Hey, what are you invoicing next week? What are what's this next month invoicing look like? Hey, this month you said you're gonna hit 100K invoicing on this job. We're at 10K and we're halfway through the month. Where's that other 90 coming from? This is twofold. Well, number one, it allows me as the owner to throttle up and down the spending and the the payments and what needs to go out and what my expectations are and what money I need to hold on to that's coming in. This also holds my project managers accountable for what they said they were gonna invoice, which means if they're not invoicing it, their timelines are slipping and they're not being a good manager of that project because they're not getting things done that they were supposed to. Now, there's outlying circumstances. It rained and we couldn't paint the outside of that house for a full week. That slowed us down. Well, are you looking at your job and saying, hey, we're gonna pause on the exterior? Why don't we shift the painters to the inside and get that done, even though we wanted to do that in a couple weeks? Right. And so that's that's what a project manager does. How do we get this done quicker?

SPEAKER_01 20:17

Or like we're doing uh footers for an exterior deck and we're supposed to have rain coming in. Well, that's uh problematic because you can't have the holes filling up with water and guys working in the rain. But maybe we could set up a tent, like a tarp off the roof, and have a space. And we don't lose a week and we keep the project moving. Like that's that's a win-win. Clients gonna love that, your crews are gonna love that, we're all gonna love that.

Why An Accountant Is Not A CFO

SPEAKER_00 20:43

And the only way to do that is not fig waking up this morning figuring out what we're gonna do on the job today. Yeah, it is like we talked about the the other week, building out a calendar, having time spent looking at what's coming up uh on the project. But also, I know my boss, I told him that we're gonna be invoicing 80 this year this month on this job. I gotta figure how to get that done. So let me look at the Gantt chart of setup. Okay, what else can I move around on here? What can I, ooh, what if we set up a tarp at that house? I know it's supposed to rain starting Monday over there. We're gonna get over there uh late on Sunday, get tarp set up, really get it dried out to where we can keep going. Okay, let me, and you're pulling those triggers ahead of time because you're game planning for the job. Um, but that the accountability of what I projected and promised my manager is now he's using, I know that he's using this to make decisions for the company. And so my responsibility as an employee here is to get that invoicing done. So there's that accountability on them, as well as if I'm asking my project manager on our pound meetings every Friday to bring me projections for next week, he has to be looking at his Gantt chart this week for next week. He has to be knowing, okay, I should build invoice this, this, and this if we do it. And I should be sending an invoice this week for what I'm doing next week. So, James, yeah, I'm invoiced 10 grand for next week. The following week, we should invoice about 20 grand because if you look at the Gantt chart, this is gonna happen and this should be done. That is a healthy project manager, whether it's you or the guys that are working for you, is being able to project that stuff and look at it. So that's that's where we're running because I'm taking that data and I'm putting it in what we call our general manager accounting worksheet. Um, the GM worksheet is something that is next level and it's really good once you bring on an office manager. This worksheet shows every bill that goes out weekly or every bill that you have and what weeks they're due and when they go out. It shows how much money's in the account, and then you have your projections that you put in how much money's coming in. And so as they come in, it goes from a projection to it in the bank, and you switch it over to another column, and then it does all the math for you and says, Hey, at the end of this week, if you collect all that money, you'll have eighty two eighty three thousand dollars left in the bank. At the end of this week, if you collect all that money, you'll have negative$10,000 in the bank. Okay, crap, that's not good. Where are we going to shift that money? So when we're in this position, when we're running, we're looking at a weekly understanding of the dollars, and I'm playing for the next two weeks. Hey, we got some extra cash this week. Why don't we go ahead and pay down that Home Depot line of credit? What if we go ahead and make a deposit on those cabinets that we know are coming up in two weeks? Why don't we just go and so I can start making game plans around the dollars for the next few weeks based on what's happening this week? Because I've got your projections and I've got the bills going out. Sounds really complicated. It isn't. It's just getting there. It's it's the baby steps to get there. We're using the accounting worksheet. I've got my projections worksheet. I've got my pals that are pulling all that money together for it. Um, and now at this point, I should be tracking my gross profit, my gross profit percentage, and my net profit and my net profit percentage. Those are very important numbers when you're running a full when you're at the run spot of dollars. When I'm looking at every single job proactively, I should be able to track my gross versus my net, my profit percentage and total rev on each of those. Um, and again, if what I'm saying fit sounds like Latin to you, that's okay. We can get you there. It's taking these steps. This is kind of the advanced version. But where we need to get is tracking all of those things. Uh, and then also like forward-looking cash planning. We're being predictive, not reactive. If you're doing all of that stuff, you are going to be in a very safe zone. We're gonna see issues coming. We've we've we've had times where it's like, hey, if we don't sell more jobs in three months from now, we're gonna be in a world of pain. What's going on? How are we doing this? And we should be thinking that way. If you're looking up saying, I wonder if I'm gonna have anything for Monday, it's too late. It's too late at that point. Um, those are kind of the three stages. The uh one one statement I put on here is crawl means you can see the money of what's happened. Walk means you can control the money, and run means you can predict the money, right? Like that. Those are those are kind of the three different levels of like I could see where my money went. That's I'm categorizing everything. I can kind of there's a trail that's organized of what happened, and I can adjust the future by looking at my data of what's happened. Walking is I'm controlling the money, I can see the data and I'm figuring out what's coming. Uh, and then running is I can predict what's gonna happen because of all of the stuff that I've planned out and I and I'm really owning. Um, those are kind of our main three categories of this. Um, as you're growing maturity-wise, one question that I that I always like to answer here is everyone's like, well, I've got an I'll just hire an accountant, they're gonna organize my QuickBooks, they just handle that for me. Clark, can I just hire an accountant? Thanks, James. Great, great question. This guy here. Um, accountants assist in the busy work. And so there is a spot for an accountant in your company. You are hiring an accountant, not a CFO. And what you uh what most guys do is they say, I hired an accountant. Well, what does your QuickBooks look like? I don't know. They just make sure I don't get dinged with my taxes. Great. That is kind of before crawl, that is laying on your belly as a baby, like you're not even crawling yet because you're just being uh paying your taxes and making sure you're not getting hurt by that. What I want an accountant to do is once I get to the the the walk stage and getting into the run stage, is they can be the person doing data entry for me sometimes. They can be helping me pull some reports and look at things. They can't run my finances. That's like saying, you know, uh the difference of these two is if you look at any large company, there's a CFO, the the chief financial officer, and they've got a whole bullpen of accountants. The accountants are pulling the data together, the CFO is making decisions around that data. And if you don't know how that data is gathered or where it's coming from or where it's going, you can't make any decisions for your company. You're hiring an accountant to run your company and make decisions for your financial future. And so an accountant is great. It's not the the solve. It's not how you fix your finances. You need to understand QuickBooks, you need to have an understanding of how your finances flow. You need to be able to predict stuff, you need to know what your profit percentages are. And all of this stuff is overwhelming for most guys coming in. It's not, it's one step at a time. Just do these steps that we've laid out. It's getting to the next stage, buying more time because we're now getting more and more out of the field and more and more into the office to manage the company. And getting into that position allows us to do a lot more of this tracking, a lot more of the understanding and the and putting in the safety measures to make sure that we're financially moving forward and not 12 months later in the exact same position we were today. All right. Anything to add to that? Don't look at me like that.

SPEAKER_01 28:03

No, no, you nailed it. Uh that's exactly what I was gonna say.

SPEAKER_00 28:07

I think I think one thing that I would say is someone like, I'm just not good with computers, I don't like QuickBooks, I don't know how to do that sort of thing. I'm not good with math or whatever it is. James learned QuickBooks. That's a great way to put it. And it's a really fair way to put it. If James can learn QuickBooks, anyone can learn QuickBooks.

SPEAKER_01 28:26

Anyone can learn QuickBooks.

SPEAKER_00 28:27

Uh and and here's the thing. When you get in, and I was talking about this yesterday with someone, they're like, uh, they're just learning QuickBooks, and like, there is just, I gotta get a PhD to under like it. There is so much to learn in this. And I and what I say is, we don't I need you to learn about 3% of QuickBooks. And let me show you in coaching what that is because you're looking at all the buttons.

SPEAKER_01 28:49

Yes, yes, and it's like you don't need 80% of these buttons, if not more.

SPEAKER_00 28:54

Like QuickBooks is built to run every company that's on the planet uh as a back-end accounting software for them. And not a sponsor, not a sponsor, actually. Yeah, we resell it. Um sponsor, sponsor, but because of that, it's so robust that like literally 95% of it you don't use. So what we do, and Pro Shuck360, our software manages your QuickBooks for you. So when you put a client in and it's an invoice in our software, it creates a client in your QuickBooks, push the invoice over there, and once they make a payment, it goes there, matches up everything. All you do is say, Yep, that payment's for that invoice. Correct. It manages everything for you. So once you come into our our ecosystem with the software connected to QuickBooks and you're in coaching, and we're helping you uh really kind of go through all of this stuff, you're doing like I said on here. I'm pulling my I show up, I go to my bank transactions and I'm tying my spending to jobs. Prostruct 360 goes into your QuickBooks and pulls all of that data into our software and job costs on the job card for you. So you can see the materials you spend on every job, where you spent it, how much you've budgeted versus how much you've spent, if you've got overages, all of that happens in our software. So it's really not a lot of thinking. You got to understand how what a PL looks like, how to categorize expenses, and how to tie those to those categories. That's it. That's all you got to do. From there, it's it let an accountant handle it. That that's a great time once you understand that stuff to pass it to an accountant to really do your taxes and make sure that everything's clean and working well. But it is not difficult. It just feels so overwhelming because QuickBooks is so robust. Yeah, it's not, it's not. Let us help you with that. If you're coming in into coaching, uh, we'll spend some time. I, you know, until you understand it and the connection, we're there for you, helping you help make sure you understand what you should and shouldn't be doing in it. So that's it. That's our financial maturity. Um, if you have any questions or want our help with anything or want us to look at your numbers or anything else, hop on a free uh phone call. If you go to contractorcuts.com, you can set up on my calendar a phone call with me. Uh I'd love to hear about your company, what you're doing, if you're interested in any sort of coaching or help. Pro Shook 360. The 360 is about a la carte services. We help everywhere uh in your company, from software to coaching to paperwork to anything that you need help with, we're here for you. We do hiring with guys, we we go through the process of helping them identify the right project managers and training them and bringing them on and and best practices of that. Like there's a every aspect of construction companies we support. And so we if you have any sort of needs, hit us up. Let's talk about what you're looking for and see if we can help you with that uh and build your company to the next level. All right, James, thanks for joining us this week. Yeah, no problem. All right, yeah, we'll talk to you next week. Bye. Bye.