Four merchant cash advances gone, gross profit 5% to 33%
A civil subcontractor did everything right to grow and nearly finished the business doing it.
What it looked like from the owner's chair
By the time we came in there were four merchant cash advances stacked on top of each other, overhead at 32% and gross profit at 5%. He was paying lenders before he could pay himself. Every one of those advances had been a reasonable decision on the day it was signed.
What was actually happening
Five percent gross profit means the jobs themselves weren't funding the business, and 32% overhead means the company built to run them was twice the size the revenue could support. Those two numbers together produce a shortfall every single month, and a merchant cash advance is the fastest way to cover a monthly shortfall. Then the payments become part of the shortfall. That is the loop, and you can't sell your way out of it because more volume at 5% gross makes it worse.
This is a known failure and it has a page of its own, with what it costs and how to size it in your business.
The work
We restructured overhead, rebuilt job costing from the ground up so the gross profit number meant something at the job level, and went after $245,000 of uncollected receivables systematically rather than opportunistically. The sequence is the point. The collections funded the runway, the job costing made the pricing defensible, and the overhead cut made the arithmetic work.
The result
$245,000 collected. All four merchant cash advances eliminated. Overhead came down from 32% to 15%, gross profit went from 5% to 33%, and the business is on track to be completely debt-free in 2026.
Other contractors with the same problem
All 14 are on one page, filterable by which step did the work.
What owners ask about this one
What was actually wrong?
Five percent gross profit means the jobs themselves weren't funding the business, and 32% overhead means the company built to run them was twice the size the revenue could support. Those two numbers together produce a shortfall every single month, and a merchant cash advance is the fastest way to cover a monthly shortfall. Then the payments become part of the shortfall. That is the loop, and you can't sell your way out of it because more volume at 5% gross makes it worse.
What did you change?
We restructured overhead, rebuilt job costing from the ground up so the gross profit number meant something at the job level, and went after $245,000 of uncollected receivables systematically rather than opportunistically. The sequence is the point. The collections funded the runway, the job costing made the pricing defensible, and the overhead cut made the arithmetic work.
How long did it take?
On track to have no debt in 2026. That is the time to the result on this page, not to the last piece of the install.
Which part of the system did it?
step 01, job cost structure, step 03, overhead calculation and step 07, monthly cadence. Installed in dependency order, which is the same order every client gets, because a step that reads from a number the one before it never established produces output that looks finished and isn't.
Do these figures apply to every civil contractor?
No. This is one company at $1M–$5M and the numbers are its own. What generalizes is the mechanism, not the magnitude. The published civil benchmarks across all 7 revenue bands are on its trade page, and those are the figures to measure yourself against.
Wrote CONTROL, the 8 step system behind these figures. More about the author.