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Generated · batch c4ca35a1Aug 24, 6:09 AM
ApprovedAug 24, 7:35 AM
Scheduled (drip) · scheduled for Tue 22 Sep · 10:30 ET (16:30 your time)Aug 24, 3:01 PM
Flagged needs attention · schedule push failed (facebook): Headers.append: "Bearer pit-b1c1f5bb-b700-4906-b837-8c2ac0bc3dcb GHL_LINKEDIN_ACCOUNT_ID="69382c7f47d22db73c1d724d_EsFCoMOAjY24QbiT2fnP_-xDYVYqqRr_profile" is an invalid header value.Aug 24, 3:02 PM
Flagged needs attention · blocked: parent package not in an approved+scheduled state at push timeAug 24, 3:02 PM
Flagged needs attention · blocked: parent package not in an approved+scheduled state at push timeAug 24, 3:02 PM

LinkedIn caption

Your backlog isn't your business. Your margin is.

Most GCs walk into their banker's office with eight or nine months of work on the books and wonder why the conversation still feels uncomfortable.

The banker isn't counting your projects. He's reading your net margins. And five to six percent on a full schedule is not a growth story. It's a warning sign.

Here's the paradox nobody wants to say out loud:

You won the work. You staffed it. You're delivering it. And you're still broke.

Not revenue-broke. Cash-broke. Margin-broke. The kind of broke that doesn't show up until the job closes and the numbers come in thin and you're already two projects deep into the next cycle.

Busy is not profitable. Busy is a cost structure that scaled faster than your gross margin did.

We say "full backlog." They hear "healthy business."
We mean "we haven't fixed our change-order process, our buyout discipline, or our pre-construction risk review yet."

A backlog is not a business. It is a list of commitments you have not yet priced the risk out of.

The invisible mistake most firms are making right now: optimizing for revenue growth when the actual constraint is project-level profitability. More work at the same margin is just more exposure.

The question that actually matters at your next leadership meeting is not "how do we win more work."

It's: if your net margin stayed flat while your volume doubled over the last three years, which part of your delivery model is the real problem and what would it cost you to actually fix it?

#constructionbusiness #generalcontractor #margins

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status: needs attention