Financial Management · Cash Flow Control · Construction · Brisbane
If cash is landing later than the job is consuming it, the business gets forced into bad decisions. This work is about getting back in front of that.
We focus on cash flow forecasting, working capital control, funding fit, and the contract mechanics that affect when you get paid.
If two or more of these are happening, cash pressure is already building. The value is getting visibility early enough to choose the response.
You need warning weeks before the bank or cash position forces decisions.
You need to see what is converting to cash, what is stuck, and why.
You need exposure and likely release timing tracked across the portfolio.
Your forecast must reflect payment behaviour, not the contract schedule.
The Strategy Session confirms fit and defines the work. If we proceed, the engagement focuses on getting visibility early, tightening controls, and protecting headroom.
This is built so a director can run it weekly. You leave with clarity, control points, and a cadence you can keep.
The goal is simple: see the next pressure points early, then put control points around the cash path so you’re not guessing.
Project mix, claim cycle, retention settings, facilities, and the next 8–16 weeks of commitments and expected receipts.
Where approvals slow down, where claims drift, and where cash conversion breaks down in practice.
Receipts, retentions, and headroom mapped so pinch points are visible early.
Claims discipline, collections cadence, retention tracking, and commitment sequencing tightened.
Facilities reviewed against forecast reality so you can protect flexibility.
A simple cadence: what to review, when, and what triggers escalation.
Most cash issues come from a small set of repeatable drivers. This work focuses on the drivers that move liquidity in real construction businesses.
Cash pressure usually comes from the gap between doing the work and getting paid for it. That gap grows when approvals slow, retentions build, and WIP doesn’t convert on time.
Working capital control is where choices come from. Tight claims, clean collections, visible retentions, and a weekly rhythm stops the drift.
Forecasting needs to follow your claim cycle and payment reality. The output must be usable, not theoretical.
Funding needs to fit the job mix and the cash cycle. A facility that worked last year can become restrictive fast when projects overlap or approvals slow down.
This usually means bank facility letters, loan agreements, security documents (including General Security Agreements), director guarantees, plus covenants, cross-defaults, and acceleration triggers.
Cash tightens faster when recoveries slip and costs are committed early. We look at where margins compress and where the job becomes cash heavy.
If contract mechanics are holding cash back, the financial work and the legal position need to line up.
Payment terms, certification steps, variation mechanisms and retention clauses affect timing, leverage, and recovery position. Where contractual rights and enforcement strategy are material, Rachelle Hare can assist.
These services provide business advisory support focused on cash visibility, working capital control and financial structure.
They do not include financial product advice. They do not include insolvency advice or formal restructuring advice under the Small Business Restructuring regime.
Financial Management and Cash Flow Control for construction covers cash flow forecasting, working capital control, funding alignment, profitability and efficiency drivers, and finance agreement review, with attention to claims, WIP conversion and retentions.
Construction businesses feel cash pressure when claims are delayed, retentions accumulate, WIP builds faster than billing, and facilities tighten during delivery, even if the project margin looks acceptable in the accounts.
This work focuses on forecasting and working capital control. Insolvency advice and formal Small Business Restructuring advice are separate specialist areas.
Contract terms can materially affect when cash is received through payment schedules, certification steps, variation mechanisms, retention structures and enforcement leverage, particularly when approvals slow or payment behaviour changes.
Start with the Strategy Session. If there’s a fit, we scope and deliver the work after that.
