Disruption

Disruption

Disruption Thomas C Schleifer, Ph.D. For the past eight weeks we have been focusing on managing under disorderly market conditions. The feedback I have been getting from industry leaders is that they believe this current disorderly market is a temporary phenomenon...
No Guesses – No Surprises, Number Two

No Guesses – No Surprises, Number Two

No Guesses – No Surprises, Number Two Dr Thomas C Schleifer Last week we looked at how a construction CFO crafts a cash flow plan, project by project. A cash flow plan is also an essential part of a construction company’s mid-term (six months to a year)...
SURPRISE We’ve Run Out of Money

SURPRISE We’ve Run Out of Money

SURPRISE We’ve Run Out of Money! What surprised me most over the many years my consultancy finished hundreds of jobs for sureties after contractors had failed mid-project was how many contractors were surprised when they ran out of money. Most of them believed...
Capacity

Capacity

Capacity Public financial markets value companies based on their ability to earn money into the future. Financial analysts apply a multiple to the current proven earnings of a given publicly traded company in an attempt to accurately predict the value of future...
Right Sizing

Right Sizing

Right Sizing Construction firms grow organically. The start-up contractor hires help as he or she goes along adding overhead as needed to handle the expanding workload.  In other words, they are “backfilling” after the work comes in. This is organic growth...
Planning IS Managing

Planning IS Managing

Planning IS Managing Managing a construction company is like steering a 1000-foot container ship. It takes a long time for adjustments at the helm to alter the direction of the bow. There is a lag between deciding to change course and the ship changing direction. It...