Most trade businesses can tell you their turnover and almost none can tell you which work is worth taking. Job costing closes that gap by comparing what you quoted against what the job actually consumed — the hours clocked, the materials bought, the expenses logged — and it does it as the job runs rather than at the end of the year.
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Live, not retrospective
Costs land as hours are clocked and materials are received.
Alerts before the loss
A job crossing its budget tells you while you can still act on it.
By job, crew and customer
The three cuts that change what work you take next.
Every job carries what you priced it at and what it has cost so far. No spreadsheet, no month-end exercise — the comparison exists because the hours and the purchases were already recorded against the job.
A job that is going wrong is worth knowing about on day three, not at final invoice. Profitability alerts watch the margin against the budget and say something while there is still a decision to make.
Once several jobs have been costed the pattern is usually blunt: one kind of work carries the business and another has been quietly subsidised. That is a pricing decision you can only make with the numbers in front of you.
Profit and cash are different problems. Alongside costing, the forecast shows what is owed to you, what you owe, and what that means for the weeks ahead.
No. Job costing reads what is already there — the hours your crew clocked, the purchase orders you raised, the supplier bills and the expenses. Entering it a second time is the thing this replaces.
Yes, and that is the point. Costs accumulate against the job as they happen, so the margin is visible while the work is running rather than after the final invoice.
Direct costs — labour, materials, expenses — come in automatically. Overhead is applied through your own rates, so the figure reflects what the business actually has to cover rather than just what the job consumed.
Fourteen days, no card. Put one live job through it and see.