Scottsdale Builders: The "Day Cost" Formula That Shows Exactly What Every Project Day Costs Your Business

You just landed a $340,000 custom home project in North Scottsdale. Your estimate shows 28% gross margin—a healthy profit that should net you $95,200. Four months later, the project wraps up two weeks late. Final numbers? You made $43,000, less than half your projected profit.

What happened? The answer lies in a number most Scottsdale contractors never calculate: their daily operational cost. Every single day your business operates—whether you're billing $15,000 or $0—costs a specific dollar amount. For many Scottsdale builders, that number hovers around $1,875 per day. Miss your schedule by two weeks, and you've burned through $26,250 in overhead that generates zero corresponding revenue.

This comprehensive guide reveals the "Day Cost" formula that transforms how Scottsdale contractors understand profitability, make bidding decisions, and manage project timelines. More importantly, you'll learn the implementation roadmap that connects this simple metric to every critical business decision you make.

The Eye-Opening Reality Most Scottsdale Contractors Never Discover

Walk through any job site in Paradise Valley, DC Ranch, or Silverleaf, and you'll find contractors who can tell you their gross margin percentage, their average project size, even their revenue per employee. Ask them their daily operational cost, and you'll get blank stares.

This ignorance is expensive. Consider what happened to a Scottsdale-based luxury remodeling contractor we worked with—we'll call them Desert Renovations. They built a reputation for high-end kitchen and bathroom remodels averaging $175,000 per project. Their owner was proud of maintaining 32% gross margins, well above industry averages.

When we implemented proper construction accounting with day-cost analysis, reality hit hard. Desert Renovations had $684,000 in annual overhead costs—office staff, rent for their Scottsdale showroom, vehicles, insurance, equipment, marketing, and dozens of other expenses that occurred regardless of project activity.

Dividing by 240 actual working days revealed their day cost: $2,850. Every single day, whether they generated revenue or not, cost $2,850 to operate.

Here's where it got painful. Their average project took 32 days to complete, meaning each carried $91,200 in overhead burden ($2,850 × 32 days). But their estimating only allocated 18% for overhead—$31,500 on a $175,000 project. They were systematically underbilling overhead by $59,700 per project, completely erasing what looked like healthy gross margins.

The owner's reaction: "I just thought we made 30%. I had no idea which jobs were profitable and which ones weren't."

This pattern repeats across Scottsdale construction. Contractors track revenue and direct costs religiously but treat overhead as an abstract percentage rather than a concrete daily expense. The result? Profitable-looking projects that destroy margins, schedule delays that silently drain profits, and business owners working harder every year while their bank accounts fail to reflect that effort.

Why Overhead Percentages Lie (And Day Costs Tell the Truth)

Traditional overhead allocation uses percentages of revenue or labor costs. A contractor might allocate 18% for overhead based on historical averages, applying this percentage uniformly across all projects regardless of actual resource consumption.

This approach fails for construction because it ignores the fundamental reality: your overhead costs accrue daily whether you're generating revenue or not.

Consider two hypothetical projects:

Project A: $200,000 custom home addition in Troon, 25 days duration
Project B: $200,000 commercial tenant improvement in Old Town Scottsdale, 40 days duration

Using traditional 18% overhead allocation, both projects carry $36,000 overhead burden. But if your day cost is $1,875, the actual overhead costs are:

Project A: $46,875 (25 days × $1,875)
Project B: $75,000 (40 days × $1,875)

Project A is underbilled by $10,875. Project B is underbilled by a catastrophic $39,000. Yet both looked identical under percentage-based allocation.

This explains why contractors pursuing higher-revenue, longer-duration projects often discover they're less profitable than shorter, smaller work—despite seemingly attractive gross margins. The day cost reveals what percentage-based systems hide: time is money in the most literal sense possible.

Calculating Your Actual Daily Operational Cost

The day cost formula is deceptively simple, but implementation requires discipline. Here's the systematic approach Scottsdale contractors should follow:

Step 1: Categorize Your Total Overhead

Start by listing every business expense that isn't directly billable to specific projects. For most Scottsdale builders, this includes:

Personnel Overhead

Office manager salary and benefits: $68,000 annually
Bookkeeper (part-time): $28,000 annually
Project coordinator: $52,000 annually
Your own salary as owner (if taking S-Corp salary): $85,000 annually
Payroll taxes and benefits for all overhead staff: $42,000 annually

Facility Costs

Office/shop rent (Scottsdale locations run $2,500-$5,000 monthly): $42,000 annually
Utilities (electricity, water, internet, phones): $12,000 annually
Property insurance: $8,500 annually
Security and alarm monitoring: $1,800 annually

Vehicle and Equipment Overhead

Company vehicle payments/depreciation: $24,000 annually
Vehicle insurance: $9,600 annually
Fuel, maintenance, repairs: $8,400 annually
Shop equipment and tools: $12,000 annually
Equipment maintenance and repairs: $6,500 annually

Business Operations

General liability insurance: $18,000 annually
Professional development and licensing: $4,200 annually
Accounting and legal fees: $22,000 annually
Marketing and advertising: $36,000 annually
Office supplies and miscellaneous: $8,000 annually
Software subscriptions (QuickBooks, estimating, project management): $6,000 annually

Total Annual Overhead: $494,000

This represents the amount your Scottsdale construction business spends every year regardless of how many projects you complete or revenue you generate. It's the cost of being in business.

Step 2: Calculate Working Days

Don't make the amateur mistake of dividing by 365 days. Your business doesn't operate 365 days yearly. Calculate actual working days:

Total days in year: 365
Weekends (52 × 2): -104 days
Federal holidays: -10 days
Your vacation/personal days: -15 days
Days between Christmas and New Year when little work happens: -3 days
Additional slow days (weather, client delays, etc.): -8 days

Actual Working Days: 225 days

Some Scottsdale contractors work slightly more (240-250 days), others slightly less (200-220 days), depending on business model and seasonality. Calculate your realistic working days honestly—undercounting inflates your day cost artificially while overcounting understates the true burden.

Step 3: Calculate Your Day Cost

Take total annual overhead and divide by actual working days:

Day Cost = $494,000 ÷ 225 days = $2,196 per day

This is your business's daily burn rate. Every single day—productive or not, billable or not—costs $2,196 to operate. Rain delays, permit hold-ups, client indecision, material delivery problems, and schedule inefficiencies all cost $2,196 daily.

Understanding this number transforms decision-making immediately. Suddenly, schedule discipline becomes a profit priority. Efficient project sequencing matters enormously. Bidding projects with realistic timelines becomes non-negotiable. The vague notion of "we should be more efficient" transforms into "every wasted day costs $2,196."

Step 4: Add Variable Overhead Components

Some contractors refine day cost calculations by adding variable components that fluctuate with business volume. This might include:

Additional temporary labor during busy periods
Increased equipment rentals when multiple projects run simultaneously
Elevated marketing spending during growth phases
Overtime costs for office staff during peak activity

For simplicity, most Scottsdale contractors begin with fixed overhead calculations and later refine with variable components as their sophistication grows. The important thing is starting with a realistic baseline number.

Allocating Day Costs to Projects: Creating True Profitability Pictures

Calculating your day cost means nothing if you don't incorporate it into project analysis. Here's how to implement day-cost-based overhead allocation that reveals true profitability:

Project Duration Tracking Protocols

Accurate day cost allocation requires honest project duration measurement. Don't just track from first crew arrival to final punch list. Include:

Pre-Construction Periods

Permitting time while project consumes estimating and management resources
Material procurement and delivery coordination
Subcontractor scheduling and coordination

Construction Periods

Active work days (obvious)
Weather delays when crew stands idle but management still invests time
Material delay days when the project occupies schedule slots preventing other work
Client-caused delays that tie up project management attention

Post-Construction Periods

Punch list correction time
Final inspection coordination
Warranty callback periods requiring management attention

A $240,000 Scottsdale custom pool installation might involve 35 days of active construction, but total project duration spanning 52 days when pre- and post-construction periods are included. Using the shorter duration undercounts true overhead burden by $37,332 (17 days × $2,196).

Creating Day-Cost-Based Project P&Ls

Standard project profit and loss statements show revenue, direct costs, and gross margin. Day-cost-enhanced P&Ls show the complete profitability picture:

Standard Project P&L (Incomplete Picture)

Contract Revenue: $240,000
Direct Labor: $78,000
Direct Materials: $92,000
Subcontractors: $28,000
Total Direct Costs: $198,000
Gross Margin: $42,000 (17.5%)

This looks profitable. But add day cost allocation:

Day-Cost-Enhanced Project P&L (Complete Picture)

Contract Revenue: $240,000
Direct Labor: $78,000
Direct Materials: $92,000
Subcontractors: $28,000
Total Direct Costs: $198,000
Overhead (52 days × $2,196): $114,192
Total Project Cost: $312,192
Net Margin: -$72,192 (LOSS)

The "profitable" project actually lost $72,192. Without day cost allocation, this reality stays hidden until year-end when the owner wonders why a busy year with healthy gross margins produced disappointing profits.

Minimum Revenue Thresholds for Project Acceptance

Day cost calculation enables establishing minimum daily revenue thresholds for project acceptance. This transforms bidding from art to science.

If your day cost is $2,196 and you want minimum 15% net profit after all costs, your minimum daily revenue threshold calculation:

Day Cost: $2,196
Desired Net Margin: 15%
Required Daily Revenue Before Margin: $2,196 ÷ (1 - 0.15) = $2,583
Add Net Margin: $2,583 + ($2,583 × 0.15) = $2,970

Minimum Daily Revenue: $2,970

Any project generating less than $2,970 daily revenue fails to cover overhead plus minimum acceptable profit. This creates go/no-go bid criteria based on data rather than gut feel.

That 52-day pool project needed $154,440 minimum revenue to hit thresholds ($2,970 × 52 days). Actual contract of $240,000 significantly exceeds minimums, but only if duration stays at 52 days. Stretch to 70 days, and minimum revenue climbs to $207,900—suddenly the $240,000 contract offers much thinner margins.

Real-World Applications: How Day Cost Changes Everything

Understanding day cost transforms dozens of daily decisions. Here are specific applications Scottsdale contractors implement immediately:

Schedule Management Becomes Profit Priority

Before day cost awareness, schedule delays were inconvenient. After day cost awareness, schedule delays have precise price tags.

A three-day permit delay costs $6,588 ($2,196 × 3 days). A one-week material delivery delay costs $15,372 ($2,196 × 7 days). A two-week punch list extension costs $30,744 ($2,196 × 14 days).

These numbers transform contractor behavior. You start:

Aggressively managing the critical path on every project
Investing in permit expediting services that cost $1,500 but prevent $6,588 in delay costs
Paying premium shipping to avoid $15,372 in schedule slippage
Implementing rigorous change order processes preventing scope creep that extends timelines
Building strong subcontractor relationships that prioritize your schedule

Schedule discipline evolves from "nice to have" to "essential for profitability."

Project Sequencing Optimization

Day cost awareness reveals that project sequencing decisions have enormous profit implications. Consider these scenarios:

Scenario A: Accept a $180,000 project starting immediately, 35-day duration
Scenario B: Wait two weeks for a $280,000 project, 42-day duration

Scenario A Analysis:

Revenue: $180,000
Duration: 35 days
Revenue Per Day: $5,143
Covers day cost of $2,196? YES ($2,947 contribution daily)
Waiting Period Losses: $0
Total Project Contribution: $103,145

Scenario B Analysis:

Revenue: $280,000
Duration: 42 days
Revenue Per Day: $6,667
Covers day cost of $2,196? YES ($4,471 contribution daily)
Waiting Period Losses: $30,744 (14 days × $2,196)
Total Project Contribution: $157,238

Scenario B generates more total contribution despite the waiting period—but only by $54,093. If the waiting period extends to three weeks, Scenario A becomes superior. Day cost analysis enables quantifying these tradeoffs precisely rather than guessing.

Bidding Strategy Refinement

Day cost calculations improve bidding sophistication dramatically. For every proposal, Scottsdale contractors should now estimate realistic project duration and calculate overhead burden accordingly:

Short-Duration Premium Work: A $45,000 bathroom remodel completing in 12 days carries $26,352 overhead burden ($2,196 × 12 days). Revenue significantly exceeds daily minimums, making this highly profitable work worth aggressive pursuit.

Long-Duration Value Work: A $520,000 custom home build taking 140 days carries $307,440 overhead burden ($2,196 × 140 days). Revenue per day ($3,714) barely exceeds minimum thresholds ($2,970), leaving minimal margin for error. Approach cautiously or increase pricing.

This analysis explains why many Scottsdale contractors discover smaller, shorter projects actually generate better profitability than larger, longer work—despite lower revenue and less prestige. Day cost per day reveals what aggregate numbers hide.

Cash Flow Projection Enhancement

Day cost awareness improves cash flow forecasting significantly. Traditional projections focus on when receivables arrive. Day cost projections add the critical overhead burn rate:

30-Day Cash Flow Forecast:

Beginning Cash: $87,000
Expected Receivables: $145,000
Direct Project Costs: $98,000
Overhead Burn (30 days × $2,196): $65,880
Ending Cash: $68,120

This immediately reveals that while receivables exceed costs, overhead consumption means ending cash declines. Without day cost visibility, contractors assume positive cash flow from operations but mysteriously watch balances decrease.

During slow periods, day cost visibility becomes critical. If you have zero revenue for two weeks, you'll consume $30,744 in overhead. Do you have sufficient reserves? If not, what actions need to happen immediately—accelerate collections, secure bridge financing, accept suboptimal work to generate cash flow?

The Psychological Transformation Day Cost Creates

Beyond mechanical applications, day cost awareness creates a profound psychological shift in how Scottsdale contractors view their businesses. This mental transformation often proves as valuable as the financial improvements.

From Revenue Focus to Efficiency Focus

Many contractors chase revenue growth as the primary success metric. Bigger projects, more work, higher revenue numbers. Day cost awareness shifts focus to efficiency.

A $600,000 annual revenue contractor with $2,196 day cost and 225 working days has potential daily revenue capacity of $2,667 ($600,000 ÷ 225). But they're consuming $2,196 in overhead daily, leaving just $471 daily contribution toward profit and direct costs—before considering actual direct project expenses.

The question transforms from "How do I get more revenue?" to "How do I maximize revenue per day while minimizing days required per project?" This shift drives operational excellence, process improvement, and systematic efficiency gains that compound over time.

From Busy-ness to Profitability

Day cost awareness reveals the dangerous trap of busy-ness masquerading as business health. A contractor landing six projects monthly, keeping three crews constantly occupied, turning down additional work—this feels successful.

But if those six projects each take 15% longer than estimated, consuming an extra $49,410 monthly in overhead (225 extra annual days × $2,196), the busy contractor generates $593,000 in annual overhead waste that completely erodes profits.

Day cost clarity enables distinguishing between productive activity generating appropriate returns and wheel-spinning activity that merely consumes resources. Busy contractors often achieve mediocre results. Efficient contractors build wealth.

From Hope to Confidence

Perhaps most valuable is the confidence that comes from truly understanding your numbers. When you lose a bid to a competitor $25,000 lower, day cost analysis reveals whether they're working for free or you overpriced.

When unexpected expenses hit a project, you know immediately whether overall profitability survives or evaporates. When considering growth investments—additional crews, new equipment, expanded marketing—you can model the impact on day cost and revenue requirements precisely.

This confidence transforms decision-making from hopeful guessing to data-driven strategy. The mental relief Scottsdale contractors experience when they finally understand their true economics is profound.

Integration with Comprehensive Construction Accounting

Day cost analysis delivers maximum value when integrated with complete construction financial management. Standalone day cost calculation helps, but combining with other sophisticated approaches multiplies impact:

Connection to Job Costing Systems

Day cost overhead allocation enhances job costing accuracy dramatically. Rather than arbitrary percentage allocations, projects carry overhead burdens reflecting actual resource consumption. This enables:

Precise estimate-to-actual comparisons revealing true project performance
Identification of which project types generate genuine profitability
Data-driven estimating refinement improving future bid accuracy
Strategic business mix optimization toward higher-value work

Integration with Tax Planning

Day cost awareness improves tax reduction planning effectiveness. Understanding overhead levels helps contractors:

Time equipment purchases to optimize depreciation tax benefits while managing overhead rates
Structure S-Corporation reasonable compensation considering overhead burden implications
Make build-versus-buy decisions for office space considering both day cost and real estate tax advantages
Plan retirement contributions considering the interplay between salary, overhead, and tax efficiency

Enhancement of Cash Flow Management

Day cost projections, when combined with comprehensive cash flow modeling, create powerful forecasting capabilities:

Predict precisely when cash reserves will deplete during slow periods
Quantify the cash flow benefit of accelerated billing cycles
Model the overhead burden of growth before committing to expansion
Establish minimum cash reserve requirements based on overhead burn rates

Support for Strategic Planning

Day cost analysis enables sophisticated strategic planning impossible without this foundation:

Calculate break-even revenue requirements considering overhead realities
Model profitability impacts of different business mix scenarios
Evaluate growth investments based on overhead absorption capabilities
Plan exit strategies understanding the overhead structure a buyer will inherit

Implementation Roadmap: Installing Day Cost Management

Understanding day cost value is simple. Implementation requires discipline. Here's the realistic roadmap Scottsdale contractors should follow:

Phase 1: Baseline Calculation (Week 1-2)

Week 1 - Overhead Analysis:

Extract complete overhead listing from bookkeeping records
Categorize overhead into personnel, facilities, vehicles, operations, and other
Verify overhead categorization accuracy with your accountant
Calculate total annual overhead from actual trailing-twelve-month data

Week 2 - Working Days Calculation:

Calculate realistic annual working days considering weekends, holidays, vacation, and slow periods
Divide total annual overhead by working days to determine day cost
Create simple dashboard showing overhead by category and resulting day cost
Share day cost with all key personnel to begin cultural awareness

Phase 2: Project Integration (Month 1-2)

Month 1 - Duration Tracking Systems:

Implement project tracking capturing start dates, end dates, and duration
Develop protocols for recording weather delays, material delays, and client-caused delays
Train project managers on complete duration tracking including pre- and post-construction periods
Begin recording actual project durations for all active work

Month 2 - P&L Enhancement:

Modify project P&L templates to include day cost overhead allocation
Calculate day cost burden for all active projects based on current duration
Create comparison reports showing gross margin vs. net margin after overhead
Identify which active projects are covering overhead adequately and which aren't

Phase 3: Operational Application (Month 3-6)

Month 3 - Minimum Threshold Establishment:

Calculate minimum daily revenue requirements based on day cost plus target margins
Develop go/no-go bid criteria based on estimated duration and revenue thresholds
Apply minimum thresholds to all new bid opportunities
Track threshold compliance and profitability correlation

Month 4 - Schedule Management Focus:

Quantify schedule delay costs using day cost formula
Implement schedule management protocols preventing unnecessary delays
Invest in schedule-protecting resources (permit expediting, preferred subcontractor relationships, material pre-purchasing)
Measure schedule adherence improvement and profit impact

Month 5 - Cash Flow Integration:

Add day cost consumption to cash flow projections
Create weekly cash reports showing overhead burn versus revenue generation
Establish minimum cash reserve policies based on overhead requirements
Develop contingency plans for periods when revenue falls below overhead levels

Month 6 - Estimating Refinement:

Update all estimating templates with duration-based overhead allocation
Replace percentage-based overhead with day cost calculations
Train estimators on day cost analysis for every proposal
Review bid success rate changes and margin improvements

Phase 4: Continuous Optimization (Ongoing)

Monthly Reviews:

Recalculate day cost monthly as overhead expenses fluctuate
Analyze project completion data comparing estimated to actual duration and overhead
Adjust minimum revenue thresholds based on current day cost figures
Refine operational protocols based on performance data

Quarterly Strategic Sessions:

Review overhead cost trends and identify reduction opportunities
Analyze project profitability patterns considering day cost allocation
Evaluate business mix optimization potential based on revenue-per-day analysis
Model growth scenarios considering day cost implications

Annual Planning:

Project next year's overhead costs and calculate forecasted day cost
Set annual targets for schedule adherence and efficiency improvement
Plan strategic investments considering day cost absorption requirements
Update all systems and training to reflect evolved sophistication

Why Scottsdale Contractors Need Construction-Specialized CPAs

The sophistication described above is impossible with generic accounting services lacking construction expertise. Most accountants never calculate day costs, implement duration-based overhead allocation, or connect these systems to strategic decision-making.

Construction-specialized CPAs like Whyte CPA PC understand:

Industry-Specific Methodologies: How to structure overhead categories, calculate working days realistically, and allocate costs to projects accurately.

Software Configuration: The specific QuickBooks setup enabling duration tracking, day cost allocation, and sophisticated project profitability analysis.

Operational Translation: How to communicate financial concepts to field managers and crews in language that drives operational improvements.

Integration Capabilities: Connecting day cost analysis to tax planning, cash flow management, payroll optimization, and comprehensive business strategy.

Benchmarking Knowledge: Understanding what day cost levels are normal for different contractor types, when overhead levels signal problems, and where optimization opportunities exist.

This specialization transforms day cost from interesting number to operational system driving measurable profitability improvements.

The Wake-Up Call Most Scottsdale Contractors Need

Here's the uncomfortable truth: if you can't tell me your business's daily operational cost within 30 seconds, you're operating blind. You're making critical decisions—which projects to pursue, how to price work, whether to add capacity, when to turn down opportunities—without fundamental economic insight.

Consider these scenarios:

Scenario 1: A potential client in Silverleaf wants to delay project start by three weeks but maintain the same total contract price. Without day cost awareness, this feels like a minor inconvenience. With day cost awareness, you calculate the cost: 15 days × $2,196 = $32,940 in overhead that will be consumed before the project even starts generating revenue. You either negotiate compensation for the delay or walk away from work that's now unprofitable.

Scenario 2: Your project manager requests hiring an additional office coordinator to improve efficiency and reduce delays. The position costs $45,000 annually plus $9,000 in payroll taxes and benefits—$54,000 total. Your instinct is "we can't afford it." But day cost analysis reveals that eliminating just 25 days of schedule delays annually (through improved coordination) prevents $54,900 in overhead waste ($2,196 × 25 days). The position pays for itself immediately while generating additional margin improvement through better efficiency.

Scenario 3: You're considering a $380,000 project with healthy 29% estimated gross margin. Day cost analysis reveals the estimated 65-day duration requires $142,740 in overhead allocation. Adding this to direct costs shows actual net margin of just 7.4%—barely acceptable given project risk. Rather than accepting marginally profitable work, you either negotiate better pricing or decline, protecting your schedule for higher-value opportunities.

These scenarios play out daily in Scottsdale construction. Contractors with day cost awareness make profitable decisions. Those without chase revenue while inadvertently destroying margins.

Your Wake-Up Call: The $450,000 Question

Every Scottsdale contractor reading this should immediately calculate a simple number: What would your annual profit be if you improved project efficiency by just 15 days per year?

For a contractor with $2,196 day cost:

15 days × $2,196 = $32,940 annual overhead savings
This drops directly to bottom-line profit
Over five years: $164,700 cumulative improvement
Over ten years: $329,400 wealth creation

That's from a single, modest efficiency improvement. Actual day cost implementation typically generates multiple improvements compounding over time:

Schedule adherence improvement: 25-35 days annually
Project duration reduction through efficiency: 15-20 days annually
Elimination of low-margin work: 20-30 days annually redirected to better projects
Cash flow improvement from faster billing: 10-15 days of overhead coverage improvement

Combined impact often exceeds $80,000-$120,000 annual profit improvement for mid-sized Scottsdale contractors. Over a decade, that's $800,000-$1,200,000 in additional wealth creation.

The question isn't whether to implement day cost analysis. The question is whether you can afford not to.

Conclusion: From Busyness to Business Building

The difference between busy contractors and profitable contractors often comes down to a single metric they either understand or ignore: day cost.

Busy contractors chase revenue, accept any project, ignore schedule discipline, wonder why profits don't match effort. They work 60-hour weeks yet struggle to build wealth proportional to that investment.

Profitable contractors understand their economic foundation, make data-driven decisions about project acceptance, protect schedules relentlessly, watch their bank accounts grow in direct proportion to their effort.

The dividing line? A $2,196 number calculated correctly and applied consistently.

You have two paths forward:

Path 1: Continue operating without day cost awareness. Hope that busyness translates to profitability. Wonder why year-end profits disappoint despite constant activity. Make pricing and scheduling decisions based on gut feel rather than economic reality.

Path 2: Calculate your actual day cost this week. Implement duration-based overhead allocation on every project. Apply minimum revenue thresholds to bidding decisions. Protect schedules with the urgency this metric demands. Transform from busy contractor to wealth-building business owner.

The choice seems obvious. Yet most Scottsdale contractors will read this, nod along, and change nothing. They'll continue working hard while leaving hundreds of thousands of dollars on the table over their careers.

Don't be most contractors. Be the one who understands the numbers, implements the systems, and builds genuine wealth from construction expertise.

Your business burns $2,196 every single day (or whatever your actual day cost calculates to). The only question is whether you know it, track it, and manage accordingly—or remain blind while profits evaporate.

Ready to discover your actual day cost and implement systems that protect profitability? Schedule a consultation with Whyte CPA PC to discuss comprehensive construction accounting for your Scottsdale building business. We specialize in helping Arizona contractors implement day cost analysis and the financial systems that transform operations into profit machines.

Learn more about our specialized services:

Serving Scottsdale, Paradise Valley, Phoenix, Mesa, Gilbert, Chandler, Tempe and the entire East Valley region with construction-specialized accounting expertise.

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