$96.4k
Up 25% from March and 14.7% above modeled monthly run-rate, led by strong maintenance routing and spring enhancements.
YTD revenue: $297.4k
April is modeled as a good spring month. Sales improved to $96.4k, gross margin recovered to 48.8%, and operating profit was positive. The two areas to keep watching are crew productivity and how quickly invoices turn into cash.
This top section answers the main owner questions first: sales, gross profit, operating profit, and cash. If you only read one section, start here.
This is the revenue mix to protect. Monthly maintenance helps keep crews loaded. Install, irrigation, and add-on work improve the month when priced well.
This is a healthy mix. The steady maintenance base helps cover payroll, while project work gives the month extra profit.
The first four months show a normal spring ramp. The key is keeping this pace without letting crews sit idle.
| Category | April | % of revenue |
|---|---|---|
| Recurring maintenance | $57.8k | 60.0% |
| Install / enhancement | $27.0k | 28.0% |
| Irrigation / specialty | $11.6k | 12.0% |
| Total revenue | $96.4k | 100.0% |
| KPI | April | Read |
|---|---|---|
| New contracts signed | 3 | Two multifamily, one light industrial |
| Upsell revenue | $8.9k | Seasonal cleanup and irrigation repair packages |
| Customer churn | 1.8% | Low enough to protect route density |
| Average monthly contract value | $2.9k | Signals room for pricing work on smaller accounts |
For this company, labor is the big lever. If crews stay busy on well-priced work, profit improves quickly. If routes are loose or jobs are underbid, profit disappears fast.
The gap between the best and weakest crews is too wide. That usually points to route design, stop pricing, or dispatch issues more than staffing shortage.
These numbers are good enough to support a profitable month, but not strong enough to cover sloppy route planning. In a labor-heavy business, small scheduling problems add up quickly.
| Labor profile | April | Benchmark |
|---|---|---|
| Billable labor hours | 1,172 | 1,200+ |
| Overtime hours | 74 | Below 60 |
| Non-billable yard / travel time | 12.5% | Below 10% |
| Callback / rework rate | 3.2% | Below 2.5% |
This section shows the real financial detail behind the summary. It ties sales, job costs, payroll pressure, and collections into one clear view.
| Line item | April | % of revenue |
|---|---|---|
| Revenue | $96.4k | 100.0% |
| Direct labor | $34.8k | 36.1% |
| Materials and subs | $14.6k | 15.1% |
| Gross profit | $47.0k | 48.8% |
| Operating expenses | $34.1k | 35.4% |
| Owner comp / admin overhead | $3.6k | 3.7% |
| Operating profit | $9.3k | 9.7% |
| Interest + taxes | $2.2k | 2.3% |
| Net income | $7.1k | 7.4% |
Sales are improving, but the more important point is that profit improved too. That means the extra revenue did not get eaten up by overhead or labor drift.
| Metric | April | Takeaway |
|---|---|---|
| Operating cash flow | $6.8k | Improved as April invoices converted faster than March |
| Investing cash flow | ($4.2k) | Routine mower and trailer maintenance |
| Financing / owner draws | ($2.5k) | Controlled draw activity preserved cash |
| Net cash movement | $0.1k | Cash stayed basically flat while still funding growth |
| Cash runway | 6.2 weeks | Safe, but not enough to get sloppy on collections |
| Bucket | Amount | % of A/R |
|---|---|---|
| Current | $36.4k | 49% |
| 31-60 days | $18.3k | 25% |
| 61-90 days | $11.0k | 15% |
| 91+ days | $8.1k | 11% |
| Total A/R | $73.8k | 100% |
Receivables look better than a high-risk case, but the business is still carrying payroll before all cash comes in. The goal is simple: get paid faster and more predictably.
| Client | Monthly billings | % of revenue |
|---|---|---|
| Northgate Multifamily | $14.6k | 15.1% |
| Vista Ridge Property Group | $11.8k | 12.2% |
| Coppell Commerce Center | $8.2k | 8.5% |
| Top 3 total | $34.6k | 35.8% |
| Account | April | Read |
|---|---|---|
| Cash | $62.1k | Operationally adequate |
| Accounts receivable | $73.8k | Needs active follow-up cadence |
| Equipment loans | $48.5k | Reasonable for fleet size |
| Accounts payable | $19.7k | Within normal vendor float |
| Owner equity / retained earnings | $104.0k | Protected if summer margin holds |
The business looks healthier in April, but the next round of improvement depends on clear pricing, tighter routes, and faster collections.
At 60% of revenue, recurring work is stabilizing labor absorption and giving the business a base from which to add higher-margin projects. That reduces volatility and makes growth more controllable than a project-only model.
April's utilization and labor percentage are respectable, yet revenue per employee still trails stronger operators. The next win is route density and minimum pricing discipline on small accounts, not broad cost-cutting.
Even in a good month, weekly payroll hits before all invoices are collected. A tighter A/R cadence, cleaner deposits on install work, and faster completion billing will do more for financial resilience than trimming office overhead.
The profile suggests too many small or underpriced contracts. If management prunes low-density stops and pushes enhancement upsells through the best property managers, operating profit can improve without adding much headcount.