The six reports your business must produce, what accurate, timely, and useful books actually mean, and how to tell whether your bookkeeper is any good. Moves all seven numbers.

What one job actually costs you, how to build your number, and how to raise a price without losing the route. Moves gross margin and average job value.

Why the overall average lies to you, how to split the P&L by service line, and what to do with the line that is bleeding. Moves gross margin.

Market wage for every hat you wear, the number the business can actually sustain, and what it reveals when it cannot afford you. Moves owner pay and net profit.

The number almost nobody in home services tracks, what a good day looks like, what your crew can actually produce, and how to fix a bad number without adding a truck. Moves revenue, gross margin, break-even and average job value.

What adding a person actually costs, the break-even on a hire in jobs and in weeks, field or office first, and the cost of hiring too late. Moves break-even and net profit.

Why profitable companies bounce payroll, AR days, deposits and terms that hold, and the thirteen-week view. Moves cash on hand.

Busy all summer, broke all winter. The math of it, building the reserve during the good months, and deciding in August what December looks like. Moves cash on hand and break-even.

The P&L as a story of what moved this month and why, the balance sheet on a second pass, whether you can cover the next ninety days, trends and what direction means, and the ten minutes a month that replaces guessing. Moves net profit, and the ability to check all seven without anyone's help.

A deduction is not a discount. Buy vs. lease vs. wait, whether the equipment pays for itself, and the payment that is not on your P&L. Moves cash on hand and net profit.

The tax reserve that ends the April surprise, quarterly estimates without the panic, entity structure as a question rather than an answer, what to take to your preparer and when, and the ten questions to ask at tax time. Moves cash on hand, and what you actually keep of owner pay.

Seller's discretionary earnings, the multiple and what moves it, the owner-dependence discount, and why what makes a business sellable is what makes it livable. Moves all seven.