Michael King

I help fractional CFOs and accountants build multiple 6 and 7-figure advisory firms through coaching and community.

If you run a construction company, growth was supposed to make money stress go away.

Instead, revenue is up, profit is flat, and it still feels like you are one bad month away from a big problem.

Most contractors we work with are:
• Bidding 20 to 25 percent and banking a fraction of that
• Losing sleep over payroll and upcoming draws
• Unsure which jobs are actually making money
• Looking at financials that feel like a foreign language
• Making big decisions based on gut, not clear numbers

At Civil CFO, we provide Fractional CFO services for $10M to $70M contractors.

Our job is simple to say and hard to do - we bridge the gap between bid and bank so you can consistently hit 10 percent plus net profit, with clear cash flow and confidence in every major decision.

What we do for construction companies:
• Build clear forecasts and cash flow plans so you know what is coming before it hits
• Install practical job cost and WIP reporting so you can see which projects are winning or bleeding
• Help you set realistic, data backed profit targets and hold the team accountable to them
• Prepare bank, bonding, and lender ready financial packages
• Sit at the leadership table as your finance partner for growth, exits, or succession

We are not your bookkeeper or tax accountant.

We work alongside them and give you the forward looking financial strategy they cannot provide.

Why this matters:
• More cash in the bank and less time worrying about it
• Cleaner, more profitable jobs
• Reduced debt and stronger balance sheet
• A company that is ready for whatever you want next - growth, sale, or hand off

I founded Civil CFO so construction CEOs did not have to figure this out alone. Our team has worked with contractors across the country to turn financial confusion into a clear plan and disciplined execution.

If you are a contractor between $10M and $70M and you are tired of bidding 25 percent and banking 3, let's talk.

Founder

I help fractional CFOs and accountants start, scale, and optimize their advisory services.

Any better way to spend two days? 
Civil construction + operations excellence. 

I've had a great week in PHX at Benjamin Holmgren's Operations Excellence workshop. 

Having the chance to learn from Zack Estes and some pretty stellar leaders in the civil world has been a blessing. 

The road show continues in 2 weeks in Orlando at the NAHB International Builders'​ Show!

Founder, Civil CFO | Fractional CFO Firm for $10M–$70M Contractors | We bridge the gap between bid and bank so you can hit 10%+ net profit

Helping accountants get to their first $1M and beyond

My story begins years ago when I had an advisory firm but was struggling to increase margins.

I was a one person firm 100% remote.

I was trying to be everything to everyone.

I did not have a niche.

I did not have an ideal client.

I took any business that would hire me.

I did not stand out among the thousands of other consulting firms.

I competed mostly on low price. 

My friends and family would always see a stressed-out, black circles under eyes, 80+ hours/wk working person would have zero personal life.

I took a hard look at my business and found a lot of waste.

Too many services and too many different kinds of clients.

I decided that I needed to focus.

I began to focus on how I could productize my services.

With a business partner I helped develop an automated payment and Google reviews platform (BizPayO) that helps accountants get paid faster, without the expensive fees and which snagged a Google Review after every successful payment.

Through the payment app I found that most accountants were not charging enough.

That inspired me to launch a second SaaS company, a pricing application (Taxplow) that shows accountants what they should be charging based on the services they offer, their location, the client’s situation, and a couple dozen other key data points.

But the problem is bigger than this.

Accountants needs help differentiating themselves and coming up with a unique offering.

One that would help create a moat around their business.

So they would not become just another H&R Block or low-cost accounting firm that would position them as just a commodity.

I'm now sharing everything I learned over the years at my newsletter firmlever.com

My latest venture is still under wraps but aiming to be the Crunchbase for accounting fIrms.

All aboard. 🚆

Marc Howard

I built a pricing model that tells you exactly how many clients you can lose and still hit your profit goal.

The reason is I used to raise fees based on gut feel.

Turns out my gut is a terrible CFO.

So I built something that does the math for me.

You plug in what you already know:
- Current revenue and profit
- Service line mix
- Average fee today vs. where you want to be
- Expected churn
- Competitor pricing
- Your profit target

And it spits out the one number that actually matters:

Max Churn You Can Survive.

That's the ceiling.

The line where your plan still works vs. where it breaks.

Most firm owners overestimate churn risk and underestimate pricing power. 

This tool shows you exactly how much room you have—so you move with math instead of vibes.

It also includes a sensitivity table that maps fee increases against churn scenarios.

Five price points. Five churn rates. Twenty-five outcomes.

No spreadsheet gymnastics required--I did the formulas for you.

And because I know nobody wants to reprice 200 clients in one week (and deal with the inbox chaos), I added a Client Planner.

List your clients. Assign waves. Roll out in phases. Track your lift as you go.

There's even a "Start Here" tab so you're not staring at cells wondering what to do, and a Glossary that explains every term in plain English.

Is it fancy? No.

Does it beat "I think we can raise fees 15%"? Every time.

Want the sheet?

Drop "Pricing" in the comments and I'll DM you the link.

📌 Marc Howard

🎙️ Host of Pitch Your Firm | Founder @ Firmlever & Taxplow

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Marc Howard

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The Battle

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