Revenue minus the cost of delivering it — the number that funds your entire business.
Workable but tight. At this level, overhead growth eats profit fast. Look at pricing first, then at unbilled labor hours and material waste.
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Gross margin is the most important number most small business owners can't quote from memory. It's what's left after you pay the direct cost of delivering the work — materials, field labor, subs, direct job costs — and before any office, marketing, insurance or owner pay.
It matters because it's the pool everything else comes out of. Overhead, growth, your salary and net profit all live inside gross profit. A business with a 25% gross margin has to run four dollars of revenue through the door to cover one dollar of overhead. At 50%, it takes two.
The most common error here is leaving labor out of cost of goods sold. If your crew's wages, payroll taxes and workers comp aren't in the number, your gross margin is fiction.
The Growth Assessment is a 30-minute conversation about what your numbers are telling you and what to fix first. No pitch deck, no PDF.
Schedule Your Growth Assessment Or call (737) 888-0415For most established trade and service businesses, 40–55% is healthy, 33–40% is workable, and below 30% makes it very hard to fund overhead and net profit. Product-heavy and equipment-heavy work runs lower; labor-only services run higher.
Labor that produces the work — technicians, crews, installers — belongs in COGS. Salaried office staff, managers not on jobs, and administrative payroll belong in overhead. Splitting them correctly is what makes gross margin usable.
Gross margin is revenue minus the direct cost of delivering the work. Net margin is what's left after overhead, marketing, insurance, admin payroll and owner compensation. You need a healthy gross margin to have any net margin at all.
Profit & Pricing
What the business actually keeps after everything — including paying you properly.
Profit & Pricing
The confusion that quietly underprices thousands of small businesses. Convert both ways.
Profit & Pricing
Build a price from burdened labor, materials, overhead recovery and the margin you need.
Profit & Pricing
The revenue where you stop losing money — per year, per month, per day, per job.