{"product_id":"general-contractor-running-expenses","title":"Calculating the Monthly Running Costs for a General Contractor Business","description":"\u003cdiv class=\"container_new_design\"\u003e\n\u003cdiv class=\"text-section text-1_new_design\"\u003e\n\u003cdiv class=\"line_top\"\u003e\u003c\/div\u003e\n\u003ch2\u003eGeneral Contractor Running Costs\u003c\/h2\u003e\n\u003cp\u003eExpect the baseline monthly fixed operating costs for a General Contractor in 2026 to be around \u003cstrong\u003e$36,800 to $40,000\u003c\/strong\u003e, primarily driven by payroll and essential office overhead This guide details the seven critical running costs—from fixed office expenses ($8,300\/month) to variable project costs (240% of revenue)—that defintely determine your cash flow Personnel costs alone account for about $28,542 monthly in 2026 Achieving break-even takes about 15 months (March 2027), requiring careful management of the initial negative EBITDA of $151,000 in Year 1 We break down these costs so you can accurately forecast your working capital needs and avoid the $641,000 minimum cash crunch projected for April 2027\n\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"image-section image-1_new_design\" id=\"main_article_image\"\u003e\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\n\u003ch2\u003e\n\u003cspan style=\"color: #6067F2;\"\u003e7 Operational Expenses to Run \u003c\/span\u003eGeneral Contractor\u003c\/h2\u003e\u003cbr\u003e\n\u003ctable id=\"dwnld_tbl_id\"\u003e\n\u003ctr\u003e\n\u003cth\u003e#\u003c\/th\u003e\n\u003cth\u003eOperating Expense\u003c\/th\u003e\n\u003cth\u003eExpense Category\u003c\/th\u003e\n\u003cth\u003eDescription\u003c\/th\u003e\n\u003cth\u003eMin Monthly Amount\u003c\/th\u003e\n\u003cth\u003eMax Monthly Amount\u003c\/th\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003e1\u003c\/td\u003e\n\u003ctd\u003eStaff Salaries \u0026amp; Wages\u003c\/td\u003e\n\u003ctd\u003eFixed\u003c\/td\u003e\n\u003ctd\u003eWages are the largest fixed cost, averaging $28,542 per month in 2026, demanding strict control over hiring timing and salary bands.\u003c\/td\u003e\n\u003ctd\u003e$28,542\u003c\/td\u003e\n\u003ctd\u003e$28,542\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003e2\u003c\/td\u003e\n\u003ctd\u003eOffice Rent\u003c\/td\u003e\n\u003ctd\u003eFixed\u003c\/td\u003e\n\u003ctd\u003eThe fixed monthly cost for Office Rent is $3,500, requiring founders to analyze square footage needs, lease terms, and location impact on client perception.\u003c\/td\u003e\n\u003ctd\u003e$3,500\u003c\/td\u003e\n\u003ctd\u003e$3,500\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003e3\u003c\/td\u003e\n\u003ctd\u003eBusiness Insurance\u003c\/td\u003e\n\u003ctd\u003eFixed\u003c\/td\u003e\n\u003ctd\u003eMandatory coverage including General Liability and Workers' Compensation costs a fixed $1,200 monthly, requiring annual review of policy limits based on project size and risk exposure.\u003c\/td\u003e\n\u003ctd\u003e$1,200\u003c\/td\u003e\n\u003ctd\u003e$1,200\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003e4\u003c\/td\u003e\n\u003ctd\u003eProject Software Licenses\u003c\/td\u003e\n\u003ctd\u003eCOGS\u003c\/td\u003e\n\u003ctd\u003eProject-Specific Software Licenses are a Cost of Goods Sold (COGS) expense, consuming 40% of revenue in 2026, necessitating careful tracking of usage relative to project volume.\u003c\/td\u003e\n\u003ctd\u003e$0\u003c\/td\u003e\n\u003ctd\u003e$0\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003e5\u003c\/td\u003e\n\u003ctd\u003eMarketing \u0026amp; BD\u003c\/td\u003e\n\u003ctd\u003eVariable OpEx\u003c\/td\u003e\n\u003ctd\u003eGeneral Marketing and Business Development is a variable operating expense (OpEx) set at 120% of revenue in 2026, requiring founders to monitor CAC ($1,500) against project lifetime value.\u003c\/td\u003e\n\u003ctd\u003e$0\u003c\/td\u003e\n\u003ctd\u003e$0\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003e6\u003c\/td\u003e\n\u003ctd\u003eProfessional Services\u003c\/td\u003e\n\u003ctd\u003eFixed\u003c\/td\u003e\n\u003ctd\u003eAccounting and Legal services are a fixed overhead of $1,000 monthly, requiring founders to ensure contracts and financial reporting comply with construction industry standards.\u003c\/td\u003e\n\u003ctd\u003e$1,000\u003c\/td\u003e\n\u003ctd\u003e$1,000\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003e7\u003c\/td\u003e\n\u003ctd\u003eVehicle Maintenance \u0026amp; Fuel\u003c\/td\u003e\n\u003ctd\u003eFixed\u003c\/td\u003e\n\u003ctd\u003eOperating costs for company vehicles, including maintenance, insurance, and fuel, are budgeted at a fixed $750 per month, fluctuating seasonally with project site travel demands.\u003c\/td\u003e\n\u003ctd\u003e$750\u003c\/td\u003e\n\u003ctd\u003e$750\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003e\u003c\/td\u003e\n\u003ctd\u003e\u003cb\u003eTotal\u003c\/b\u003e\u003c\/td\u003e\n\u003ctd\u003eAll Operating Expenses\u003c\/td\u003e\n\u003ctd\u003e\u003c\/td\u003e\n\u003ctd\u003e$34,992\u003c\/td\u003e\n\u003ctd\u003e$34,992\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003c\/table\u003e\n\u003cdiv class=\"dwnld_btn_div\"\u003e\u003cbutton id=\"dwnld_btn_id\" class=\"dwnld_btn_clss\"\u003eDownload Table in XLSX\u003c\/button\u003e\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e \u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eWhat is the total estimated monthly running budget required to operate the General Contractor business sustainably?\n\u003c\/span\u003e\u003c\/h2\u003e\n\u003cp\u003eThe minimum sustainable monthly operating budget for the General Contractor business before securing project revenue is approximately \u003cstrong\u003e$36,842\u003c\/strong\u003e, driven primarily by fixed overhead and projected payroll costs for 2026. Understanding this baseline burn rate is crucial for managing cash flow until project invoicing stabilizes, a common concern discussed when analyzing owner earnings here: \u003ca href=\"\/blogs\/how-much-makes\/general-contractor\"\u003eHow Much Does The Owner Of A General Contractor Business Typically Make?\u003c\/a\u003e\u003c\/p\u003e\n\u003cdiv class=\"container_2_clmn_row\"\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-colons-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eBaseline Monthly Spend\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eFixed monthly overhead costs are set at \u003cstrong\u003e$8,300\u003c\/strong\u003e.\u003c\/li\u003e\n\u003cli\u003ePayroll expenses are projected to hit \u003cstrong\u003e$28,542\u003c\/strong\u003e per month in 2026.\u003c\/li\u003e\n\u003cli\u003eThe total minimum monthly burn rate is \u003cstrong\u003e$36,842\u003c\/strong\u003e.\u003c\/li\u003e\n\u003cli\u003eThis figure ignores all materials and subcontractor costs.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-intro-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eOperational Cash Needs\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eRevenue comes from fixed-price or cost-plus contracts.\u003c\/li\u003e\n\u003cli\u003eTechnology investment in management software is baked into overhead.\u003c\/li\u003e\n\u003cli\u003eClient payment timing dictates how long runway lasts.\u003c\/li\u003e\n\u003cli\u003eMaintaining transparency in tracking must justify this overhead, defintely.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\n\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eWhich cost categories represent the largest recurring monthly expenses for a General Contractor?\n\u003c\/span\u003e\u003c\/h2\u003e\n\u003cp\u003eFor a General Contractor, the largest recurring drains are personnel costs and project-specific variable expenses, which together amount to \u003cstrong\u003e240% of revenue\u003c\/strong\u003e, making immediate cost containment essential; this is why you need to look closely at whether the General Contractor business is currently achieving sustainable profitability \u003ca href=\"\/blogs\/profitability\/general-contractor\"\u003eIs The General Contractor Business Currently Achieving Sustainable Profitability?\u003c\/a\u003e. Personnel salaries and high Cost of Goods Sold (COGS) are the primary levers you must control right now.\u003c\/p\u003e\n\u003cdiv class=\"container_2_clmn_row\"\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-intro-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eControl Labor Spend\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eTrack crew utilization rates daily.\u003c\/li\u003e\n\u003cli\u003eScrutinize all overtime approvals defintely.\u003c\/li\u003e\n\u003cli\u003eEnsure subcontractor invoicing matches signed contracts.\u003c\/li\u003e\n\u003cli\u003eLabor is typically your single largest fixed drain.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-colons-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eManage Variable Project Costs\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eVariable costs (COGS\/OpEx) drive the \u003cstrong\u003e240% figure\u003c\/strong\u003e.\u003c\/li\u003e\n\u003cli\u003eLock in material pricing before project start.\u003c\/li\u003e\n\u003cli\u003eReview change orders for scope creep immediately.\u003c\/li\u003e\n\u003cli\u003eEvery dollar saved here directly hits the bottom line.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\n\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eHow much working capital or cash buffer is necessary to cover operations until the General Contractor business reaches break-even?\n\u003c\/span\u003e\u003c\/h2\u003e\n\u003cp\u003eYou need a solid cash reserve of \u003cstrong\u003e$641,000\u003c\/strong\u003e ready by April 2027 to navigate the initial operating deficit and achieve stability for your General Contractor business. This buffer is essential because the model projects a \u003cstrong\u003e$151,000\u003c\/strong\u003e negative EBITDA in 2026, making the runway critical, which is why understanding What Is The Most Critical Measure To Gauge The Success Of Your General Contractor Business? is paramount before deploying capital.\u003c\/p\u003e\n\u003cdiv class=\"container_2_clmn_row\"\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-colons-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eCovering the Burn\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eThe projected operating loss (negative EBITDA) in 2026 is \u003cstrong\u003e$151,000\u003c\/strong\u003e.\u003c\/li\u003e\n\u003cli\u003eThe required cash buffer must be secured by April 2027.\u003c\/li\u003e\n\u003cli\u003eThis reserve covers fixed overhead during the pre-profit phase.\u003c\/li\u003e\n\u003cli\u003eIt buys time to scale project volume past the break-even point.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-intro-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eCash Target Reality\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eThe total necessary cash buffer stands at \u003cstrong\u003e$641,000\u003c\/strong\u003e.\u003c\/li\u003e\n\u003cli\u003eThis amount ensures survival through the projected loss period.\u003c\/li\u003e\n\u003cli\u003eIf project timelines slip, this number must increase.\u003c\/li\u003e\n\u003cli\u003eDefintely focus on contract invoicing speed to shorten this window.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\n\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eIf project revenue is significantly lower than expected, what immediate cost levers can be pulled to cover the monthly running costs?\n\u003c\/span\u003e\u003c\/h2\u003e\n\u003cp\u003eWhen project revenue falls short of projections for your General Contractor operation, you must immediately pull cost levers to protect cash runway, which involves scrutinizing spending detailed in articles like \u003ca href=\"\/blogs\/kpi-metrics\/general-contractor\"\u003eWhat Is The Most Critical Measure To Gauge The Success Of Your General Contractor Business?\u003c\/a\u003e. The quickest wins involve freezing discretionary expenses like marketing spend and putting a hold on adding headcount until project pipeline visibility improves.\u003c\/p\u003e\n\u003cdiv class=\"container_2_clmn_row\"\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-intro-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eCut Discretionary Spend\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eFreeze spending on the planned \u003cstrong\u003e$15,000\u003c\/strong\u003e Annual Marketing Budget for 2026.\u003c\/li\u003e\n\u003cli\u003eDelay any non-essential new hires immediately.\u003c\/li\u003e\n\u003cli\u003eThis stops cash bleed from planned growth initiatives.\u003c\/li\u003e\n\u003cli\u003eReview all software subscriptions for immediate cancellation.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-colons-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eNegotiate Fixed Overheads\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eStart talks to reduce current office rent or lease terms now.\u003c\/li\u003e\n\u003cli\u003eIf you have cost-plus contracts, review subcontractor agreements.\u003c\/li\u003e\n\u003cli\u003eLook at extending payment terms with key suppliers by \u003cstrong\u003e15 days\u003c\/strong\u003e.\u003c\/li\u003e\n\u003cli\u003eReducing fixed costs buys you runway defintely.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e \u003cdiv class=\"card_smpl\"\u003e\n\n\u003cdiv class=\"double_border\"\u003e\n\n\u003cdiv class=\"card_smpl_header\"\u003e\n\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-plus-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\n\u003ch3\u003eKey Takeaways\u003c\/h3\u003e\n\n\u003c\/div\u003e\n\n\u003cul class=\"lst_crct_blog\"\u003e\n\n\u003cli\u003eThe minimum baseline monthly fixed operating cost for a General Contractor in 2026 is projected to be between $36,800 and $40,000, driven primarily by payroll expenses averaging $28,542 monthly.\u003c\/li\u003e\n\n\u003cli\u003eAchieving financial sustainability requires navigating an initial period of negative EBITDA until the projected break-even point, which is anticipated to occur in 15 months (March 2027).\u003c\/li\u003e\n\n\u003cli\u003eA minimum working capital reserve of $641,000 is essential to cover operational shortfalls and survive the initial 15 months before the business achieves positive cash flow.\u003c\/li\u003e\n\n\u003cli\u003eVariable costs, encompassing project software and marketing, represent a major financial drain, consuming approximately 240% of gross revenue and demanding strict cost control.\u003c\/li\u003e\n\n\u003c\/ul\u003e\n\n\u003c\/div\u003e\n\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\n\u003ch2\u003eRunning Cost 1\n: \u003cspan style=\"color: #126CFF;\"\u003eStaff Salaries \u0026amp; Wages\n\u003c\/span\u003e\n\u003c\/h2\u003e\u003cbr\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-colons-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eWages: The Largest Fixed Cost\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eStaff payroll is your biggest fixed drain, projected at \u003cstrong\u003e$28,542 monthly\u003c\/strong\u003e by 2026 when you staff \u003cstrong\u003e35 FTEs\u003c\/strong\u003e. Managing this requires tight control over when you hire and the specific salary bands you set for roles, like the \u003cstrong\u003e$150,000\u003c\/strong\u003e annual rate for a Lead General Contractor.\u003c\/p\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cdiv class=\"container_2_clmn_row\"\u003e\n\u003cdiv class=\"card_smpl_2\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-tips-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eEstimating Staff Costs\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eThis cost covers all direct employee compensation, including salaries and payroll taxes. You must track the exact number of Full-Time Equivalents (FTEs) and benchmark specific roles, like setting the Lead General Contractor salary at \u003cstrong\u003e$150,000\u003c\/strong\u003e annually. This dominates your fixed operating budget.\u003c\/p\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eCount total FTEs needed.\u003c\/li\u003e\n\u003cli\u003eDefine salary bands by role.\u003c\/li\u003e\n\u003cli\u003eProject annual salary load.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-intro-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eControlling Payroll Burn\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eControl hiring timing to match project pipeline maturity, avoiding overhead before revenue ramps. Be wary of setting salary bands too high too early; a Lead GC at \u003cstrong\u003e$150k\u003c\/strong\u003e is a significant commitment. You need to defintely review these benchmarks if project volume lags. If onboarding takes 14+ days, churn risk rises.\u003c\/p\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eStagger hiring past initial launch.\u003c\/li\u003e\n\u003cli\u003eUse performance-based bonuses.\u003c\/li\u003e\n\u003cli\u003eReview salary bands quarterly.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cdiv class=\"card_smpl\"\u003e\u003cdiv class=\"double_border\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-pin-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eScaling Headcount Risk\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eHiring to the \u003cstrong\u003e35 FTE\u003c\/strong\u003e target implies a massive operational scale, so ensure your project pipeline can reliably support \u003cstrong\u003e$28,542\u003c\/strong\u003e in fixed monthly payroll without draining cash reserves too soon.\u003c\/p\u003e\n\u003c\/div\u003e\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\n\u003ch2\u003eRunning Cost 2\n: \u003cspan style=\"color: #126CFF;\"\u003eOffice Rent\n\u003c\/span\u003e\n\u003c\/h2\u003e\u003cbr\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-colons-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eRent Fixed Cost\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eYour fixed office rent commitment is \u003cstrong\u003e$3,500 monthly\u003c\/strong\u003e, which is a critical overhead line item. Founders need to aggressively justify this spend against the perceived value it adds to client interactions and project management overhead.\u003c\/p\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cdiv class=\"container_2_clmn_row\"\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-tips-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eInputs for Rent\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eThis \u003cstrong\u003e$3,500\u003c\/strong\u003e covers the base occupancy cost, separate from utilities. You must model this against your required square footage and the length of your lease agreement. For a general contractor, this fixed overhead directly impacts the break-even calculation before accounting for variable costs like software licenses.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"card_smpl_2\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-intro-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eManaging Office Spend\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eAvoid locking into long leases early on; short-term flexibility saves cash if staffing plans change. A prime location might boost client confidence, but if clients rarely visit, that premium is wasted overhead. Consider shared workspace options defintely initially.\u003c\/p\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eReview lease clauses carefully.\u003c\/li\u003e\n\u003cli\u003eFactor location into client perception.\u003c\/li\u003e\n\u003cli\u003eKeep initial square footage lean.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cdiv class=\"card_smpl\"\u003e\u003cdiv class=\"double_border\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-pin-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eRent vs. Salaries\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eSince salaries are \u003cstrong\u003e$28,542\u003c\/strong\u003e monthly, the $3,500 rent is about \u003cstrong\u003e12.3%\u003c\/strong\u003e of your largest fixed cost. If you hire staff before securing projects to cover their wages, every dollar of rent becomes a serious drag on runway.\u003c\/p\u003e\n\u003c\/div\u003e\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\n\u003ch2\u003eRunning Cost 3\n: \u003cspan style=\"color: #126CFF;\"\u003eBusiness Insurance\n\u003c\/span\u003e\n\u003c\/h2\u003e\u003cbr\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-colons-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eMandatory Insurance Costs\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eMandatory insurance coverage for your general contracting operations is a fixed overhead expense totaling \u003cstrong\u003e$1,200 monthly\u003c\/strong\u003e. This covers General Liability and Workers' Compensation, requiring you to review policy limits annually based on project risk exposure. That’s roughly \u003cstrong\u003e$14,400 per year\u003c\/strong\u003e before adjustments for scope changes.\u003c\/p\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cdiv class=\"container_2_clmn_row\"\u003e\n\u003cdiv class=\"card_smpl_2\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-tips-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eCost Inputs\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eThis \u003cstrong\u003e$1,200 monthly\u003c\/strong\u003e premium covers General Liability for third-party property damage and Workers' Compensation for employee injuries on site. To quote this, you need projections for annual revenue and payroll, especially considering you plan for \u003cstrong\u003e35 FTEs\u003c\/strong\u003e. This cost is fixed overhead, unlike Project Software Licenses which scale with revenue.\u003c\/p\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eLiability covers client\/public accidents.\u003c\/li\u003e\n\u003cli\u003eWorkers' Comp covers staff injuries.\u003c\/li\u003e\n\u003cli\u003eRequires annual audit of payroll.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-intro-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eManaging Premiums\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eDon't just auto-renew your policies; pricing changes based on your loss history and project complexity. If you shift to higher-risk commercial builds, your Workers' Comp rate will climb, even if the base premium seems low now. Keep your safety record clean to keep premiums down defintely.\u003c\/p\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eReview limits against current project size.\u003c\/li\u003e\n\u003cli\u003eMaintain strong safety protocols.\u003c\/li\u003e\n\u003cli\u003eShop quotes every renewal cycle.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cdiv class=\"card_smpl\"\u003e\u003cdiv class=\"double_border\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-pin-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eRisk Exposure Check\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eIf your project mix shifts heavily toward high-risk commercial builds, that \u003cstrong\u003e$1,200\u003c\/strong\u003e baseline will jump significantly during the annual review. Under-insuring on a large build exposes you to massive liability, potentially wiping out years of profit. You must align coverage limits with your largest potential contract value.\u003c\/p\u003e\n\u003c\/div\u003e\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\n\u003ch2\u003eRunning Cost 4\n: \u003cspan style=\"color: #126CFF;\"\u003eProject Software Licenses (COGS)\n\u003c\/span\u003e\n\u003c\/h2\u003e\u003cbr\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-colons-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eLicenses as COGS\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eProject software licenses are direct costs tied to service delivery, not overhead. In 2026, these licenses eat up \u003cstrong\u003e40% of revenue\u003c\/strong\u003e, making usage tracking critical for gross margin control. You defintely need granular data here.\u003c\/p\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cdiv class=\"container_2_clmn_row\"\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-tips-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eCost Inputs\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eThis COGS covers software needed specifically for active projects, like scheduling or BIM tools. Estimate this by multiplying the number of active projects by the per-project license fee, or tracking per-user seats dedicated to billable work. It directly impacts your gross profit margin.\u003c\/p\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eTrack seats per active project\u003c\/li\u003e\n\u003cli\u003eMap fees to contract type\u003c\/li\u003e\n\u003cli\u003eWatch renewal dates closely\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"card_smpl_2\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-intro-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eUsage Control\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eAvoid paying for seats that sit idle between projects. Shift from annual site licenses to pay-as-you-go models where possible. If you have \u003cstrong\u003e35 FTEs\u003c\/strong\u003e, audit which roles truly need premium access versus standard tiers to save money now.\u003c\/p\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eNegotiate volume discounts\u003c\/li\u003e\n\u003cli\u003eDe-provision licenses quickly\u003c\/li\u003e\n\u003cli\u003eAudit software utilization monthly\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cdiv class=\"card_smpl\"\u003e\u003cdiv class=\"double_border\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-pin-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eMargin Impact\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eSince licenses are \u003cstrong\u003e40% of revenue\u003c\/strong\u003e, they behave like direct labor or materials for your construction work. If project volume drops unexpectedly in Q3 2026, these costs must scale down immediately, or your gross margin vanishes fast.\u003c\/p\u003e\n\u003c\/div\u003e\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\n\u003ch2\u003eRunning Cost 5\n: \u003cspan style=\"color: #126CFF;\"\u003eMarketing \u0026amp; Business Development\n\u003c\/span\u003e\n\u003c\/h2\u003e\u003cbr\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-colons-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eMarketing Spend Reality\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eMarketing and Business Development is budgeted as a massive \u003cstrong\u003e120% of revenue\u003c\/strong\u003e in 2026, which is highly unusual for a mature model. This variable expense demands immediate focus on customer acquisition cost (CAC) relative to project lifetime value (LTV). If you spend more to get a client than they return, the business model fails fast.\u003c\/p\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cdiv class=\"container_2_clmn_row\"\u003e\n\u003cdiv class=\"card_smpl_2\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-tips-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eMarketing Cost Drivers\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eThis \u003cstrong\u003e120% variable OpEx\u003c\/strong\u003e covers all customer acquisition efforts, like online ads and offline networking mentioned in the plan. You must calculate this based on projected revenue, not fixed hiring plans. If revenue hits $1M, expect $1.2M in marketing spend, which is defintely unsustainable without massive gross margins in the short term.\u003c\/p\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eMonitor acquisition channels.\u003c\/li\u003e\n\u003cli\u003eTrack cost per lead.\u003c\/li\u003e\n\u003cli\u003eProject total revenue first.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-intro-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eFixing High CAC\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eYou can't sustain 120% marketing spend long term; that number signals aggressive, early-stage customer acquisition. Focus on driving the \u003cstrong\u003e$1,500 CAC\u003c\/strong\u003e down immediately through better targeting. High LTV is the only defense against this spending rate. Try doubling down on client referrals to cut reliance on expensive paid channels.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cdiv class=\"card_smpl\"\u003e\u003cdiv class=\"double_border\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-pin-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eThe LTV Hurdle\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eTo justify spending \u003cstrong\u003e120% of revenue\u003c\/strong\u003e on marketing, your average project LTV must exceed $1,500 by a wide margin, probably 3x or more. If your contracts are short-cycle, this budget projection is a serious red flag signaling operational cash burn. Know your client retention rate now.\u003c\/p\u003e\n\u003c\/div\u003e\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\n\u003ch2\u003eRunning Cost 6\n: \u003cspan style=\"color: #126CFF;\"\u003eProfessional Services\n\u003c\/span\u003e\n\u003c\/h2\u003e\u003cbr\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-colons-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eFixed Service Costs\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eProfessional services for accounting and legal compliance are a fixed \u003cstrong\u003e$1,000\u003c\/strong\u003e monthly overhead. You must ensure all contracts and financial reporting meet specific construction industry standards to avoid penalties. That's non-negotiable.\u003c\/p\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cdiv class=\"container_2_clmn_row\"\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-tips-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eService Cost Breakdown\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eThis \u003cstrong\u003e$1,000\u003c\/strong\u003e covers essential accounting setup and ongoing legal counsel. Inputs needed are quotes for specialized construction law and monthly bookkeeping rates. This cost is a baseline fixed overhead, separate from variable project expenses. It defintely protects the firm against common industry pitfalls.\u003c\/p\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eFixed at \u003cstrong\u003e$1,000\u003c\/strong\u003e per month\u003c\/li\u003e\n\u003cli\u003eCovers compliance checks\u003c\/li\u003e\n\u003cli\u003eEssential for contracts\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"card_smpl_2\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-intro-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eManaging Legal Spend\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eAvoid high hourly rates by bundling services into a fixed monthly retainer early on. Standardize contract templates across all projects to reduce billable legal review time. Focus savings on administrative tasks, not core compliance checks, because construction standards are strict.\u003c\/p\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eSeek fixed monthly retainers\u003c\/li\u003e\n\u003cli\u003eStandardize all paperwork\u003c\/li\u003e\n\u003cli\u003eAvoid scope creep in reviews\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cdiv class=\"card_smpl\"\u003e\u003cdiv class=\"double_border\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-pin-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eCash Coverage Needed\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eSince this is fixed overhead, it must be covered regardless of revenue flow. If your average project cycle is \u003cstrong\u003e60 days\u003c\/strong\u003e, you need \u003cstrong\u003e$2,000\u003c\/strong\u003e cash reserved to cover two full months of these services before the first milestone payment arrives.\u003c\/p\u003e\n\u003c\/div\u003e\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\n\u003ch2\u003eRunning Cost 7\n: \u003cspan style=\"color: #126CFF;\"\u003eVehicle Maintenance \u0026amp; Fuel\n\u003c\/span\u003e\n\u003c\/h2\u003e\u003cbr\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-colons-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eVehicle Cost Baseline\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eThe baseline budget for all company vehicle costs—maintenance, fuel, and insurance—is set at \u003cstrong\u003e$750 per month\u003c\/strong\u003e. This figure is a fixed starting point, but you must expect it to rise during peak construction seasons when field teams travel more frequently to job sites. Honestly, this budget seems low for a GC fleet. \u003c\/p\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cdiv class=\"container_2_clmn_row\"\u003e\n\u003cdiv class=\"card_smpl_2\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-tips-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eInputs for Vehicle Budget\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eThis \u003cstrong\u003e$750\u003c\/strong\u003e covers routine upkeep, fuel burn, and required vehicle insurance policies. It’s a small fraction of the \u003cstrong\u003e$28,542\u003c\/strong\u003e monthly payroll, but it’s essential for operational uptime. You need quotes for insurance premiums and projected mileage based on project locations to validate this baseline. \u003c\/p\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eVehicle insurance premiums\u003c\/li\u003e\n\u003cli\u003eRoutine maintenance schedule\u003c\/li\u003e\n\u003cli\u003eEstimated fuel consumption\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-intro-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eControlling Fleet Spend\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eManaging this cost means optimizing routes and fleet age. Avoid letting maintenance slip; deferred repairs cause expensive breakdowns that blow the budget fast. A common mistake is ignoring fuel efficiency when purchasing trucks or vans. \u003c\/p\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eImplement GPS tracking for routes\u003c\/li\u003e\n\u003cli\u003eNegotiate fleet fuel cards rates\u003c\/li\u003e\n\u003cli\u003eStandardize vehicle models for bulk service\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cdiv class=\"card_smpl\"\u003e\u003cdiv class=\"double_border\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-pin-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eSeasonal Risk Check\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eIf project sites are spread across a wide geographic area, this \u003cstrong\u003e$750\u003c\/strong\u003e budget will certainly be exceeded during active builds. You must track actual fuel spend monthly against this budget to catch seasonal overruns early. This cost is relatively fixed unless you add more vehicles or insurance rates spike defintely. \u003c\/p\u003e\n\u003c\/div\u003e\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e","brand":"FinancialModelsLab","offers":[{"title":"Default Title","offer_id":49303870439667,"sku":"general-contractor-running-expenses","price":0.0,"currency_code":"USD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0522\/6191\/2762\/files\/general-contractor-running-expenses.webp?v=1782683302","url":"https:\/\/financialmodelslab.com\/products\/general-contractor-running-expenses","provider":"Financial Models Lab","version":"1.0","type":"link"}