Busy on three jobs and still short for Friday's wages

Greymill AcademyUK5 min readReviewed Oct 202624 primary sourcesUS version

The short answer

Why builders run out of cash while making a profit, and the weekly forecast, applications and retention ledger that close the gap.

The takeaway. Forecast 13 weeks ahead by job, every week. Apply on time, collect retention when it falls due, and never let more than one stage go unpaid.

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Written for general builders, groundworkers, carpenters and joiners, roofers, plasterers, bricklayers and kitchen and bathroom fitters in the UK, from one-van firms to small main contractors.

The short version

  1. Build a 13-week cash flow by job.Show applications, wages, merchants, subbies and HMRC payments by week. Refresh it weekly and find your lowest cash point.
  2. Apply on time and keep stages paid.Send every application on its date. On homeowner jobs, take a deposit before ordering materials and never let more than one stage go unpaid.
  3. Chase every retention on its release date.Keep a ledger of each retention and its contract release dates. Once a date passes on finished work, it is a debt: demand it.

Wages and merchants are paid before the client pays you. On a commercial job run on the Scheme's default timetable (which applies where the contract does not set compliant terms of its own), an interim payment can land about 24 days after the end of the period it covers: 7 days to the due date, then 17 more to the final date for payment. Retention waits longer still. So a builder can make a profit on every job and still be short of cash.

The 13-week job cash flow

Refresh it every week. For each job, show:

  • Application dates, and the due date and final date each one triggers
  • Materials, plant, wages, and subbies net of CIS
  • VAT on your sales (none on sales under the reverse charge)
  • CIS and PAYE due to HMRC by the 22nd if you pay electronically
  • The lowest cash point, and the week it falls in

Valuing an interim application

An interim application (indicative)
Gross value of work to date£60,000
Materials on site (only where the contract pays for them)£4,000
Less retention at 3% of £64,000-£1,920
Less paid to date-£38,000
Due on this application£24,080

Add VAT at the job's rate, or apply the reverse charge. If the client is a contractor, CIS comes off the labour within the sum.

Retention is a debt, not a savings account

Under the JCT default, retention is 3% unless the contract particulars say otherwise, and half is usually released at practical completion and half at the end of the rectification period. JCT main forms make the employer (other than a local authority) a trustee of the retention and, if you ask, require it to be kept in a separate bank account: ask in writing while the employer is solvent. As of Oct 2026.

Keep a retention ledger: the job, the amount, the contractual release events and dates, and when you last chased. Model each release from the contract's own practical completion and rectification dates, not an assumed year. Once the release date has passed on finished work, the money is a debt to collect.

AvoidTreating retention as a reserve you will get back one day, and letting several years of it sit with the main contractor.
Do this insteadChasing each release on its contract date with a statement and a demand, and adjudicating if the demand is ignored.

Once its release date has passed, retention is a debt like any other: you can claim interest on it, and adjudication is available at any time.

Profit on paper is not cash in the bank

Your accountant measures profit by how far through the job you are, not by what you have billed. For example, on a £200,000 contract with £170,000 of estimated total costs, £85,000 spent means the job is 50% complete: £100,000 earned and £15,000 margin to date. If you have billed £110,000, £10,000 of it is cash you hold but have not yet earned.

Homeowner jobs and the winter

  • Take a deposit before you order the materials for the job.
  • Use payment stages the client can see on site, and never let more than one stage go unpaid.
  • Open trade accounts with your merchants on 30 to 60 day terms.
  • External work loses weather and daylight hours from November to February: put cash by in the summer or line up internal work for the winter.
  • On commercial work, invoice finance can bridge slow applications; asset finance suits plant and vans.

Look at the lowest cash point in the forecast before you take on another job, not at the profit on the quote. A job bigger than your cash can carry is a growth trap: model it in the 13-week cash flow first.

Asked in Greymill

Example question and answer from Cash & Profit
You
Three jobs on, all in profit on paper, and I'm still scraping for Friday's wages. Two main contractors are sitting on about £9,000 of my retention from jobs we finished last year. I think of it as savings. Where do I start?
Cash & Profit
Start with that £9,000. Dig out each contract today and find its release dates.

On JCT default terms, half is usually released at practical completion (handover) and half at the end of the rectification period, the defects period that follows (As of Oct 2026). Go by each contract's own dates, not a guess.

Release date passed on finished work? Then it is a debt, not savings. Send a statement and a written demand. You can claim interest on it, and go to adjudication (an independent ruling) at any time.

Then end the Friday panic. Wages and merchants go out before clients pay. A 13-week cash flow by job, refreshed weekly, shows your lowest cash point and the week it hits.

Send me the contract dates and I will build the retention ledger first, then the forecast.

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Ask it about your own business

Paste this into Greymill with your own figures, and Cash & Profit works it through for your business.

Your question

I run a construction or building business in the UK. I have [number] jobs running: for each, the client, contract value, application or stage dates and amounts, retention percentage and release dates [details]. My weekly wages are [amount], merchants and plant about [amount], subbies [amount], and I owe HMRC [amount] by the 22nd. Build me a 13-week cash flow by job, show my lowest cash point and the week it falls, and list the retention I can chase now.

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Sources

The primary sources behind this lesson, checked Oct 2026.

  1. FRS 102 (March 2024 amendments) revised Section 23 and its effective date paragraph (Cash, WIP, retentions and finance)
  2. Scheme for Construction Contracts Sch Part II paras 4 and 8 (Cash, WIP, retentions and finance)
  3. JCT 2024 forms, contract particulars and retention provisions (Cash, WIP, retentions and finance)
  4. Opening description; Fees and repayment (Cash, WIP, retentions and finance)
  5. Class 1 secondary rate and threshold (Pricing, estimating and margins: the maths)
  6. Statutory entitlement (Pricing, estimating and margins: the maths)
  7. RICS NRM2 (professional standard, guidance) (Pricing, estimating and margins: the maths)
  8. NEC4 ECC (Contract forms, RETENTIONS, insolvency and disputes)
  9. Cavendish Square Holding v Makdessi; ParkingEye v Beavis [2015] UKSC 67, para 32 (Contract forms, RETENTIONS, insolvency and disputes)
  10. Triple Point Technology v PTT [2021] UKSC 29 (Contract forms, RETENTIONS, insolvency and disputes)
  11. MT Hojgaard v E.ON [2017] UKSC 59 (Contract forms, RETENTIONS, insolvency and disputes)
  12. CPR 26.9; Simple Procedure (Scotland) (Contract forms, RETENTIONS, insolvency and disputes)
  13. s.111; Grove [2018] EWCA Civ 2448; s.112; Late Payment Act s.5A (Hard cases: payment, contracts and defects)
  14. ss.130, 135; Limitation Act s.4B (Hard cases: payment, contracts and defects)
  15. regs 19, 31, 36 (Hard cases: payment, contracts and defects)
  16. s.108(2)(a) (Hard cases: payment, contracts and defects)
  17. s.113 (Hard cases: payment, contracts and defects)
  18. Monthly returns; paying (The calendar: CIS, payment notices, VAT, PAYE and self assessment)
  19. Deadlines (The calendar: CIS, payment notices, VAT, PAYE and self assessment)
  20. End of year (The calendar: CIS, payment notices, VAT, PAYE and self assessment)
  21. Deadlines (The calendar: CIS, payment notices, VAT, PAYE and self assessment)
  22. Chancellor letter of 31 July 2026 (The calendar: CIS, payment notices, VAT, PAYE and self assessment)
  23. CIS 340 sections 4.5 and 4.18 (The calendar: CIS, payment notices, VAT, PAYE and self assessment)
  24. TCGA 1992 s.236H onwards; CG67800 (Size, growth and exit)

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