1610 Bookkeeping and Consulting

1610 Bookkeeping and Consulting Contact information, map and directions, contact form, opening hours, services, ratings, photos, videos and announcements from 1610 Bookkeeping and Consulting, Accountant, 8376 Davis Boulevard #280, North Richland Hills, TX.

We help kingdom-minded business owners turn financial chaos into confident clarity by providing strategic financial management, process optimization, and system streamlining.

Your bank balance is lying to you about your real cash position.That $200K in the account feels good today.But do you kn...
06/04/2026

Your bank balance is lying to you about your real cash position.

That $200K in the account feels good today.

But do you know where you will be in 8 weeks?

Most contractors doing $5M to $10M manage cash flow like this:

• Check the bank balance Monday morning
• Hope the big payment comes in before payroll
• Panic when three invoices hit 60+ days overdue
• Turn down good projects because cash feels tight

That is not cash management.

That is cash anxiety.

Here is what changes everything: a 13-week rolling forecast.

Not complicated. Not fancy. Just systematic.

When you map out your next 13 weeks, you see:

• Which client payments are actually coming when
• Where your cash gaps will hit before they hurt
• When you can confidently take on new work
• How much you can safely invest in equipment or growth

The difference is night and day.

Instead of turning down a profitable project because your account feels low, you know that $180K payment hits in week 6.

Instead of panic-calling clients about late payments, you see the gap coming in week 4 and handle it professionally in week 2.

Your project management software already has most of this data. Billing schedules. Contract values. Payment terms.

The missing piece is connecting it to a simple weekly forecast.

Proverbs 21:5 says it clearly: the plans of the diligent lead to profit as surely as haste leads to poverty.

Haste is managing your cash week to week.

Diligence is planning your cash 13 weeks out.

If you are tired of cash flow anxiety controlling your business decisions, let's talk.

A free consultation might be the conversation that finally gives you cash flow confidence.

Your business is worth less than you think.Here's why.Most contractors doing $5M to $10M assume their business is worth ...
06/02/2026

Your business is worth less than you think.

Here's why.

Most contractors doing $5M to $10M assume their business is worth 2-3x revenue.

That would be $10M to $30M.

But when buyers actually look under the hood, they see something different.

They see a business that cannot operate without you.

Every client relationship runs through your phone.
Every major decision waits for your approval.
Every vendor negotiation needs your personal touch.
Every crisis becomes your emergency.

Buyers do not pay premium multiples for businesses that die when the owner leaves.

They pay for systems that run without the founder.

Here is what buyers actually value:

• Operations manuals that any qualified manager can follow
• Cross-trained teams who know your processes without asking
• Client relationships documented and transferable
• Financial systems that provide real-time visibility
• Vendor contracts and relationships that belong to the business

When buyers see owner dependency, they see risk.

Risk gets discounted.

Heavily.

A $7M construction business that cannot run without the owner might sell for $3M to $4M.

The same business with documented systems and trained management sells for $15M to $20M.

Proverbs 21:5 reminds us that good planning leads to profit.

But hasty shortcuts lead to poverty.

Building a business that works without you is not about exit planning.

It is about building something valuable today.

Something that gives you options.

Something that works even when you want to take a real vacation.

If you have built a business that cannot survive two weeks without you, we should talk.

A free consultation might be the most valuable conversation you have about your future.

Your business dies when you get sick.That is not a business plan.That is a very expensive job.This week I talked to a co...
06/01/2026

Your business dies when you get sick.

That is not a business plan.

That is a very expensive job.

This week I talked to a contractor whose wife had a stroke.

He spent three days in the hospital with her.

When he got back to the office, two projects were stalled, three clients were frustrated, and his foreman was fielding calls about decisions he could not make.

Not because his team was incompetent.

Because everything required him personally.

Here is what happens when you build a business that needs you for everything:

• Client payments stop because only you can approve invoices
• Change orders sit in limbo because only you can price them
• Vendor relationships get strained because only you can authorize purchases
• Your family income disappears the moment you cannot work

That is not sustainable.

And it definitely is not sellable.

Proverbs 21:5 says the plans of the diligent lead to profit, but hasty decisions lead to poverty.

Building systems is diligent.

Assuming you will never get sick is hasty.

Here is what changes when you plan for business continuity:

1) Document your key processes and decision points
2) Cross-train at least two people on critical tasks
3) Set up approval workflows that do not require you personally
4) Create emergency contact lists and authority levels
5) Establish weekly check-in systems that work remotely

This is not about planning for retirement.

This is about planning for life.

Because life happens.

And when it does, your business should keep running, your team should stay employed, and your family should stay protected.

If your business cannot survive two weeks without you making daily decisions, you have built a job that owns you.

Not a business that serves you.

Ready to build something that works even when you cannot?

Let's talk about what business continuity actually looks like for a construction company your size.

Your S-Corp salary could be costing you $20K+ in unnecessary taxes.Or it could be setting you up for an IRS audit.Here i...
05/29/2026

Your S-Corp salary could be costing you $20K+ in unnecessary taxes.

Or it could be setting you up for an IRS audit.

Here is what most contractors get wrong:

They think S-Corp salary is about percentages.

60% salary, 40% distributions.
50% salary, 50% distributions.

Those are made-up rules.

The IRS has one test: reasonable compensation.

Translation: What would you pay someone else to do your job?

For a construction business owner doing $5M to $10M, that means:

• Managing 15-30 employees
• Overseeing multiple project sites
• Client relationship management
• Strategic planning and growth
• Financial oversight and decision making

A construction manager salary in most markets? $80K to $120K.

But you are not just a manager.

You are the owner carrying all the risk.

That pushes reasonable salary higher.

Here is the framework I use:

Start with market rate for your role: $100K to $140K
Add 20-30% for ownership risk and responsibility
Consider your actual time investment
Document your decision

Result: Most construction S-Corp owners in this range should be paying themselves $120K to $160K in salary.

Everything above that becomes tax-efficient distributions.

Save 15.3% on every distribution dollar.

On $200K in distributions, that is $30,600 in your pocket instead of the IRS.

But pay yourself too little and risk audit penalties.

Pay yourself too much and waste money on unnecessary payroll taxes.

Proverbs 27:14 reminds us to count the cost.

In S-Corp land, counting the cost means getting your salary right.

Not guessing. Not using percentages. Not copying what someone else does.

Calculating based on your actual role and market.

If you have been winging your S-Corp salary, let's talk.

A free consultation might save you thousands this year.

That new excavator will cost you $200K.But will it actually make you money?Most contractors I talk to make equipment dec...
05/28/2026

That new excavator will cost you $200K.

But will it actually make you money?

Most contractors I talk to make equipment decisions based on two things:

1) Monthly payment feels manageable
2) Competitor just bought one

Neither of those has anything to do with profit.

Here is what actually matters: utilization rate.

That $200K excavator sitting in your yard 40% of the year is costing you money.

That $800/week rental you use 70+ hours weekly is costing you even more.

The breakeven formula is simple:

If you use equipment more than 65% of available hours annually, buying usually wins.

Under 65%? Rent and keep your cash working.

But most contractors never track utilization. They guess.

They buy based on their busiest month, not their average year.

They rent based on their tightest cash week, not their growth plan.

Here is what changes when you track actual equipment hours:

• You know exactly when buying saves money
• You keep working capital free for profitable opportunities
• You stop subsidizing idle equipment with active project margins
• You can scale up fast during busy seasons without massive capital commitments

Modern equipment tracking through systems like BuilderTrend makes utilization data automatic.

No guessing. No spreadsheets. Just real numbers.

Proverbs 21:5 reminds us that good planning leads to profit, but hasty shortcuts lead to poverty.

Equipment decisions made without utilization data are hasty shortcuts.

In 2025, cash flow beats ownership for most contractors.

Keep your capital free to chase the profitable work.

If you are making equipment decisions based on gut feel instead of utilization data, let's talk.

A free consultation might save you six figures on your next big purchase.

That dumpster full of materials?It used to be your profit.I see it on job sites constantly.Dumpsters filled with lumber ...
05/27/2026

That dumpster full of materials?

It used to be your profit.

I see it on job sites constantly.

Dumpsters filled with lumber that got rained on. Concrete that got over-ordered. Pipe fittings that never got used.

Most contractors think waste is just part of construction.

But here is what the numbers actually show:

Material waste accounts for up to 35% of total on-site costs on many projects.

For a contractor doing $7M annually, that could be $240K walking straight into the dumpster.

Here is where it gets worse.

Most contractors are working on 5-6% net profit margins.

That means if you are losing even 4% to material waste, you just gave away two-thirds of your annual profit.

Not to mention the labor hours spent moving materials twice. The storage costs. The disposal fees.

But here is what changes when you start tracking material usage by job:

• You order what you actually need, not what the estimate says
• Weather protection becomes a profit protection strategy
• Your crew stops treating excess materials like free inventory
• Cash flow improves because less capital is tied up in materials sitting on site

The solution is simpler than most contractors think.

Track what goes out the door. Track what comes back. Track what gets dumped.

Just-in-time ordering based on actual usage patterns, not estimates.

Proverbs 21:5 reminds us that the plans of the diligent lead surely to abundance, but everyone who is hasty comes surely to poverty.

Hasty material orders lead to waste.

Diligent tracking leads to profit.

If you want to see how much profit is walking into your dumpsters, we should talk.

A free consultation might show you where $50K-$150K is hiding in plain sight.

That excavator payment looks affordable.But is it profitable?Most contractors making equipment decisions focus on the mo...
05/26/2026

That excavator payment looks affordable.

But is it profitable?

Most contractors making equipment decisions focus on the monthly payment.

Big mistake.

Here is what I see with $5M to $10M contractors:

• They tie up $200K in equipment that sits idle 6 months a year
• They pay storage, insurance, and maintenance on assets generating zero revenue
• They pass up profitable projects because working capital is locked in steel

The real question is not "Can I afford the payment?"

It is "Will this equipment generate more profit than the cash I am tying up?"

Here is the simple math that changes everything:

Calculate your true utilization rate. Not what you hope. What actually happens.

If that $150K excavator works 800 billable hours per year at $125/hour, it generates $100K in revenue.

But factor in:
• Storage: $2,400/year
• Insurance: $3,600/year
• Maintenance: $8,000/year
• Depreciation: $25,000/year

Total ownership cost: $39,000 annually.

Net contribution: $61,000.

Now compare that to leasing the same machine for projects at $800/week.

For 20 weeks of actual use, that is $16,000 in lease costs.

The extra $45,000 in cash stays available for growth opportunities, working capital, or projects that actually multiply your money.

Proverbs 21:5 reminds us that steady planning leads to advantage.

Plan your equipment decisions like the strategic capital choices they are.

Not based on what you can afford today.

Based on what grows your business tomorrow.

If equipment decisions are draining your growth capital, let's talk.

A free conversation might save you six figures in tied up cash.

Your crew gets paid every two weeks.Your suppliers get paid net-30.Your subs get paid on schedule.But you? You pay yours...
05/25/2026

Your crew gets paid every two weeks.

Your suppliers get paid net-30.

Your subs get paid on schedule.

But you? You pay yourself whenever it feels safe.

That is backwards.

Here is what I see with most contractors doing $5M to $20M:

• Summer: Take huge draws because cash looks good
• Fall: Moderate pay because projects are wrapping
• Winter: Barely pay yourself because work slows down
• Spring: Scramble to ramp up again

This feast-or-famine cycle does not just hurt your personal finances.

It ruins your business judgment.

When you are not paying yourself consistently, you make desperate decisions.

You bid jobs too low just to get cash flowing.

You take problem clients because you need the revenue.

You skip necessary equipment maintenance to preserve cash.

Here is what changes everything: quarterly owner compensation planning.

Instead of reacting to cash flow, you plan it.

• Q1: Lower base salary, plan for startup costs
• Q2: Increase salary as projects ramp up
• Q3: Peak salary during busy season
• Q4: Distribution focus for tax planning

This is not just about personal budgeting.

It is about business strategy.

When you know your quarterly pay plan, you can:

• Budget job margins to support it
• Time S-Corp distributions for maximum tax savings
• Plan equipment purchases around cash flow
• Make confident business decisions instead of emotional ones

Proverbs 21:5 reminds us that good planning and hard work lead to prosperity.

Construction has predictable seasons.

Your income should reflect that predictability, not fight it.

If you are tired of playing payroll roulette with your own income, let's fix it.

A free call might be the most financially stabilizing conversation you have this year.

You are paying yourself $50 an hour to argue about lumber prices.You are worth $500 an hour building relationships with ...
05/22/2026

You are paying yourself $50 an hour to argue about lumber prices.

You are worth $500 an hour building relationships with $2M clients.

See the problem?

Most contractors doing $5M to $20M spend 12-15 hours every week personally managing vendor relationships.

Calling for material quotes.
Negotiating delivery schedules.
Dealing with quality complaints.
Approving every purchase over $200.

Meanwhile, your project manager is sitting there perfectly capable of handling these conversations.

Here is what I see happening:

• Owner spends Tuesday morning getting three concrete quotes
• Project sits idle waiting for material decisions
• Crew gets paid to wait while owner plays procurement officer
• Real business development gets pushed to evenings and weekends

The math is brutal.

Your time building client relationships can generate $50K in new revenue.

Your time negotiating material prices might save $500.

Which one moves your business forward?

Matthew 6:21 reminds us that where your treasure is, there your heart will be also.

If your treasure is building a $10M+ business, your heart needs to be on $10M+ activities.

Not $50 purchase orders.

Here is how to fix it:

1) Set clear approval thresholds ($500, $1000, $2500)
2) Train your project manager on quality standards
3) Create preferred vendor lists with negotiated rates
4) Review vendor performance monthly, not daily

Your job is not to get the cheapest lumber.

Your job is to build relationships that fill your schedule with profitable work.

If you are spending more time with suppliers than with potential clients, we need to talk.

Book a free consultation and let's get your time focused on what actually grows your business.

That excavator payment looks tempting.But did you actually do the math?Not the monthly payment math. The real math.Most ...
05/21/2026

That excavator payment looks tempting.

But did you actually do the math?

Not the monthly payment math. The real math.

Most contractors I talk to make equipment decisions like this:

"The payment is $3,200 a month, and I am paying $400 a day to rent. If I use it 8 days a month, buying makes sense."

That math is missing about $150,000.

Here is what they are not counting:

• 20-30% depreciation in year one
• Storage, insurance, and maintenance
• Opportunity cost of that $200K down payment
• The reality that equipment sits idle 40% of the time

The real breakeven point is not 8 days a month.

It is more like 15-18 days, depending on the machine.

But here is the thing that matters more than breakeven:

Cash flow timing.

Buying ties up $200K that could fund three more crews for six months.

Renting keeps that capital free to chase the next big opportunity.

Most contractors doing $5M-$10M are capital-constrained, not payment-constrained.

The question is not whether you can afford the payment.

The question is what else that money could build.

Proverbs 21:5 reminds us that hasty decisions lead to poverty, but careful planning leads to profit.

Before you sign that lease, run the real numbers:

1. Calculate actual utilization hours per month
2. Add all hidden ownership costs
3. Factor in your cost of capital
4. Consider what else that money could fund

Sometimes renting forever is the smart move.

Sometimes buying builds long-term value.

But guessing costs you either way.

If you want help running the real numbers on your next equipment decision, let's talk.

A free consultation might save you six figures.

Address

8376 Davis Boulevard #280
North Richland Hills, TX
76182

Website

http://1610consulting.com/

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