Latch Back Office

05/08/2026

Fun facts about latch. Since you asked. 👀

Fact 01.
The average CFO costs $200K a year. latch costs $299 a month. Same work. No salary negotiation. Doesn't take Fridays off.

Fact 02.
latch knows what burden rates, WIP, change orders, and bid-to-actual variance actually mean. Because it was built for trades - not trained on Silicon Valley startup books.

Fact 03.
When something looks wrong, latch doesn't log it in a report you'll read in three weeks. It texts you. Right now. With the number and what to do about it.

Fact 04.
It works 24/7, monitors every transaction, every job, every dollar in and out - and never once asks for a performance review.

The only financial hire you'll ever feel good about.

05/06/2026

Every contractor should know 5 numbers right now:

Current cash balance.
Who owes you past 30 days.
What's due in the next 14.
Which jobs are over budget.
Whether payroll is covered for the next 2 pay periods.

Those 5 numbers will save you from 60% of the "surprise" problems.

If you can't answer a single one of these without opening 3 apps, calling your bookkeeper, and waiting until Friday. That's not a you problem. That's a visibility problem.

☕ Latch answers all five before your first coffee. If you missed it - text us. You'll have your answer before the next sip.

05/05/2026

Your accountant's own benchmark for getting back to you?

2–3 business days. (their words, not ours)

Latch answers in 3 seconds. From your actual numbers. By text.

If you don't believe it, see for yourself - it's free to try.

Takes 10 minutes to connect. https://golatch.com/services/financial-intelligence

05/01/2026

Plot twist: you can win more work AND know which jobs are actually profitable. 👀

Wild concept, we know.

PlanHub handles preconstruction - bids, plans, subs, the whole circus. Latch handles what happens after - cash, margins, which jobs made money and which ones just felt like they did.

Two platforms. One very organised contractor.

🔗 PlanHub - link below.

04/28/2026

The 1% that kills your margin:

Your system should catch these. If it doesn't, you have a leak. Each one is small but together they quietly eat 3–7% of your gross.

04/27/2026

The 3 numbers every contractor should know cold:

1. Gross margin by job type
2. Labor burden rate (wages + taxes + workers comp + benefits)
3. Breakeven revenue per month

If you can't rattle these off in under 30 seconds, you're not running the business - the business is running you.

Start with #2. Most contractors underprice labor by 15–25% because they forget burden.

04/24/2026

If you can't answer what your average job margin is, that's a problem Latch solves.

Try it out for free -> golatch.com

04/24/2026

Your P&L says you made money last year.

Your bank account disagrees.

Here's the fix most contractors skip: job costing.

Instead of asking 'did we make money this month?' - ask 'did we make money on that job?'

When you can answer that for every project, everything changes. Pricing. Crew decisions. Which customers to keep. Which jobs to walk away from.

Full breakdown - what costs belong to a job, how to allocate labor, and why averages lie - in the blog.

Read:

Your P&L says you're profitable. Your bank account disagrees. Job costing closes that gap by showing you exactly which jobs make money and which ones bleed it.

04/23/2026

Your books should be current. Not 'almost caught up.'

If your bookkeeper is 3 weeks behind, every decision you make today is running on last month's data.

That's how you bid jobs at margins you can't hit. Hire crews you can't afford. Buy equipment you didn't need.

Real-time books aren't a luxury. They're the baseline.

Latch closes your books as the work happens - not 30 days later.

See it work → golatch.com

04/22/2026

You're about to hire a new crew. Is that the right call - or a cash crisis in 6 weeks?

Most contractors make growth decisions based on how busy they are, not how healthy their cash is. A full pipeline feels like permission to spend. It isn't.
Revenue on the way and cash in the bank are two completely different things. The gap between them is where businesses get into trouble.

Try this:
1. Map out your next 6 weeks of known AP obligations - subs, materials, suppliers
2. Overlay your expected AR collections - not invoiced, actually expected
3. Identify any week where outflows exceed inflows

That week is your early warning. Act on it now - not when it's a problem