Construction Controller Recruiters

We contact finance leads at general contractors and mechanical or electrical firms. We look for people working where they manage high volumes of subcontracts and large project backlogs. These individuals often change firms after finishing an accounting system upgrade and want to build a similar system elsewhere.

We focus on people who grew from junior accountants to finance heads at firms that recently expanded. These candidates successfully addressed specific project budget discrepancies. Do they have experience working in firms where they enforced strict job cost reporting, and would they be interested in a role where they manage the data entry and reconciliation processes from the field to the general ledger?

To find a controller who manages your bonding and cash flow, we look within firms currently dealing with complex percentage of completion adjustments. We target individuals who have recently spent three to five years at firms that expanded from a single region to multiple states. These candidates frequently encounter a specific frustration: they manage high volume billings but lack the authority to enforce standardized project reporting from field operations. They often look for a move if they have spent their time producing financial data that never reaches the project managers who need it to stop margin erosion. We ask them whether they have successfully changed a workflow where project managers previously disregarded finance reports. If the candidate describes a specific change to the data entry process that project managers adopted, it indicates they possess the operational influence needed to fix your job cost data. We also ask what specific indicators they watch for to determine if a project manager is hiding a cost overrun in a change order. Their answer should be a description of a specific document or a regular reconciliation step they use to spot inconsistencies before the bank auditor does.

We also search for controllers who currently operate with outdated accounting systems and are searching for a firm that has already committed to upgrading their ERP technology. The primary tradeoff for these candidates is leaving a place where they have historical context for a new environment where they can build clean reporting structures from the ground up. To determine if our client can offer this, we ask the candidate to describe a specific time they built a report that directly saved a project from a potential bonding limit violation. If they can show how that report was built and how it was communicated to the bank, we know they are ready to handle the scale of your current project backlog. We follow up by asking how they determine when a project manager is overstating revenue on a project that is nearing completion. A strong answer will explain how they look for discrepancies between vendor invoices and the reported percentage of completion. We confirm if your current firm has the willingness to give this hire the final say on contract revenue recognition before final reports go to your bank representatives.