Cash flow is the money moving into and out of your business, and when it moves. Profit tells you whether your work makes money; cash flow tells you whether the money is in the bank when payroll, suppliers and taxes come due.
Your profit and loss statement shows whether jobs earn more than they cost. Your bank balance shows whether you can make Friday's payroll. The two drift apart because money moves on its own schedule:
Example: A $20,000 job runs four weeks. Materials cost $8,000, paid in week one, and crew pay is $1,500 a week, $6,000 in all. The job earns $6,000 of gross profit. If the customer pays in full 30 days after completion, the job is $14,000 out of pocket by week four and stays there until about week eight. Now take a $5,000 deposit at signing (within your state's rules), bill $7,500 at the halfway point and $7,500 at completion, each paid when billed. The low point shrinks to $6,000, and the job is cash positive the day it's finished. The numbers are made up for illustration.
Growth. Every new job ties up cash in materials and labor before it pays, so a jump in sales can empty the account even when every job is profitable.
Slow seasons. Revenue bunches into the busy months, but insurance, truck payments, rent and your own pay come due every month. If the season's profit goes to equipment, debt and draws as it comes in, a profitable year can still leave the account empty when the work slows down. Work out your break-even point for the slow months and set money aside from each busy month to cover the gap. A service agreement program also brings revenue into the slow weeks.
How to get paid faster turns the billing side of this into a routine, and how much deposit to ask for covers deposit sizing and the rules that can limit it. When invoices stall, start with how to collect overdue invoices.