Purple Planet Offshore Accounting

𝐉𝐨𝐛 𝐜𝐨𝐬𝐭𝐬 𝐜𝐚𝐧𝐧𝐨𝐭 𝐰𝐚𝐢𝐭 𝐟𝐨𝐫 𝐃𝐞𝐜𝐞𝐦𝐛𝐞𝐫.
𝐁𝐲 𝐭𝐡𝐞𝐧 𝐭𝐡𝐞𝐲 𝐚𝐫𝐞 𝐨𝐧𝐥𝐲 𝐡𝐢𝐬𝐭𝐨𝐫𝐲.

For the CPAs and fractional CFOs working with contractors, the pattern is familiar. The file arrives, and job costing has been treated as a year end exercise.

Costs coded by month rather than by job. Change orders reconstructed from memory. A WIP built once, at the end, to satisfy a schedule rather than to run a business.

You can still produce the numbers. What you cannot do is give the client advice that was worth having in March.

Our clients hand you a different starting point. Every cost coded by job as it happens. Change orders tied to the contract when they occur. A WIP that ties to the general ledger, month after month.

We do the ex*****on work and stay firmly out of tax, advisory and the client relationship. Your judgement stays entirely yours.

Good advice needs current numbers. That part is ours to get right.

𝐌𝐚𝐫𝐠𝐢𝐧 𝐝𝐨𝐞𝐬 𝐧𝐨𝐭 𝐯𝐚𝐧𝐢𝐬𝐡. 𝐈𝐭 𝐦𝐨𝐯𝐞𝐬.
𝐔𝐬𝐮𝐚𝐥𝐥𝐲 𝐭𝐨 𝐭𝐡𝐞 𝐰𝐫𝐨𝐧𝐠 𝐣𝐨𝐛.

Margin rarely disappears in one dramatic moment. It shifts quietly, one entry at a time.

A subcontractor invoice booked to the wrong job. A change order worked in the field but never added to the contract value. Costs that land two months after the work.

Each one moves profit from where it was earned to where it was not. The profitable job looks better than it is. The troubled job stays hidden.

None of this needs advisory work to fix. It needs every cost coded to the right job, and every change order tied to the contract as it happens, every single month.

That is the discipline we run alongside your team. So the margin you report is the margin that was actually earned.

A job level number is only as honest as the coding behind it.

𝐘𝐨𝐮𝐫 𝐛𝐞𝐬𝐭 𝐣𝐨𝐛 𝐦𝐚𝐲 𝐛𝐞 𝐥𝐲𝐢𝐧𝐠.
𝐓𝐡𝐞 𝐦𝐚𝐫𝐠𝐢𝐧 𝐦𝐢𝐠𝐡𝐭 𝐧𝐨𝐭 𝐛𝐞 𝐢𝐭𝐬 𝐨𝐰𝐧.

Every contractor has a job that looks like a winner. Healthy margin. Everyone pleased.

Sometimes that margin is borrowed. A cost booked to the wrong job. A change order worked but never billed. The job looks strong while a quieter one carries the loss.

Nobody did anything wrong. The paperwork simply never caught up with the field.

The trouble is that this only shows at closeout, and closeout is too late to act on. The money is already spent.

When every cost is coded to the right job each month, the real picture appears while the job is still live. You can rebill the change order. Move the cost. Have the hard conversation while it still changes something.

That is the layer we run for construction and trades businesses, month after month.

The best jobs and the worst ones rarely announce themselves. The coding does.

𝐀𝐧 𝐇𝐕𝐀𝐂 𝐜𝐨𝐧𝐭𝐫𝐚𝐜𝐭𝐨𝐫 𝐢𝐬 𝐧𝐨𝐭 𝐚 𝐫𝐞𝐭𝐚𝐢𝐥 𝐬𝐡𝐨𝐩.
𝐓𝐡𝐞𝐢𝐫 𝐛𝐨𝐨𝐤𝐬 𝐬𝐡𝐨𝐮𝐥𝐝 𝐧𝐨𝐭 𝐛𝐞 𝐞𝐢𝐭𝐡𝐞𝐫.

Construction gets talked about often. The trades that build alongside it, less so. An HVAC company, an electrical contractor, a utility subcontractor.

They carry the same realities. Jobs, change orders, retention, progress billing, subs of their own.

Yet many are handed generic books built for a shop that sells widgets. Costs land in one bucket. The job-level picture never appears. The owner cannot see which contracts actually earn.

The fix is not complicated. Code every cost to the job, keep the WIP current, track retention where it applies.

We run that layer for trades businesses too, on US East Coast hours, alongside your own team.

If you run a trades business, can you tell today which jobs are carrying the others?

𝐀 𝐥𝐚𝐭𝐞 𝐜𝐥𝐨𝐬𝐞 𝐢𝐬 𝐫𝐚𝐫𝐞𝐥𝐲 𝐚 𝐩𝐞𝐨𝐩𝐥𝐞 𝐩𝐫𝐨𝐛𝐥𝐞𝐦.
𝐈𝐭 𝐢𝐬 𝐚 𝐩𝐫𝐨𝐜𝐞𝐬𝐬 𝐭𝐡𝐚𝐭 𝐧𝐞𝐯𝐞𝐫 𝐬𝐞𝐭𝐭𝐥𝐞𝐝.

Ask most construction finance leaders why the close runs late, and the honest answer is not people. It is that the work resets every month.

Costs coded differently each time. The WIP rebuilt by hand. Reconciliations left for the last day.

When the same steps run the same way each month, the close stops being a scramble. It arrives on a set date, tied to the GL, ready for review.

That is the work we run alongside your team. Not to replace anyone, but to add reliable capacity underneath the close.

A close that runs the same way every month is a month you can finally plan around.

𝐀 𝐰𝐫𝐨𝐧𝐠 𝐧𝐮𝐦𝐛𝐞𝐫 𝐢𝐬 𝐧𝐨𝐭 𝐲𝐨𝐮𝐫 𝐛𝐢𝐠𝐠𝐞𝐬𝐭 𝐫𝐢𝐬𝐤.
𝐍𝐨𝐭 𝐭𝐫𝐮𝐬𝐭𝐢𝐧𝐠 𝐭𝐡𝐞 𝐫𝐢𝐠𝐡𝐭 𝐨𝐧𝐞 𝐢𝐬.

As an owner, you make big calls on your numbers. Which job to bid. Which sub to pay. Whether the cash will last the quarter.

The trouble is rarely a wrong figure. It is not being sure whether the figure in front of you is right.

When the books are updated the same way every month, that doubt goes away. You stop second-guessing the report and start using it.

This is the layer we run for construction and trades businesses. The coding, the reconciliations, the close, done consistently every month, so the numbers are ready when you need to decide.

We do not touch your tax, your payroll or your decisions. We simply make sure the numbers under them can be trusted.

Numbers you can trust are the quietest advantage a business can have.

𝑪𝒍𝒆𝒂𝒏𝒆𝒓 𝒄𝒐𝒏𝒔𝒕𝒓𝒖𝒄𝒕𝒊𝒐𝒏 𝒃𝒐𝒐𝒌𝒔 𝒕𝒉𝒂𝒏 𝒚𝒐𝒖 𝒕𝒉𝒐𝒖𝒈𝒉𝒕 𝒐𝒇𝒇𝒔𝒉𝒐𝒓𝒆 𝒄𝒐𝒖𝒍𝒅 𝒅𝒆𝒍𝒊𝒗𝒆𝒓.
𝑨𝒏𝒅 𝒘𝒆 𝒔𝒕𝒊𝒍𝒍 𝒔𝒕𝒂𝒚 𝒐𝒖𝒕 𝒐𝒇 𝒚𝒐𝒖𝒓 𝒕𝒂𝒙, 𝒑𝒂𝒚𝒓𝒐𝒍𝒍.

Construction and real estate tempt every offshore vendor into doing more. We can also run the payroll. Handle the tax. Advise on the WIP. Weigh in on the bids.

It sounds like value. It ends with a vendor sitting between a CFO and their client, blurring the one line that should stay clear.

The reason to hand us the construction back office is the same reason our other clients do. We go deep on one layer and stay out of the rest. Job cost coding. WIP schedules. Retention. Committed costs. AP. Progress billing. The monthly close by the 10th. The decisions stay yours. The bids. The billing strategy. The tax. The payroll.

That is Purple Planet for construction and real estate. The most reliable and best informed back office you have worked with offshore. A hard boundary around everything that is not ours to touch.
If you have settled for construction books that are always late and always generic, come and see what a close built for the sector feels like.

𝐖𝐡𝐞𝐧 𝐚 𝐜𝐨𝐧𝐬𝐭𝐫𝐮𝐜𝐭𝐢𝐨𝐧 𝐜𝐥𝐢𝐞𝐧𝐭 𝐜𝐚𝐦𝐞 𝐭𝐨 𝐮𝐬, 𝐭𝐡𝐞 𝐛𝐨𝐨𝐤𝐬 𝐰𝐞𝐫𝐞 𝐟𝐨𝐮𝐫 𝐬𝐩𝐫𝐞𝐚𝐝𝐬𝐡𝐞𝐞𝐭𝐬 𝐚𝐧𝐝 𝐚 𝐬𝐡𝐨𝐞𝐛𝐨𝐱.

𝐍𝐢𝐧𝐞𝐭𝐲 𝐝𝐚𝐲𝐬 𝐥𝐚𝐭𝐞𝐫 𝐭𝐡𝐞𝐲 𝐡𝐚𝐝 𝐚 𝐖𝐈𝐏 𝐬𝐜𝐡𝐞𝐝𝐮𝐥𝐞 𝐭𝐡𝐞𝐲 𝐭𝐫𝐮𝐬𝐭𝐞𝐝.

Day one looked like a lot of growing construction companies.

Job costs dropped into one bucket with no cost codes. A WIP schedule last updated two quarters ago.

Retention untracked. Subcontractor AP paid on gut feel. A close that arrived, when it arrived, around the 25th.

The owner was bidding new work with no real read on which current jobs actually made money.

None of that was a competence problem. The back office was never built to match the business. The work was fine. The system under it was not.

Within ninety days: transactions coded by job and cost code, the WIP schedule updated monthly and reconciled to the GL, retention tracked by job, subcontractor AP lined up with the draw schedule, and a reviewed close package delivered by the 10th.

We do not share client names. We do share what changed. If your day one looks like spreadsheets and a shoebox, that is a familiar place to start. It is fixable.

𝐌𝐨𝐬𝐭 𝐨𝐟𝐟𝐬𝐡𝐨𝐫𝐞 𝐭𝐞𝐚𝐦𝐬 𝐜𝐥𝐨𝐬𝐞 𝐚 𝐜𝐨𝐧𝐬𝐭𝐫𝐮𝐜𝐭𝐢𝐨𝐧 𝐜𝐨𝐦𝐩𝐚𝐧𝐲 𝐭𝐡𝐞 𝐰𝐚𝐲 𝐭𝐡𝐞𝐲 𝐜𝐥𝐨𝐬𝐞 𝐚 𝐦𝐚𝐫𝐤𝐞𝐭𝐢𝐧𝐠 𝐚𝐠𝐞𝐧𝐜𝐲.

𝐓𝐡𝐚𝐭 𝐢𝐬 𝐭𝐡𝐞 𝐩𝐫𝐨𝐛𝐥𝐞𝐦.

A contractor doing ten million a year and an agency doing the same need completely different books.

One needs job costing, WIP, retention, committed costs and progress billing. The other needs none of it.

Hand construction books to a team running a generic checklist and the WIP goes untouched.

Costs land in the wrong job. Retention disappears into AR. Technically closed. In practice, useless.

Knowing the sector is not a nice extra in construction. It is the difference between books that support decisions on each job and books that only tie out to the bank.

The checklist has to be built for the industry, or the close is closed in name only.

Our construction close runs on a construction checklist. Job cost coding. WIP maintenance.

Retention and committed costs. Progress billing. Reviewed and delivered by the 10th. We built it on purpose.

Getting this sector right matters more than getting it fast.

If your construction clients get the same treatment as everyone else, that is the gap we were built to fill.

𝗧𝗵𝗲 𝗽𝗿𝗼𝗽𝗲𝗿𝘁𝘆 𝘀𝗵𝗼𝘄𝗲𝗱 𝗮 𝗽𝗿𝗼𝗳𝗶𝘁, 𝘀𝗼 𝘆𝗼𝘂 𝘁𝗼𝗼𝗸 𝗮 𝗱𝗶𝘀𝘁𝗿𝗶𝗯𝘂𝘁𝗶𝗼𝗻.
𝗧𝗵𝗲 𝗽𝗿𝗼𝗳𝗶𝘁 𝘄𝗮𝘀 𝗮 𝗺𝗶𝗿𝗮𝗴𝗲.

Real estate numbers mislead in both directions.

Depreciation makes a property that throws off cash look like it is losing money. A large draw or a deferred repair makes a strained one look flush.

Read the P&L literally and you take out money the cash cannot cover. Or you sit on cash you think you cannot touch. Cash and accrual tell two different stories. Confusing them is expensive.

The question was never whether the property made a profit. The question is what you can actually distribute.

Answering it takes books that keep the accounting picture and the cash reality apart. Every month.

We keep property books that reconcile cash and accrual, and we track distributions and owner draws by entity. What you take out is based on what is there, not on what the P&L happened to say that month.

If you are never sure how much you can safely pull out of a property, that clarity is a bookkeeping problem.

We solve it.