Building financial and operational visibility

Organization / Context

SB Comm, Inc.

Challenge

Project costs, labor time, and invoicing needed to be examined together. Leadership needed to understand why cost of goods sold had increased and where project-budget overruns or billing discrepancies called for action.

My Role

I owned a project-level analysis of cost of goods sold and reported the findings to the leadership team. Working across operations and finance, I also helped connect labor records, project budgets, billing questions, and timekeeping follow-up to practical operating decisions.

What I Changed

• Completed a project-level analysis of cost of goods sold and reported the root causes of increased costs to leadership.
• Participated in recurring financial reviews that connected accounting information with project delivery, labor costs, and billing processes.
• Developed a labor-utilization measurement approach using timesheet and service-dispatch information.
• Investigated billable-hour discrepancies on projects over budget and brought specific follow-up actions into leadership review.
• Coordinated biweekly timesheet-verification responsibilities with finance and reinforced communication between technicians and the office when additional work raised billing questions.

Results / Evidence

• The project-cost root-cause analysis was recorded as completed in the leadership priority tracker.
• Later leadership records show budget and billing discrepancies being translated into specific actions with named owners.
• Timekeeping follow-up included a biweekly verification plan shared across operations and finance.

Timeframe

Documented work: October 2025–March 2026.

Tools / Frameworks

• Project-cost analysis
• Labor-utilization measures
• Timesheet and dispatch reports
• Financial reviews
• Billing and timekeeping processes

Work performed in a prior leadership role before the formation of Martin Operational Strategy.