Small Works · Performance Report · Mar – Jul 2026
Washroom refurbishment · Leodis Developments Ltd
Gross profit
£10,874
36.5% of turnover
Turnover
£29,758
Single contract
Own labour
19.5 days
21% of cost of sales
Subcontracted works
£7,774
41% of cost of sales
| Turnover | £29,757.71 |
| Cost of sales | (£18,883.73) |
| Gross profit | £10,873.98 |
| Gross profit margin | 36.5% |
No priced build up was captured for this job, so there is no tendered margin to measure against. The result is stated on actuals only. Capturing the estimate on the next small work would let us show buying gain and priced against actual.
| Own labour | |
| Engineers payroll · 19.5 days | £3,900.00 |
| Subcontracted works | |
| Subcontract labour · CIS / YKBS | £3,855.00 |
| Decorator, plastering, sealant · DRC | £1,779.81 |
| Floor design | £2,138.82 |
| Materials and hire | |
| Parts purchased | £4,876.02 |
| Sanitaryware | £2,048.13 |
| Scissor lift hire | £285.95 |
| Total cost of sales | £18,883.73 |
Total gross profit
£10,874
Earned over the whole job
Gross profit per month
£2,175
Average across 5 active months
Time on the books
5 months
Mar – Jul 2026
Own labour content
19.5 days
Under 4 working weeks
Marton Mills returned a healthy total profit, but it took five months to earn it. Averaged across the active months that is about £2,175 of gross profit a month, on roughly a month of labour content spread across five calendar months. The same margin earned in a shorter programme is worth more to the business, for three reasons.
Cash comes first, and it bites harder on small works than on a major. The subcontractors used on these jobs are smaller firms who will not wait for month end plus thirty days the way they would on a large contract, so cash goes out to them quickly while the client's payment still lags behind. The longer the job runs, the wider that gap between fast cash out and slow cash in, so closing it sooner is what keeps the position positive.
Second is management and supervision attention. A job that stays open for months keeps drawing office time, valuations, supervision and chasing, all out of proportion to its size. Closing it releases that bandwidth for bigger, better paying work.
Third is margin protection. The longer a job runs the more it is exposed to scope creep, client changes and hazy recollection by the time you reach final account and snagging. Momentum protects the margin that was priced.
Much of a washroom refurbishment's calendar span is structural, the trade sequencing, drying and curing times, subcontractor diaries, client access windows and material lead times. This is a case for compressing duration where it can be, not a judgement that this job was stalled.
The job was delivered through a blend of your own engineers, subcontracted labour and specialist trades, with the materials bought by Leodis. Own labour was the smaller part. The mix below shows where the cost of sales went.