Small Works · Performance Report · Mar – Jul 2026
MEP fit out · Leodis Developments Ltd
Gross profit
£20,999
40.0% of turnover
Turnover
£52,535
Single contract
Own labour
51.5 days
33% of cost of sales
Materials and hire
£18,931
60% of cost of sales
| Turnover | £52,535.00 |
| Cost of sales | (£31,535.84) |
| Gross profit | £20,999.16 |
| Gross profit margin | 40.0% |
| Administrative costs | (£46.07) |
| Operating profit | £20,953.09 |
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 · 51.5 days | £10,300.00 |
| Subcontracted works | |
| Plastering · DRC | £1,555.00 |
| Flooring install | £750.00 |
| Materials and hire | |
| Parts purchased | £15,390.66 |
| Sanitaryware | £3,249.18 |
| Scissor lift hire | £291.00 |
| Total cost of sales | £31,535.84 |
Total gross profit
£20,999
Earned over the whole job
Gross profit per month
£4,200
Average across 5 active months
Time on the books
5 months
Mar – Jul 2026
Own labour content
51.5 days
About 10 working weeks
Squats Gym returned a strong total profit, but it too ran across five months. Your own crews attended in March, May, June and July; in April the only attendance was the plasterer. That April gap is a clean example of the stop and start pattern small works fall into, and here it looks structural, plastering going in during April with the drying time before second fix could resume in May. Even where the gap is structural, the span still carries a cash and attention cost, so earning the same margin in a shorter programme is worth more to the business, for three reasons.
Cash comes first. On this job the cost went out as weekly payroll for your own engineers and as payments to materials suppliers, both on short terms, while the client's payment for the completed works lagged 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 an MEP fit out'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 mostly by your own engineers, on a heavy materials base, with plastering and flooring subcontracted. Own labour was the larger part of the labour and the materials were the largest block of cost. The mix below shows where the cost of sales went.