Forum Discussion

constructionCFO's avatar
constructionCFO
Jobber Ambassador
7 days ago

What’s Your Target Gross Margin vs. Actual Net Margin? Let’s Benchmark.

In home services and contracting, top-line revenue gets all the attention, but net profit pays the bills. Many trade operators aim for a 40–50% gross profit margin to retain a healthy 15–20% net margin, but actual figures vary significantly based on team size and trade complexity.

A standard healthy benchmark breakdown often looks like:

  • Cost of Goods Sold (Direct Labor + Materials): 50–60% of revenue
  • Overhead & Operating Expenses: 25–30% of revenue
  • Net Profit Target: 15–20% of revenue

I’d love to benchmark with the community: Are you hitting your target net margins consistently as you scale, or is overhead creeping up faster than revenue? Where are you seeing the biggest pressure on your margins today?

8 Replies

  • HUGEHomePros's avatar
    HUGEHomePros
    Verified Community Coach

    Our goal is 50% gross profit and 15%-20% net. This year I've been investing in a lot of new systems and new positions so I'll be stoked to be in that 10-15% range. All the stuff I'm investing in to is to make someone in the company's life easier. Better chat software and someone to set that up, better in house project management software, dump trailer, etc. Then an ops manager (someone thing I've posted about but I'm ironing out. 

    • constructionCFO's avatar
      constructionCFO
      Jobber Ambassador

      Awesome. I see you are implementing a lot on the operations side of things which sounds like it could improve productivity. Are there any improvements you’re making to the financial systems?

  • WiringByron's avatar
    WiringByron
    Verified Community Coach

    Hi there, we are pretty close to those numbers usually right around 50% gross merchant and depending how you wanna pay yourself around 10% net profit. I have a business partner so we are both taking a little bit more than maybe company normally would. Where in Canada land of no opportunity though lol sometimes I feel like if I was in the USA I would be highballing, but maybe that’s just an excuse. Also, I’m in the Vancouver area of Canada and I can tell you from my experience. A lot of the trades are around breakeven. 0% net profit. They have lots of right offs they can drive a nice pick up and have a flexible schedule and that’s basically a win. It seems. 

    • constructionCFO's avatar
      constructionCFO
      Jobber Ambassador

      Spot on observation regarding trade habits, but $0 net profit is never a win in my book!

      Too many contractors confuse "lifestyle perks"—like write-offs and a company truck—with real profit. If trade operators want to scale, step back from the daily grind, and build true generational wealth for their families, they need to pay themselves as a proper CEO and ensure the company retains a healthy net profit on top of that.

      • mims01's avatar
        mims01
        Contributor 5

        I completely agree. Revenue can look great on paper, but if there’s nothing left after paying yourself and covering the business expenses, you haven’t really built a profitable company. I think the real goal is creating a business that can run without you being involved in every job while still putting money back into the company and building long-term wealth.

    • mims01's avatar
      mims01
      Contributor 5

      I think that’s the key, being busy doesn’t always mean being profitable. Every market has its challenges, but knowing your numbers, pricing correctly, and protecting your margins is what allows a business to grow instead of just survive

  • WiringByron's avatar
    WiringByron
    Verified Community Coach

    100% It's also great for morale when you can say that you run a profitable business.

     

  • mims01's avatar
    mims01
    Contributor 5

    For me, the biggest challenge is keeping overhead from growing faster than revenue. It’s easy to look at a job and think you made good money because the gross margin looks strong, but once labor, fuel, insurance, equipment, software, and all the other expenses hit, the actual net can look very different. I’m focusing more on tracking the numbers job by job and making sure growth is actually creating profit, not just more revenue.