CASE STUDY · CONSTRUCTION
How a 110-year-old general contractor cut accounting costs in half — and doubled its bonding capacity.
“Now, we have the talent to do more than we ever could before. By having our financial statements in place, we are positioned to go after new industries, markets, and acquisitions.”
Jimmy Kinley, CEO, Kinley CorporationTHE CHALLENGE
Scrambling instead of steering.
When Jimmy Kinley came on as CEO in 2018, financial statements ran weeks late — making bonding hard to secure and strategy impossible to see. Leadership was scrambling to complete overdue statements instead of steering the company.
THE FIX
What changed, in order.
Six weeks of intensive work: year-end close finished months ahead of its usual lead time.
A month-end checklist the team could run without heroics, plus a clear balance-sheet and cash-flow budget.
Responsibilities reassigned, timelines owned — the close went from 50–60 days to under 30.
A fractional controller stepped in for the day-to-day; underutilized talent was promoted from within.
Robert stepped back to the judgment layer: bonding strategy, growth, and eventually a $40M raise to acquire the business.
THE OUTCOME
Where Kinley landed.
Kinley's bonding company now views them as a premier client — the gold standard for financial reporting. Accounting costs were cut in half by better using the talent and technology they already had. “We were pinching ourselves,” Jimmy said.
“You have to lift up the people who rise to the challenge.”
Your books can look like this in six weeks.
The Kinley playbook — checklist, close calendar, cash budget — starts with one call.
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