Join us as we discuss a common sense approach to implementation of ASC 606- Revenue for Contracts with Customers. We will discuss and highlight key issues that the majority of contractors will likely have to deal with, how to identify and assess overall impact of adopting ASC 606, what accounting policy changes might be required and what are some of the key financial statement and footnote changes with the new standard. If you still haven’t evaluated and assessed overall impact of ASC 606, we will help shed light on what you need to do before the end of the year.

Oversight of HR is a hat many construction CFOs wear. Oftentimes directing recruitment, retention, policy, discipline, compensation and benefits decisions, while still performing key finance functions. Balancing compliance issues and the need to control overhead expenses with company culture and employee morale is tricky, and making the wrong HR decisions can open the company up to risk, expensive litigation and bad press. Learn how successful construction companies have leveraged resources to deliver optimum HR function.

This highly interactive, hands-on session teaches effective ways to leave a positive perception on a wide variety of audiences you deal with every day, including customers, prospects, internal staff, boards of directors, management, community partners, the news media, elected officials, investors, and many others.

Join us to discuss how to lead cross functional relationships within an organization by implementing leading and key performance indicators. We will discuss how creating transparency within an organization is the platform for sustainability and accountability. In addition, we will focus on bench-marking expectations for operational performance, customer, risk, project, and personnel profiles.

Prequalification programs have been in place now for 10 years or more, leading to what most Subs call “Prequal Season”. This session will take a deep dive into where we are today, is the system working? If so, why are some GCs still afraid of Subcontractor failure? And for Subs, have they become more comfortable with sharing financial information? And, if your company ‘picture’ isn’t A+, is there anything the Sub can do to ‘dress it up’? And how “bad” does a Sub have to be to be a NO go?