By working through their production process, it became clear that not only were they misinterpreting their gross profit margin but a large amount of cash from the profit disclosed on the accounts was tied up with work in progress and retentions.  

Knowing this gave the client the opportunity to adjust their numbers and fix the leaks. 

Now the client has created an effective contracts managers role which includes regular updates on work in progress and retentions which has resulted in an increase in cash held by the company of 451% in 3 years.