video1.0<iframe src="https://www.loom.com/embed/9453e55cbed3406c96e321b4ae48f56b" frameborder="0" width="1920" height="1440" webkitallowfullscreen mozallowfullscreen allowfullscreen></iframe>14401920Loomhttps://www.loom.com14401920https://cdn.loom.com/sessions/thumbnails/9453e55cbed3406c96e321b4ae48f56b-41932e364f9df925.gif3263.6This Loom explains how construction CFOs and leaders can drive financial outcomes by using a windshield approach to set a North Star and manage levers with accurate reporting. It emphasizes starting with purpose, then identifying that construction books are often wrong by about 300% on average, and what “right” looks like for reconciliation, job costing, loan principal and interest splits, updated budgets, and monthly WHIP. Luke outlines that WHIP should be updated weekly inputs with monthly deadlines, using working capital as the key KPI to measure financial health and direction. He describes setting North Star gross profit dollars per month using reality-based break-even, then managing the two main levers gross profit percent and schedule, enforced through adaptive authority workflows and delegated accountability.