Chief Financial Officer

CFO — GCM Contracting Solutions, Inc.

Fort Myers, FL | Full-Time

GCM is a boutique, surety-bonded general contractor with a growing family of companies: turn-key design-build construction across a range of contract structures, specialty concrete & pre-cast (Precision Elements), Structural Engineering, marina development (Marina Partners), infrastructure services (ASAR Inc.), and an automated vehicle storage venture in development (Auto Storage Partners).

We deliver a high level of quality on every project — from industrial warehousing to complex commercial builds — and we operate across lump sum, cost-plus, bonded, and unbonded contracts. That flexibility is by design, and it requires a financial leader who can think across deal types, not just one.

We're at an inflection point — entities being formed, divisions separating, new ventures launching — and ownership is looking for a CFO with construction industry experience who can maximize enterprise value across the platform and position the business to evaluate strategic alternatives on ownership's timeline.

The role:

• Financial leadership with across a multi-entity platform. Cash flow, bonding, banking. Modeling and due diligence on new deals, acquisitions, and entity structuring. Clean financials, audit-ready reporting, and the operational discipline that institutional buyers and partners expect. ERP and systems. Tax strategy. Building the finance function to match where we're headed.

The person:

• 10+ years in finance leadership with real construction or project-based industry experience . You know WIP schedules, job costing, and surety programs cold. M&A or transaction experience is strongly preferred — ideally you've had exposure to the full lifecycle of building and realizing enterprise value. You're hands-on, strategic, and more interested in building something than maintaining something.
• Compensation includes a competitive base salary plus a performance-based incentive directly tied to enterprise value creation.
• This is a direct report to ownership with a seat at the table. The right person will have an outsized impact on where this platform goes — and the opportunity to lead the finance function through its next chapter.

Interested? Apply here and reach out confidentially to ***email_hidden*** with your resume and a short note on why this is the right fit.

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PERFORMANCE RESULTS DESCRIPTION

• We define this role by outcomes, not tasks. Below are the Key Result Areas that will define success for the CFO of GCM Contracting Solutions.

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KEY RESULT AREA 1: Financial Reporting & Controls

• Success looks like: All operating entities produce accurate, timely monthly financial statements within 15 business days of close. Reporting packages are audit-ready and formatted to withstand institutional-level scrutiny. Job cost reports, WIP schedules, and percentage-of-completion financials are reliable enough that ownership, bonding companies, and outside parties can make decisions from them without hesitation.

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KEY RESULT AREA 2: Cash Flow & Liquidity Management

• Success looks like: Cash position across all entities is forecasted on a rolling 13-week basis and updated weekly. Billings stay ahead of costs. Retention receivables, change orders, and pay applications are tracked and collected aggressively. The company never misses a payroll, bond premium, subcontractor payment, or debt service obligation due to poor cash planning.

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KEY RESULT AREA 3: Bonding & Banking Relationships

• Success looks like: Surety bonding capacity grows in proportion to the company's revenue and backlog targets. The surety relationship is proactive — the bonding company receives clean, well-organized quarterly reporting and never gets a surprise. Banking relationships support the company's working capital needs with favorable terms, and credit facilities are structured to accommodate growth across all entities.

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KEY RESULT AREA 4: Multi-Entity Structuring & Compliance

• Success looks like: Each operating entity (GCM, Precision Elements, Marina Partners, ASAR Inc., Auto Storage Partners) is properly structured, capitalized, and compliant with all federal, state, and local tax and regulatory requirements. Intercompany transactions are clean and defensible. Entity separations are executed without disruption to operations, bonding, or banking. Tax strategy across the platform minimizes total tax burden while maintaining full compliance.

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• KEY RESULT AREA 5: Enterprise Value Creation

• Success looks like: Financial performance, reporting quality, and organizational discipline measurably improve year over year. Adjusted EBITDA, gross margins, backlog quality, and working capital efficiency all trend in the right direction. The business is positioned so that when ownership evaluates strategic alternatives, the financial house is in order and enterprise value has been maximized — not left on the table.

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• KEY RESULT AREA 6: Deal Modeling & Strategic Analysis

• Success looks like: Every new venture, acquisition, or entity formation is supported by a rigorous financial model before a commitment is made. The CFO provides ownership with clear, data-driven analysis on risk, return, and capital requirements — enabling faster and better decisions. Due diligence on opportunities is thorough, timely, and protects the platform from downside exposure.

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• KEY RESULT AREA 7: Systems & Process Infrastructure

• Success looks like: The ERP environment (Trimble/Viewpoint Vista) is fully leveraged in relation to ProCore with PowerBI and Trimble Pay— not underutilized. Financial data flows cleanly from the field to the financials without manual workarounds. Reporting is systematized, not dependent on one person's spreadsheet. The finance function operates with the rigor and infrastructure of a company twice its size.

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• KEY RESULT AREA 8: Team & Finance Function Development

Success looks like: A capable finance team currently exist; as needed members are recruited, trained, and retained to support the platform's current and future needs. The CFO is not a bottleneck — the team can execute day-to-day operations while the CFO focuses on strategy, relationships, and value creation. The finance function is built with the permanence and depth expected of a platform that will continue to grow — regardless of how ownership or capital structure evolves.