Price the job properly — labour, materials, equipment and contingency itemised, with exclusions spelled out so a scope change becomes a change order instead of an argument. Build it below and send it today.
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Hours by trade and rate. Separating labour from materials is what lets a client accept the number instead of questioning it.
Quantities and unit prices, with a note on how long those prices hold. Material movement is the main reason estimates go over.
Hire, delivery and operating costs listed as their own line rather than buried in labour.
Permits, inspections, skip hire and site clean-up. These are the items most often forgotten and most often argued about.
A stated percentage for the unknowns behind the walls. Naming it up front is far easier than asking for it later.
Site access, existing conditions, asbestos, weather delays. Write down what you've assumed — that's your protection.
Business name, contact and license number where your trade requires it.
One line per element with quantity and rate. Totals and tax calculate as you type.
State your contingency percentage and everything not covered, so scope changes are priced as change orders.
Download or email the estimate. When the job's finished, convert it to an invoice with the final figures.
Convert the estimate to an invoice with final figures and approved change orders, and track it to paid.
Create an invoiceLabour by trade, materials with quantities, equipment and plant hire, permits and disposal, a stated contingency, and clear exclusions and assumptions. Itemising each element is what makes an estimate defensible when the client questions the total.
Take off quantities from the plans, price labour by trade hours rather than a lump sum, get current material prices in writing, add equipment and disposal, then apply a contingency for the unknowns. The most common cause of a blown estimate is unmeasured scope, not underpriced work.
Commonly 5-10% on new work and 10-20% on renovations, where existing conditions are unknown until you open things up. State the percentage on the estimate rather than hiding it in the line items — clients accept a named contingency and resent a surprise.
Only if the scope is fully defined and you've measured it. Otherwise give an estimate, label it clearly as one, and state the threshold at which you'll come back for approval — commonly 10-15% over. Fixed-pricing an unknown scope is how contractors lose money.
Convert the estimate to an invoice — line items, client and pricing carry across and you adjust for actuals and approved change orders. Invoicing the week you finish, rather than at month end, is the simplest way to get paid faster.
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