Meridian Fabrication Co. — Financial Dashboard

P&L Cause of Change — YTD

What moved EBITDA, year to date ·

P&L Cause of Change — Full Year

Actual 2025 vs forecast 2026 ·

Revenue Trend

Monthly net sales, trailing 36 months

Quarterly Revenue & Gross Margin

Volume keeps climbing while margin swings

The Margin Story — Gross Margin vs. Steel Cost

Monthly gross margin (left) inversely tracks the raw-steel cost per ton (right). Margin compresses across three straight quarters as steel spikes, then partially recovers after the mid-2025 price increase and supplier renegotiation.

Income Statement

US$K · · variances vs prior period, prior year and budget

Balance Sheet

US$K ·

Operating Free Cash Flow

US$K · EBITDA to cash ·

Quarterly P&L

USD · 12 quarters

Margin Analysis

Gross margin % and EBITDA margin % by quarter

Operating Expenses by Category

Quarterly OpEx (excl. D&A), stacked

Monthly P&L

USD · 36 months · scroll for detail

Working Capital Balances

AR, AP and inventory by month — last 12 months. Working capital tightens through 2025 as margins compress, then eases.

AR Aging

Open receivables by age bucket · as of

Largest Open Balances by Client

Share of total open AR

Open Invoices

Individual receivables · sorted by days past due

Top 12 Clients — Revenue & Gross Margin

Period revenue (bars, ) with trailing-12-month gross margin overlaid (line). Note the large, thin-margin accounts vs. smaller high-margin shops.

RevenueGross margin % (TTM)

Revenue Concentration

Share of period revenue by client tier

Client Detail

All active clients · revenue by period, YoY, margin, open AR

Sales by State

Trailing 12 months · six-state Eastern footprint

Revenue Concentration

Shaded by trailing-12-month revenue

State Detail

TTM revenue, share, and year-over-year change

Capex Calculator

Capital investment evaluation · preloaded with an equipment example

Example loaded

A new CNC press brake & fiber-laser cell that lowers conversion cost per ton. The cash flow is built, not typed: enter the revenue each year, the contribution margin it earns and the expense load it carries, and the model derives net income, the working capital the growth ties up, and the free cash flow left over. Every blue cell is editable.

Initial investment (USD)

Discount rate (%) — cost of capital

Tax rate (%)

Depreciation life (years) — straight line

Maintenance capex (% of revenue)

Working Capital

defaults = company profile

Days sales outstanding — receivables

Days inventory on hand

Days payable outstanding

Release working capital at exit

Recovers the cumulative working capital in the final year

Five-Year Projection

USD · revenue, margin and expense load are inputs — everything below is derived

Sensitivity — Discount Rate

NPV as the discount rate varies; zero-crossing ≈ IRR

Sensitivity — Cash-Flow Variation

NPV if every projected free cash flow shifts by ±%

Project Calculator

Job pricing & go/no-go model · illustrative labor rates

Project Setup Inputs

Project Name

Estimated Duration (Weeks)

Revenue — Client Quote

Fabricated Material Quote (Sell Price) $

Est. Project Hours (On-Site)

Billed Price $/hr

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Project Management Fee $

COGS = PM + GM allocation. At $0, PM & GM labor shifts to overhead — the project absorbs it either way.

Engineering / Other Services $

Direct Costs & Assumptions

Steel & Material Cost (Vendor) $

Consumables, Freight & Misc $

W2 Payroll Burden %

Overhead Alloc. % of Rev.

Full-absorption overhead runs ≈19% of revenue (OpEx —). Use 19% for a fully-loaded view, lower for an incremental view.

Labor Allocation —

Team Member

Hours

Reimb. $

Cost

Reimb. $ = per-crew travel & per-diem reimbursement — direct project COGS, no payroll burden.

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REVIEW

Project Verdict

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Contract Value

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Total COGS

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Gross Profit

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Net After Overhead

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GP / Labor Hour

—

ROIC (Project)

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Peak Cash Exposure

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Margin of Safety

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Payment Schedule 50% / 30% / 20%

Milestone	Timing	%	Invoice	Cum. Collected	Est. Cash Position

Cash position assumes material paid to the mill at project start; labor and consumables paid evenly across the project. Overhead allocation excluded from the cash curve (non-incremental).

Where Each Contract Dollar Goes —

How to Read This Model

Gross margin should clear the company TTM benchmark of — — below that, this project dilutes overall margin. GP per labor hour is the capacity test: with a fixed crew, every hour committed here is unavailable for other work. ROIC measures profit against the peak cash Meridian must front; when the 50% deposit covers the material buy, the project is client-funded and capital risk is minimal — critical with — tied up in receivables and a cash conversion cycle near — days. Cost classification: field COGS is the install crew only — the crew works as a pair or trio, so each active member works the quoted on-site hours. PM + GM are COGS when a Project Management Fee is billed; at $0 fee their hours drop to overhead — the project absorbs the cost either way, it just stops being visible in gross margin. The Office Manager is always overhead. Verdict thresholds: GM ≥30% strong / ≥25% acceptable; net after overhead ≥10% strong / positive acceptable; GP per hour ≥$85 strong / ≥$50 acceptable; client-funded capital or annualized ROIC ≥75% strong.

Project Log

Saved scenarios from the Project Calculator · this browser only

Saved Project Valuations 0 saved

Saved	Project	Contract	COGS	GM %	Net	Hours	Verdict

No projects saved yet — run a scenario above and click Save to Project Log.

ⓘ Saved in this browser (local storage) — entries are not shared across devices or advisors. Load restores all inputs of a saved scenario into the calculator.

Simulation for internal pricing analysis only — not a quote, valuation, or client deliverable. All rates and figures are illustrative and belong to a fictitious company. 1099 rates carry no payroll burden; reclassification to W2 would add ≈12% — test sensitivity before committing crew.