You Run Out of Cash
When You're Busiest.
We Fix That.
Growth eats cash in the oilfield. You pay crews, fuel, per diem, and rentals up front — then wait net-60 or net-90 to collect. The busier you get, the wider the gap. We build the financial tools that let you finance the growth instead of getting buried by it.
We've sat in the operator's seat and the banker's seat. We know this cycle from both sides.
What Keeps Oilfield Owners Up at Night
Sound Familiar?
These are the real problems we hear from oilfield service owners. If any of these hit close to home, we should talk.
You Run Out of Cash When You're Busiest
This is the one that catches good operators off guard. When the rigs are running, you pay crews, fuel, per diem, and rentals every week — but you collect on net-60 or net-90. The busier you get, the wider the gap. Booked solid and still missing payroll is a cash-timing problem, not a profit problem.
No True Job Cost by Well or Job
A bid is only as good as your actuals. Mobilization, rented equipment, travel, standby, and crew hours all move — and if you can't see actual vs. bid by well, you're repeating the jobs that lose money and under-pricing the ones that don't.
1099 vs. W-2 Crew Classification Risk
Mixed crews are everywhere in this industry — and worker classification is one of the biggest audit exposures you carry. Get it wrong and the bill shows up years later as back payroll taxes, penalties, and interest.
Equipment: Own, Rent, or Finance
Iron is where oilfield service margins are won or lost. The wrong call ties up cash you need for payroll, or locks you into payments when the cycle turns. Most owners decide on gut feel because no one ever modeled it against utilization.
Multi-State Payroll, Nexus & Use Tax
Crews cross state lines chasing work — Montana, North Dakota, Wyoming, Texas, Oklahoma. Each state means payroll tax, potential income-tax nexus, and sales/use tax on equipment and rentals. Miss it and you inherit someone else's audit.
Boom-Bust Whiplash
When prices run, everyone's hiring and buying iron. When they drop, the companies that survive are the ones that watched working capital on the way up. Scaling without a financial foundation is how a busy year turns into a bankruptcy.
Working Capital & Lender Readiness
Growth in this business is financed before it's collected. Banks get nervous when cash flow is lumpy — and equipment loans and operating lines depend on financials that tell a confident story. Most service companies can't produce them on demand.
Books Too Far Behind to Decide
A P&L that's 60–90 days old can't help you price the next job, make payroll, or answer the bank. In an industry that moves this fast, stale numbers are the same as no numbers.
The Hard Truth of This Business
In the oilfield, you don't go broke
from a lack of work. You go broke financing it.
Every job you win has to be paid for weeks before it pays you back. The companies that last are the ones that see that gap coming — and plan for it.
Your Goal Determines Your Path
What Are You Trying to Solve?
Not every oilfield service owner wants the same thing. Tell us where you are and we'll show you the path forward.
Close the Cash Gap
You're profitable on paper but cash is always tight because collections lag payroll. Let's build the 13-week forecast that keeps you ahead of the squeeze.
Start with Cash Flow ForecastingKnow Your Job Costs
You win bids but you're not sure which jobs actually make money. Let's build job costing by well — actual vs. bid, down to standby and mobilization.
Start with Job CostingFinance the Growth
You need iron and crews to take on more work — but growth in the oilfield is expensive and risky without a working-capital plan and lender-ready books. Let's build it.
Start with Lender ReadinessNot every oilfield owner wants to chase every rig. Some want a tight, profitable operation that survives the next downturn without laying off good crews. That's a completely valid goal — and we can help with that too. Our job is to help you run the business you want, built to last through the cycle.
The Cash-Conversion Gap
Why a Busy Oilfield Company
Can Still Run Out of Money
Every new job you take on widens that gap before it closes it. That's the cruel math of a service business tied to the drilling cycle: the more work you win, the more cash you have to float.Growth doesn't fund itself — it has to be financed, and it has to be forecast.
A rolling 13-week cash-flow forecast maps your real receivable timing against weekly payroll, fuel, per diem, and rental obligations — so you see the squeeze coming and arrange the line, stage the hiring, or stagger the equipment before it turns into a missed payroll. That's the difference between surviving a boom and getting swallowed by one.
What We Actually Build
Financial Visibility That Runs the Business
Most oilfield service owners get a P&L at month-end and call it financial management. We build the operating infrastructure that lets you see the business in real time — by well, by job, by crew, by week. Not off-the-shelf reports. Tools built around your actual cost structure and collection cycle.
Job Costing by Well & Job
Actual vs. bid for every job — mobilization, rented equipment, travel, standby, and crew hours tracked where they land. You stop repeating the jobs that lose money and price the next one on data.
13-Week Cash Flow Forecast
Rolling weekly cash position mapping net-60/90 receivables against payroll, fuel, per diem, and rentals. The single most important number in a service business, finally visible before it bites.
Equipment Own / Rent / Finance Modeling
Utilization-based analysis of whether to own, rent, or finance iron — so capital decisions are made on cash and cycle math, not gut feel or a salesman's pitch.
Multi-State Payroll & Nexus Mapping
Payroll run correctly across every state your crews work, with the income-tax nexus and sales/use-tax exposure flagged before an auditor finds it.
Lender-Ready Reporting Package
Financials structured the way a bank underwrites them — clean, current, and framed to support a line renewal or equipment loan, built by someone who sat on the lender's side of the desk.
Every tool is built around your specific wells, jobs, crews, and cost structure — not a generic template.
Multi-State Reality
Your Crews Cross State Lines. Your Tax Exposure Follows.
Oilfield work doesn't respect borders — a Montana company runs crews in North Dakota, Wyoming, Texas, and Oklahoma in the same quarter. Each state brings its own rules, and the exposure for a service company isn't where owners usually think it is.
What you do owe
- Payroll tax and registrations in each state your crews work
- Income-tax nexus questions once you have people and property in a state
- Sales and use tax on equipment and rentals that move across state lines
What you don't
Severance and production taxes are the operator's, not yours. Those taxes fall on the company that owns and produces the minerals — not on the service company providing labor and equipment.
It's a common point of confusion, and getting it wrong in either direction costs you. We make sure you're paying what you owe across every state you work — and not a dollar you don't.
How We Help
Services for Oilfield Service Companies
From closing the cash gap to financing growth — built specifically for the financial realities of the oilfield.
Stabilize the Cash
13-Week Cash Flow Forecasting
A rolling forecast that maps net-60/90 receivables against weekly payroll, fuel, per diem, and rental obligations. See the squeeze before it hits.
Bookkeeping & Monthly Close
Clean, reconciled books and a real month-end close — current numbers you can actually run the business on, not a tax-season scramble.
Know Your Numbers
Job Costing by Well & Job
Actual vs. bid by well — mobilization, rented equipment, travel, standby, and crew hours — so you know which work is worth keeping.
Multi-State Payroll
Payroll run correctly across every state your crews work — withholding, registrations, and the nexus questions that come with crossing state lines.
Crew Classification & Compliance
Classify 1099 vs. W-2 crews correctly and document it — so a worker-classification review doesn't turn into back taxes and penalties.
Plan & Finance Growth
Tax Planning
Entity structure, equipment depreciation strategy, and quarterly estimates built around the boom-bust cycle — not a once-a-year surprise.
Controller & Fractional CFO
Strategic financial leadership for a growing service company — equipment decisions, working-capital planning, and the numbers behind every bid.
Lender-Ready Financials
Carrie's commercial lending background means we know what banks need to see before approving a line of credit or equipment loan — and what kills an approval.
Why 406 for the Oilfield
We've Sat in the Operator's Seat
and the Banker's Seat
Jason spent years at BP in oil & gas operations — scheduling crude and refined-product movements across pipelines and vessels, and running marine bunker-fuel operations — while Carrie built a career in commercial banking and underwriting, reviewing hundreds of loans from the lender's side of the desk.
One of the first companies we ever worked with was a construction and trucking outfit we helped pull out of bankruptcy and back to health. We've sat in the operator's seat and the banker's seat.
Jason & Carrie Anderson
Co-Founders — the operator's seat & the banker's seat
Illustrative Engagement
What a Typical Engagement Looks Like
The following is a representative scenario based on the types of challenges we commonly address with oilfield service companies. It is not a specific client case.
An oilfield service company is winning work and growing fast, but cash is always tight. Crews, fuel, per diem, and equipment rentals are paid every week, while customers pay on net-60 or net-90. The owner can't tell which jobs are actually profitable, and the books are 60–90 days behind.
Equipment decisions are being made on gut feel, crews are a mix of 1099 and W-2 with no documented basis, and the bank is asking for financials the owner can't produce quickly. The business is operationally strong but financially opaque.
Go Deeper
The Oilfield Services Library
Oilfield Services Accounting: The Complete Guide
Job costing, the cash-conversion cycle, crew classification, equipment, and multi-state tax — the full picture for oilfield service owners.
Read the guideHow Oilfield Service Companies Manage Cash Flow
Why growth eats cash, how the net-60/90 gap forms, and the 13-week forecasting discipline that keeps busy companies solvent.
Read the articleFree Tool
Cash Flow Runway Calculator
Know exactly how many months of runway you have at your current burn rate — and what changes would extend it. Built for owner-operators managing tight margins and long collection cycles.
Free Tool
Loan Qualification Calculator
Financing a rig, a truck, or more iron? See where your DSCR stands against bank (≥1.25x) and SBA (≥1.15x) benchmarks — and exactly what NOI you need to qualify.
Common Questions
Frequently Asked
Remote, and better for it
Wherever your business is, we’re in Montana.Here’s why that’s an advantage.
The best accountant for your business almost certainly isn’t the one with the nearest office. Modern accounting runs on cloud books, a secure portal, screen-share, and video — so the relationship is built on expertise and responsiveness, not drive time. A great remote firm beats an okay local one every single time.
About 80%of even our own local Montana clients run the entire relationship remotely — and never come into the office. Working with your business is exactly the same.
Cloud books, always on
Your numbers live in the cloud — you can see them any time, not just at tax season.
Real conversations
Scheduled video reviews and screen-shares where we walk through the numbers together.
Secure document portal
Send and sign everything safely — no dropping off a shoebox of receipts.
Same-day responsiveness
You get faster answers from us by email and call than from most firms down the street.
Serving Montana, North Dakota, Wyoming, Texas, Oklahoma & the Energy Markets
Ready to Finance the Growth
Instead of Fearing It?
Whether cash is tight right now or you just want real visibility before the next ramp-up, we'll tell you exactly what we see in your numbers — and what we'd do about it.