Take-Or-Pay

A one-time payment made by a client company to shareholders, separate from regular dividends. For subcontractors, it may signal a cash-flush operator likely to fast-track project approvals or expand field budgets. Watch for these announcements when forecasting upcoming contract opportunities.

A conflict between JV (Joint Venture) partners over cost-sharing, scope, or payments that can delay approvals and freeze subcontractor invoices. When JV partners disagree, field service companies often face work stoppages or withheld purchase orders. Always clarify which JV partner holds contracting authority before mobilising.

A payment cheque issued by a general contractor made payable to both the subcontractor and their supplier or creditor simultaneously. It ensures supplier invoices are paid directly from project funds, reducing lien risk. Subcontractors must endorse the cheque alongside the named party before cashing it.

A profitability measure that strips out non-cash costs and one-time charges, showing true operational earnings. For subcontractors, it reveals how much cash your field operations actually generate. Clients and lenders use it to assess your financial health before awarding contracts or extending credit.

When a lender cancels part of the original loan balance owed by a subcontractor or field service company. This reduces total debt obligations, improving cash flow for ongoing operations. It differs from interest relief, as it directly lowers the core amount borrowed.

A federal tax incentive that reduces the taxes a subcontractor owes based on eligible capital investments, such as purchasing equipment or machinery. Field service companies can apply ITCs to offset costs on qualifying assets used in operations. This can improve cash flow by lowering overall tax liability at year-end.

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