Monte Power & Electric does work people call back for. The trade is not the problem. What is missing is the side of the company that decides what a job should cost, when the money lands, who gets hired next, and which doors are worth knocking on. This is how we would run that with you.
So nobody has to remember what was said or dig through a recording. Newest at the top, updated within a day of every meeting.
Abraham, Andrea, and family
Chris Salazar, Andy Seo, Michael Sykora, Blanca Garcia
You are the licensed electrician, the estimator, the salesman, the collections department, and the hiring manager. Four of those five jobs happen after the trucks are parked. That is not a discipline problem. It is one person holding five seats.
You offer Net 30 and Net 60 on the bigger commercial jobs, because that is what wins them. Materials get paid up front. The crew gets paid every two weeks. The customer pays in two months. Every large job you win opens that gap wider, and the faster you grow, the wider it gets.
Contractors generally need to keep about a tenth of a year's revenue sitting in cash just to operate. Grow the company and that number grows with it, before a single extra dollar of profit shows up. This is the single most common way a busy, well-run, genuinely profitable shop in your trade ends up in trouble.
Two journeymen and two masters is a real crew, and it is also a hard limit on how much work can be delivered in a year. More demand does not become more revenue on its own. It becomes longer lead times, rushed jobs, and turned-down calls. The way through is hiring, and hiring in California is a compliance job as much as a recruiting one: workers comp classifications, overtime rules, break rules, and the safety record that follows the company around.
Work like a corporate campus does not get won on a handshake and good reviews. It gets won by passing a vendor screen before anyone reads your bid. Right now we do not know whether Monte would pass, and that is worth finding out before a meeting, not after.
Winning a large job on 60 day terms without the cash arranged to carry it is worse than not winning it. We would rather help you open these locks in the right order than walk you into a job that strains the company.
Not a revenue target on a slide. Things you would actually notice.
Every job has a cost and a margin you can see. You know which kinds of work make money and which quietly do not. Invoices go out the day work finishes and someone other than you chases them.
You hired against a plan, not a panic. Pay bands exist, so raises are a conversation about a framework instead of a favor. The safety record and the paperwork open the doors that were locked.
Monte holds standing agreements with property managers and campuses rather than chasing one job at a time. You take a real vacation and the phone still gets answered. The company is worth something to someone else, whether or not you ever sell it.
A company your size should eventually employ its own operator rather than rent one. We would rather build toward handing this seat to a full-time person you own than be here forever. Saying that up front is the point.
This is the part worth reading twice. You are the licensed contractor. The state expects the license holder to actually supervise the work, and no arrangement we make changes that. So the split is clean.
You remain the qualifying individual. We are not applying to be the licensed contractor, and we would tell you if any part of this required that. If anyone from our side ever becomes an officer of the company, the state requires a filing and fingerprints first, and we would handle that in the open with you.
You would not put one breaker on a whole building. The business side of Monte is the same: it is four different jobs, and the person who is great at cash is rarely the person who is great at hiring. So we run it the way we run our fractional executive work: a small team, each holding the seat they have actually sat in, on one weekly rhythm with you.
This is how our fractional executive practice already works. A seat is held by someone who has run that function, not by a generalist covering four. It also means the engagement does not collapse if one person is on vacation, and you are not betting the company on a single hire being the right fit.
The bar under each item shows roughly how much of the work sits with us versus with Monte. Some things only work if they come from you.
We set it up so every job carries its labor, materials, and overhead, then report margin by job type. You tell us how the work actually flows so the model matches reality.
A rolling view of what is coming in and going out, and someone other than you making the follow-up calls. You stay the relationship when a customer needs to hear it from you.
We build the structure and the markup logic. The trade knowledge behind an estimate is yours and always will be.
We build the plan, the bands, and the compliance side. You decide who is right for the crew, because you are the one who has to work next to them.
The safety plan, the insurance review, the bonding conversation, and the forms. This is paperwork, and it is ours.
We open doors, prepare the material, and sit in the room. You close them. A facilities director wants to look the licensed contractor in the eye, not the consultant.
Not ours, not ever. We would not know where to start and it would be wrong if we tried.
These are the people on this engagement, not a roster you never meet. The team that wins the work stays through the work.
Led marketing at VMware, Netgear, and Hitachi before building IG into six specialty teams with a venture arm. Three IPO runs. Holds the CMO chair in our fractional executive practice.
Runs IG's local business practice. Built and ships the work behind Monte's site today, plus restaurant and service-business clients across the Bay Area. Your day to day contact.
Growth strategy and the commercial pursuit side. Would own the vendor screens, the prequalification work, and preparing Monte for the larger buyers.
Compliance and legal operations. Payroll rules, licensing filings, insurance and the paperwork that has to be right before it matters, not after.
Monte would not be buying four people. Six specialty teams sit behind this engagement, and we pull in whoever the problem needs.
Founded 2021. Six operating companies acquired and integrated. Work delivered across 25 countries. Clients from AWS and SprintRay down to the shop on the corner, which is the range that makes us useful to you.
Four to six weeks. We get the real numbers, build the first job costing view and cash forecast, review how you price, sketch the hiring plan, and check Monte against the vendor screens. You get a plain-language operating plan at the end, and an honest answer about what this should cost and whether it is worth doing at all. If the answer is not yet, we will say so.
Our team takes the four seats and works to a weekly rhythm with you. Named targets, reviewed every month: margin per job type, how fast money comes in, revenue per electrician, and progress on the locks. You keep final say on everything that touches the trade.
When the numbers support a full-time person in the seat, we run the search, hire them, train them into the systems we built, and step back to a lighter advisory role. The systems stay yours either way.
We are not putting a number on this page. Quoting a monthly fee before we have seen your books would be guessing, and you would be right not to trust it. Step one is fixed price, small, and gives us both the information to have that conversation properly.
If some of that does not exist in a form you can hand over, that is not a problem and it is not unusual. It is most of the reason this conversation is worth having.
The trade takes years to learn. The business side takes a system, and we have built it before. Let's sit down and look at the numbers together.
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