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§ Sheet BL / 06 · § markup vs margin for contractors

Markup vs Margin: The Two-Number Mistake That Costs Contractors Real Money

If you think a 30% markup makes a 30% margin, you're losing 7 cents on every dollar. The fix is 90 seconds of math and a template that does it for you.
§ Quick answers

KEY QUESTIONS.

What's the difference between markup and margin?

Markup is added to cost ($100 + 30% = $130). Margin is what's kept after cost ($30/$130 = 23%). A 30% markup is a 23% margin. To get a 30% margin you need a 42.9% markup.

What's a healthy gross margin for a remodeling contractor?

35-45% for residential remodel; 25-32% for trade subs; 18-22% for thin spec-home work. Pick the number that nets 10-15% after overhead.

Should I use the same markup on material and labor?

No. Labor markup typically runs higher than material markup. Most contractors hide costs by averaging them. Separate the columns and your bid math gets a lot more honest.

§ Body

Markup vs Margin: The Two-Number Mistake That Costs Contractors Real Money

Talk to ten contractors and at least three will tell you they "mark up 30%." Ask them what their gross margin is and they'll say "30%." It's not. It's 23%. The difference between those two numbers — $7,000 on a $100,000 job — is the difference between a profitable year and a year you can't take a vacation.

The two definitions

Markup is what you add on top of cost. Margin is what you keep after cost.

A $100 cost item bid at 30% markup is $130. The profit is $30 on $130 in revenue. That's a 23.1% gross margin, not 30%.

If you want a 30% gross margin, you need a 42.9% markup. The formula:

markup % = margin % / (1 - margin %)

A 40% margin needs a 66.7% markup. A 50% margin needs a 100% markup. Most contractors who say "I double my cost" actually have a 50% gross margin, which is healthy. Most contractors who say "I add 30%" think they have a healthier business than they actually do.

Why this matters on every bid

A roofing contractor with $480,000 in annual cost of goods sold who thinks they're running a 30% gross margin is planning to have $144,000 to cover overhead and salary. They're actually running a 23% margin, which is $110,400. That $33,600 gap is the contractor's salary in a slow year.

The fix is upstream of the bid: choose a target margin, not a target markup, and let the spreadsheet (or Estimate.Pro) compute the markup needed to hit it.

How to pick a target margin

A residential remodeling contractor with a real overhead structure (truck, tools, insurance, office, owner draw) typically needs 35-45% gross margin to net 10-15% after overhead. A trade subcontractor with lower overhead can run 25-32%. A spec-home builder running a thin operation can survive at 18-22% but doesn't have to.

The right number is whatever lets you cover overhead and net 10% — work backward from your P&L, not forward from a guess.

The line items markup hides

The other failure mode is applying a flat markup to material and labor together. A 30% markup on $40,000 of labor and $30,000 of cabinets makes the cabinets look like the cabinets cost $39,000, when the contractor really wants to mark up labor by 50% and cabinets by 15%.

The fix is separate markup columns: material at one rate, labor at another, subs at a third. Most contractors who say their bids are "all over the place" haven't separated the columns.

How Estimate.Pro handles it

Estimate.Pro lets you set per-trade and per-category markup independently, then displays the resulting margin on every bid in real time. You set "I want 40% margin on labor" and the engine handles the math. The bid review pass catches a sub-target margin before the bid goes out — you get a "this bid is at 24% margin, target is 32%" warning, not a surprise.

The bottom line

Markup and margin are not the same number. Pick a target margin, compute the markup that gets there, and write the bid against that. The eight-minute Estimate.Pro bid hits the margin on purpose, not by accident.

Run the markup math on your next bid.

By
Founder + CEO

Cole built Estimate.Pro after a decade of watching residential and commercial trades lose deals to slow, sloppy bids. He writes about the operational side of running a trade business and the math behind a profitable estimate.

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