A facility management chief financial officer manages billing, payroll and cash for a company that cleans and maintains offices, retail centers and apartments under contract, including vendor bills it pays for clients. The CFO finds which buildings make money and prices bids so wage increases and vendor costs don't eat the margin.
By the HireBus team · Updated · Pay data: BLS, May 2025
Median pay, administrative and support services businesses · BLS, May 2025
Annual pay: 10th percentile $68,780, middle half $124,990 to $348,170, 90th percentile $452,460. Source: BLS Occupational Employment and Wage Statistics, May 2025, administrative and support services businesses.
Reports to
Chief Executive Officer
Department
Facility Management
Schedule
Weekdays 8 to 5, longer at month-end · Extra hours around monthly reports, some trips to client sites, and on call during peak financial review periods
Also called
CFO · Vice president of finance · Director of finance · Controller and CFO
Serve as the financial leader for facility management within the home services industry, ensuring rigorous budget oversight, cost analysis, and steady cash flow to support operational excellence.
2. Essential Duties and Responsibilities
Lead the development and management of facility operation budgets.
Conduct detailed cost analyses to optimize expenses and improve profitability.
Oversee cash flow management to guarantee consistent operational liquidity.
Collaborate with cross-functional teams to align financial strategies with facility goals.
Deliver timely and accurate financial reporting to executive leadership.
3. Key Tasks / Daily Activities
Monitor daily cash positions and manage routine bank transactions.
Review expense reports and track facility budgets against forecasts.
Engage with facility teams to identify financial challenges and opportunities.
Perform regular cost analyses and adjust strategies as necessary.
Prepare and present financial reports and forecasts for management reviews.
4. Key Performance Indicators (KPIs)
Budget Variance: Maintain deviations within ≤5% of planned budgets.
Cash Flow Stability: Ensure a minimum operating cash flow margin of 20%.
Cost Reduction: Achieve at least a 10% reduction in non-essential facility expenses annually.
Reporting Accuracy: Ensure 100% timeliness and accuracy in monthly financial reports.
5. Required Qualifications and Skills
Bachelor’s degree in Finance, Accounting, or a related field.
Minimum of 8 years of experience in financial management within facility operations or a similar environment.
Expert analytical skills with a strong aptitude in budget and cost analysis.
Excellent communication, leadership, and strategic planning abilities.
6. Preferred Experience
Past experience in the home services or facility management industry.
Proven track record in managing large-scale budgets and providing financial leadership.
Experience working in a fast-paced, customer-centric setting.
Familiarity with industry-specific regulations and financial compliance standards.
7. Physical Requirements
Ability to work primarily in a standard office environment with occasional facility tours.
Minimal physical exertion required on a routine basis.
Occasional lifting of presentation materials or equipment up to 15 lbs.
Comfortable operating in modern corporate workspaces.
8. Work Environment and Schedule
Typical work hours: 8:00 AM to 5:00 PM, Monday through Friday.
Occasional extended hours during critical financial reporting periods.
Some travel to facility sites may be required.
On-call duties may be expected during peak financial review periods.
9. Compensation and Benefits
Base Salary Range: $150,000 - $200,000 per annum.
Performance bonuses based on achievement of financial and operational targets.
Comprehensive health, dental, and vision insurance plans.
401(k) plan with an employer match.
Additional fringe benefits including paid time off and professional development opportunities.
10. Company Culture and Overview
We are a forward-thinking company committed to excellence in home services.
Our culture is built on collaboration, innovation, and continuous improvement.
We foster a growth-oriented environment that values accountability and professional development.
Our dedicated team empowers each other to achieve outstanding customer satisfaction and career advancement.
11. How to Apply
If you meet the above criteria and want to be part of a growth-oriented company focused on customer satisfaction, please send your resume to [INSERT EMAIL HERE] or apply online at [INSERT WEBSITE LINK HERE].
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A facility services company bills set monthly fees, pays an hourly workforce every week or two, and often fronts the cost of other vendors' work. Most of the CFO's risk sits in how contracts are priced and how money passed through to vendors is handled.
Vendor bills come due before the client pays
When the company manages a client's HVAC, elevator or landscaping vendors, it often pays those vendors and then bills the client, sometimes with a markup. If an approval is missing or a work order doesn't match, the client may hold the invoice while the vendor still expects payment. The CFO sets approval rules before work starts, matches each vendor bill to a closed work order, and watches how much cash sits in unbilled vendor work.
In Oregon, the contract type can change the tax base
Oregon's Corporate Activity Tax is measured on what a business takes in, not its profit, less a subtraction based on labor costs or cost inputs, whichever is greater. Money an agent receives for a principal, beyond its own fee, is left out. The state rule's examples draw the line: a fixed-price builder counts the whole contract, while a cost-reimbursed one passing the owner's money to subcontractors under the owner's direction counts only its fee. Review vendor-paying facility contracts the same way with your tax adviser. Source: Example state: Oregon Department of Revenue, Corporate Activity Tax (CAT).
A union scale can follow a federal building
Federal cleaning and grounds contracts are among the service work the Service Contract Act usually covers. If the company you would replace has a union contract, the next contractor providing substantially the same services in the same area generally must pay at least that contract's wages and fringe benefits, including raises already set in it. That holds whether or not you keep the same workers. It covers pay and fringes only, not seniority or work rules. Price the bid from that scale, not your own pay plan. Source: eCFR: 29 CFR 4.163, Service Contract Act section 4(c), successor contractors.
Open-book contracts get audited
Some owners pay a management fee plus the actual cost of labor, supplies and vendors, and keep the right to audit the books. Under that kind of contract, every reimbursed hour and invoice needs backup the client can trace, and costs the contract doesn't allow come back as credits. The CFO keeps those contracts' costs apart from fixed-price work and sends each month's bill with the backup already attached.
How much facility management chief financial officers make
The closest BLS group for facility management chief financial officers is chief executives. Chief executives who work for administrative and support services businesses earned a median of $207,900 a year ($99.95 an hour) in May 2025, according to the Bureau of Labor Statistics. That’s about the same as the $213,990 median for chief executives in all industries. About 8,760 of the 204,350 chief executives in that survey work for administrative and support services businesses.
Salaried, with bonuses on financial and operating targets. CFO pay is reported under chief executives, and that group's median across administrative and support services firms is slightly higher than this range's top, so finance chiefs from larger building services groups may want more.
Administrative and support services businesses
$207,900$207,900 median Middle half $124,990–$348,170 10th–90th $68,780–$452,460
All industries
$213,990$213,990 median Middle half $129,540–$356,200 10th–90th $75,700–$507,730
10th–90th percentileMiddle halfMedianAnnual pay, May 2025. Source: BLS Occupational Employment and Wage Statistics.
Annual pay by percentile
Group
10th
25th
Median
75th
90th
Administrative and support services businesses
$68,780
$124,990
$207,900
$348,170
$452,460
All industries
$75,700
$129,540
$213,990
$356,200
$507,730
BLS doesn’t publish pay for chief executives at facilities support services on their own, so these figures cover administrative and support services businesses. Post a real range for your market in the ad.
The pay line in the template above is an example from our Role Blueprint. Set yours from these figures and what local companies pay.
Skills to hire for, and what you can teach
Hire for these
Has led finance at a company that bills recurring service contracts and pays a large hourly workforce
Builds contract prices from labor hours, wage rates, payroll costs and supplies
Keeps vendor pass-through billing tied to approvals and closed work orders
Reports margin by building and by client, not only company-wide
Has been through a client's audit of reimbursable costs
Teach these on the job
Which of your contracts are fixed-price, cost-plus or open-book
Client invoicing portals and their approval steps
Service Contract Act wage determinations, if you bid federal work
Sales and gross receipts taxes in every state on your client list
Your timekeeping and payroll setup
Expect an accounting system with contract costing, such as Acumatica, Sage Intacct or NetSuite, fed by payroll and the work order platform so hours and vendor bills land on the right building. Many retail and property clients also require invoices through their own portals, which adds a step to every billing cycle.
Two of the 6 questions we'd ask, and what a strong answer sounds like. Ask every candidate the same questions, and rate each answer on your own before you compare notes.
Situational · Working capital
Clients pay on [60]-day terms, but payroll runs every week. How do you manage cash?
A strong answer: Weekly cash forecast, a line of credit sized to the gap, invoicing the day work closes, steady collections, and better terms or deposits where possible.
Behavioral · Budget ownership
Tell me about a budget you built with operations leaders who didn't like numbers. How did you get them to own it?
A strong answer: Involved them early, used simple drivers they understood and held monthly reviews.
Set each target from a full year of closed books, and show it by client and building as well as in total.
Budget Variance
Labor, supplies and vendor costs against budget for every contract, every month. For any building over the agreed limit, name the cause: more hours, higher wage rates or unbilled extra work.
Cash Flow Stability
Cash generated by operations against revenue, month by month. Expect a dip in months with a third biweekly payday, and judge the trend across the year rather than one month.
Cost Reduction
List which non-essential costs fell, such as office overhead, unused software or rush delivery fees, with before and after figures. Leave out cuts to contract scope, which clients notice.
Reporting Accuracy
Monthly reports delivered by their due date and never restated later. Count every correction the CEO or a client finds, such as a billing error or a cost posted to the wrong building.
Career path
BookkeeperPosts payroll, vendor bills and client payments for each contract.
ControllerRuns the month-end close and keeps backup ready for open-book audits.
How should a facility management company price a cleaning contract?
Start from the building, not a going rate. List the areas and their square feet, the tasks in each and how often they're done, and the hours those take at your crews' pace. Add wages, payroll taxes, workers' comp, supplies, supervision and overhead, then margin. The monthly price, or a price per square foot, is the result. Check it against a similar building you already clean.
How much does a facility management chief financial officer make?
Chief executives who work for administrative and support services businesses earned a median of $207,900 a year ($99.95 an hour) in May 2025, according to the Bureau of Labor Statistics. The middle half earned between $124,990 and $348,170 a year. Pay also depends on your local market, experience and bonus terms.
Should vendor invoices be marked up?
That depends on the contract. A fixed-price contract builds vendor costs into the price, so there's nothing separate to mark up. A cost-plus or managed-vendor contract usually names a fee or markup on vendor work. Write the rate into the contract and show it the way the contract says. On an open-book contract, a hidden margin on a vendor bill is an audit finding waiting to happen.
Can one federal contract fall under two labor laws?
Yes. A federal contract that is mainly for services, such as cleaning and upkeep, can also call for a substantial amount of construction, alteration or repair work that can be done apart from the rest. Under the Labor Department's rule, the Service Contract Act then covers the service work and the Davis-Bacon Act covers the construction part. Payroll needs both rate sets, so cost each part on its own.
How does billing work at a facility management company?
Fixed scopes are usually billed as one flat amount each month. Extra work and vendor repairs bill after the job closes and the client approves it. Payment terms differ by client, so the CFO tracks each one's terms and how long its approvals take, and raises slow payers with the general manager before the next renewal.
