BUILDING THROUGH THE TURBULENCE: Cash Flow Strategies for a Tariff-Driven Market By RYAN JAMES, CEO, Surety Bank
The commercial construction industry in Central Florida has always been a tough, get-it-done kind of business. It has weathered several storms over the years, both figuratively and literally. But throw in a few rounds of international tariffs and retaliatory trade policies, and things get a lot more unpredictable—fast. Since returning to office in January, the Trump administration has reimposed and expanded tariffs on a range of imported goods, including steel, aluminum, and industrial components—key materials in commercial construction. The administration believes these moves are meant to strengthen American manufacturing in the longrun, but the immediate effect for commercial contractors has been increased costs, delayed deliveries, and a need to constantly recalibrate project budgets. In response, countries like China and members of the European Union have announced retaliatory measures, driving further market instability. For construction firms that rely on globally sourced materials, this has created a volatile landscape where pricing can change rapidly and supply timelines are anything but guaranteed. For those already operating on tight margins, the financial pressure is real. Jobs are being delayed. Bids are harder
to lock in. And cash flow—the lifeblood of any construction firm—is harder than ever to manage. It seems like news on tariffs change from day-to-day and the direct impact on the industry may change. However, there will always be threats to business from outside forces. From my seat as a CEO who has worked alongside and consulted with leaders in construction, manufacturing, and financial services, I’ve seen firsthand how the companies that adapt quickly are the ones staying healthy. They’re not just reacting to the volatility—they’re planning around it. One of the most important shifts I’ve noticed is a move away from project-based forecasting. The old way of tracking income and expenses one job at a time simply doesn’t cut it anymore. Forward-thinking companies are building cash flow forecasts that stretch across their entire project pipeline, not just current contracts. These rolling forecasts—updated weekly—give them a clearer picture of where bottlenecks or shortfalls might arise before they turn into emergencies. We’re also seeing smarter negotiation happening on both the supply and subcontractor sides. It’s not just about price anymore; it’s about flexibility. Can materials be delivered early and stored? Can payment terms be staggered to
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