You Chose Them.

I've been the sub refreshing my bank account at 6 a.m., wondering where my money is.

Sixty days past the invoice date. The GC won't answer. When you finally reach someone, it's the same story: "We're still waiting on the owner."

Meanwhile, you've paid your crew, your suppliers are calling, and you're financing someone else's project.

Or your payment arrives a few thousand dollars short. The explanation? "Backcharge." No photos. No supporting documents. No conversation.

Then there's the holdback. Your 10%, still outstanding months after you finished, with no clear explanation of when it's coming.

I've lived all three.

And here's the uncomfortable part: you chose them.

That doesn't excuse how they treated you. They're responsible for their commitments. But you have a say in who gets your next bid.

When I look back at the jobs I should have walked away from, the reasons I took them were usually the same: the project was big and I got excited, work was slow and I got desperate, or I didn't ask enough questions before signing.

Those are expensive ways to learn.

A GC's payment history won't tell you everything, but it tells you more than a promise in a tender invitation. Here are four things to pay attention to.

1. They Avoid Clear Conversations About Payment

Ask how invoicing works. Who approves it? When is payment due? What happens if there's a dispute? How is holdback released?

You should get clear answers.

If they're vague about payment before you sign, don't expect clarity once they owe you money.

2. "We'll Sort Out The Paperwork Later"

Later usually means after you've lost your leverage.

Get the scope, payment terms, change-order process, backcharge procedures, and holdback provisions in writing before you mobilize.

"We always pay our subs" isn't a payment schedule.

And read what you're signing. A friendly conversation doesn't cancel an unfavourable clause buried in the subcontract.

3. Other Subs Won't Work For Them Twice

Call a few trades who have worked for them.

Did they get paid according to the agreed terms? Were deductions explained and supported? How were disagreements handled? Would they take another job?

One bad experience deserves context. The same story from several different subs deserves your attention.

4. They Only Want To Talk About Your Price

Being competitive matters. Every contractor has a budget.

But if every conversation is about lowering your number, and none of it is about scope, scheduling, quality, or coordination, pay attention.

A good working relationship needs more than agreement on the cheapest price. You need confidence that both sides understand the work and will honour the deal.

Know The Rules And Your Contract

In BC, the statutory holdback is generally 10%, with a 55-day holdback period. The important detail is what starts that clock.

An applicable certificate of completion can start it. Without one, the trigger generally relates to completion, abandonment, or termination of the head contract, or completion or abandonment of the improvement where there is no head contractor.

It isn't automatically 55 days from your crew's last day.

Release also depends on applicable lien claims, proceedings, and contractual payment obligations. Know which dates apply to your project and get advice early when payment becomes an issue.

BC's Construction Prompt Payment Act received Royal Assent on November 27, 2025, but is not yet in force. The framework includes a general 28-day deadline for owners to pay proper invoices, subject to the Act's dispute provisions.

Until it takes effect, don't build your cash-flow plan around those future deadlines. Understand the protections available today and the payment terms you're accepting.

Choose Before You Chase

One of the biggest lessons I took from my years as a subcontractor was the importance of choosing who I worked with.

It's something I now help other subcontractors do: ask the money questions early, check references, read the subcontract, and be willing to walk away when the answers don't add up.

Walking away can be uncomfortable, especially when work is slow. But a full schedule with unreliable payers can leave you busier, more stressed, and further behind.

You're choosing who gets access to your crew, your cash, and your capacity. That decision deserves the same care you put into pricing the work.

Think about your best-paying client. What did you notice before the first contract? Clear communication? Organized paperwork? Other trades who spoke well of them?

Use those qualities as your standard for the next one.

If you're tired of chasing money you've already earned, let's talk about how to find and build relationships with better-fit contractors.