Job margins breaks revenue and profit down by type of work rather than by month.
Why the breakdown matters
A monthly profit figure tells you the business made money. It does not tell you which work made it, and those are different questions with different actions attached.
The common finding is uncomfortable and useful: the work that fills the schedule is often not the work that carries the profit. A high-volume, low-margin job type can dominate the calendar, keep everyone busy, and contribute less than a job type you run twice a month. Nothing on a monthly P&L reveals that.
Reading it
Compare margin percentage and total contribution side by side. Neither alone is the answer.
A job type at 60% margin that you do three times a year is not where the business lives. A job type at 22% that is half your revenue is worth five points of improvement more than the high-margin one is worth doubling.
What to do with it
Three moves, in rough order of how quickly they pay off: price the low-margin work higher, since being busy is not the objective; find out why it is low — underquoted labour, materials not passed through, callbacks — before assuming it is the customer's fault; and market toward the work that pays, which costs nothing beyond changing what you advertise.
Where the numbers come from
Job data comes from your field service system, and cost data from the ledger. If jobs are not being costed — materials and labour attached to the job rather than to the month — margins per job cannot be calculated and the page will be thin. See job costs.