Latest / Contractor Business Builder Podcast / I Scaled a General Contractor To $5,000,000 (Here’s How)

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I Scaled a General Contractor To $5,000,000 (Here’s How) · Contractor Business Builder Podcast

0:00
This is James. He's a general contractor who is
0:02
stuck trying to grow his business.
0:04
He had tried organizing his company, hired better staff, was
0:07
even working 70 hours a week, but nothing actually was helping
0:10
to fix the overwhelm that he's feeling.
0:12
Which is why he reached out to me in December of 2023 and we
0:16
started coaching. Within 1 1/2 years his profit
0:18
had doubled and he had shortly thereafter scaled up to 5
0:22
million in revenue. So in this video, I'm going to
0:24
breaking down the exact strategies we used to help them
0:27
grow and how you can apply these same strategies inside your
0:30
construction company. Now sit back and relax because
0:33
this knowledge you're about to get is worth thousands of
0:36
dollars. Alright, so here's James.
0:38
He was able to scale his company up to 5 million plus.
0:41
They're doing better now. And when we started, he was
0:45
stuck in every part of his business.
0:46
He was definitely, you know, the the cog in the machine that
0:50
everything had to go through him.
0:51
He was essentially wearing all the hats and they were in a
0:55
really great place to scale up and and grow fairly rapidly, but
0:59
without the systems and the right people is just becoming a
1:02
bit of a mess. And that's why they reached out
1:04
to me. This is one of our early
1:06
coaching calls here with James. We often were on a call with his
1:09
office admin, office manager, as well as later on a project
1:14
manager when he had hired a project manager.
1:16
So we had these group coaching calls regularly, very much
1:20
aligned with what needs to get done, who's on track, you know,
1:24
keeping communication very high and moving the ball forward.
1:28
So he was a residential and commercial general contractor,
1:32
very strong reputation in his area, lots of demand for his
1:36
services. They typically had a lot more
1:38
inquiries and estimates to do than they could handle.
1:41
And that was one of the bottlenecks of of James was he
1:44
was still doing all the estimating in the project
1:46
management and just couldn't keep up essentially.
1:48
So they had jobs they just had to let go because they were too
1:52
busy. Revenue was growing, but growth
1:54
was creating a lot of stress as as you can imagine with so many
1:59
potential projects and things going on, but just not having
2:03
the organization systems, the structure of the people to
2:06
handle it. There's four big problems that
2:08
we identified and worked on. The first one kind of the
2:12
biggest issue was the owner bottleneck.
2:15
As I mentioned, James was wearing all the hats in the
2:18
business constantly. He was the one put out fires
2:20
there. Anyone had a problem, you know,
2:21
they called James to fix it for them.
2:23
No real time to really think strategically or think about
2:28
putting in systems or processes. You know, all the time was just
2:32
going to running business as it was, you know, kind of running
2:35
out of control, a lot of risk of burnout.
2:37
You can maintain this for awhile, but eventually this is
2:40
going to catch up with everybody and 70 plus hour work weeks are
2:44
just not sustainable. And growth was capped by James.
2:47
Essentially they they were unable to grow with James being
2:50
the bottleneck in the company. So the solution, the things that
2:53
we worked on was to restructure and and hire strategically.
2:58
So the things that we we implemented here was we hired a
3:02
project manager fairly early on. This was a huge kind of leap
3:06
forward for James because now, yes, with any new person, you
3:11
need to train them and there's that onboarding time, which is
3:14
going to take time. But once they're in the role and
3:16
they're able to operate and manage some part of the business
3:20
without you, it just frees up like a whole new time, whole new
3:23
world for you. And we didn't just go out and
3:26
look for somebody and hire them right away.
3:27
This was like a, a process that was planned as well as a system
3:33
set in place. So we hadn't, so P we had a
3:35
structure in place, not all of the little, you know, kinks were
3:38
worked out necessarily, but there was something in place so
3:41
that when a project manager was brought in, they had training,
3:44
they had an operating procedure, they had a game plan to follow.
3:48
Essentially. That's where a lot of people go
3:49
wrong. They think I'll just hire
3:51
someone with experience, take over this role, then I don't
3:53
have to do it anymore. And that just causes a lot of
3:55
problems because you're not providing them with enough
3:58
support or guidance for them to actually do the things that you
4:02
think that they should be capable of doing.
4:03
Over the course of our coaching as well, there's two new office
4:07
admin staff. Both of them were kind of part
4:10
time with ability to grow and that really freed up again,
4:14
James, as well as the office manager at the time where we
4:17
were able to build operating procedures and help get some of
4:20
that, you know, financials that just that everyday admin stuff
4:24
out of the way of dealing with, you know, clients and paperwork
4:27
and, and whatever. So huge step forward there
4:29
clarified an org chart. I'm going to show you that in
4:31
just a second here of what, you know, like a typical org chart
4:34
looks like and, and how James was a big part of all of it and
4:39
we were able to kind of free up his roles and time.
4:42
And as I mentioned, we created systems training around those
4:44
key roles. So like just hiring more people
4:47
or hiring them and hoping that they'll kind of build a system
4:50
for you is, is not going to work well.
4:52
You'd really want to make sure you've got something in place
4:54
before you get the, you know, bring the people into the
4:57
business. So moving on to the the org
4:59
chart here. This is a typical org chart for
5:03
construction company and you're probably familiar.
5:06
You probably are the owner of the CEO of the president at the
5:09
top and you also fill all of the senior management roles
5:13
depending on the size of your business.
5:14
If, if you're in that 2 to 5 million range, you're probably
5:19
filling all of the top seats of, you know, you're the vice
5:23
president or you know, chief engineer or operating officer of
5:27
like sales and marketing, production, administration and
5:31
finance. So you are the senior management
5:33
team essentially. And then if you're not out of
5:36
these yet, as James was, you know, he's still doing all the
5:39
sales, doing all the project management.
5:41
He had an office manager, which was great.
5:44
So that admin office manager role was filled luckily.
5:48
And he had a bookkeeper. So the admin of finance was
5:52
still taking his time, but he wasn't doing the the hands on
5:56
type of work there, which is great, which is where a lot of
5:58
you probably are if you're in that like 2 to three, 4 million
6:01
range. And the next step is to fill
6:04
those roles. So we filled out the project
6:07
manager gold, which gave him a big step forward.
6:09
And for those smaller projects, that project manager was also
6:13
able to meet with clients as well and fill a bit of that
6:17
sales role with the business. So as you can see with this org
6:20
chart, the idea is you are probably filling a lot of these
6:24
or there's people in your business who aren't really
6:27
fitting in these or they have multiple roles that are not
6:30
defined. And that's really where
6:32
structure and bottlenecks will you'll find when you don't have
6:35
a clearly defined structure and and goals with accountability,
6:40
you know, responsibilities, clear lines of communication and
6:43
everything that goes along with with having it a high
6:46
functioning team. So the next big problem that
6:48
that we tackled was the scheduling of projects.
6:51
So when we started, there was no real scheduling.
6:54
It was simply, yeah, we think it's gonna take this long.
6:57
Ohe next week. We've got this coming up.
6:59
So we better call the trades and make sure that they're they're
7:01
gonna be there If you ask for a schedule, no one had anything to
7:05
show, showing you essentially. So what happened with the
7:08
negative impacts of this is, yeah, you know, trades
7:10
overlapping. So it's, you know, that same day
7:13
delivery kind of thing where it's like, hey, can you know we
7:16
need you tomorrow or the next day.
7:18
And luckily they had good trades people, but that's really
7:22
strains the relationships you have with your subcontractors,
7:25
your trades, because yes, they want to do good work for you.
7:28
They want to be a Johnny on the spot.
7:30
But when you're calling them and they've got to jump ship or come
7:33
running, it sets you up and sets them up for rushed and stressful
7:38
project. There was delays because of, you
7:40
know, no scheduling and ordering and nothing was was timed
7:44
properly. Guesstimation on timeline.
7:46
So guesstimation for for we've talked about trades and
7:49
subcontractors, but for clients as well.
7:51
I'm sure you've been in that situation where you tell a
7:54
client, yeah, this is like a six month project or 8th month
7:57
project and you get into it and it's just like dragging on or
8:00
it's taking forever. The clients like where are we at
8:03
with the schedule? And there's just nothing,
8:06
nothing clear. No one really knows besides like
8:08
what's happening that day and maybe a few weeks in the future.
8:12
So there's constant, you know, where are we at, what's going on
8:14
and just a lot of stress throughout.
8:16
So the, the solution that we put into place and what we
8:19
implemented was we found that Microsoft project was going to
8:22
be the best fit for them. They were not using a specific
8:25
project management software. Usually I would suggest that
8:28
your project management software will have scheduling as a module
8:31
in it and to use that because it integrate with everything for
8:34
for James, we wanted to use his existing kind of stack that he
8:39
had, which was Google Drive and QuickBooks essentially.
8:42
And then so we incorporated Microsoft project because they
8:45
needed like a standalone scheduling software.
8:47
We built out templates. So now they could just pull in a
8:49
template for home builds, remodels, and they did a bunch
8:52
of commercial work and government work.
8:55
So we had those templates in place, build all the projects
8:58
scheduled for production pipeline.
9:00
This was huge. This was a major step forward
9:02
for them because they had so many projects and they had
9:05
residential, they had commercial, they had some
9:06
government work, they had, you know, small kind of Mr. Fix it
9:10
sort of stuff. They had up to like massive
9:13
$1,000,000 projects. So they really didn't know when
9:18
they could start projects or how like what their capacity was as
9:21
far as the business. Essentially when we incorporated
9:24
this, we had like a master dashboard that had all the
9:27
projects schedules, as you know, large outline items so that you
9:30
know, project 1-6 months, project 2, that's going to be
9:33
like a three-week thing that we can plug in here.
9:35
So now they could project and when they got a call on the
9:38
phone, hey, can you do our project for us?
9:40
We want to start in three months or whatever.
9:42
They can easily see their capacity, they can see how to
9:45
move things around or where to fit projects in, and they can
9:47
see when they can expect a lot of projects to line U.
9:50
This can often happen as well where you're super busy and you
9:53
don't realize that you actually have like 2-3, four projects
9:57
that are all going to be kind of finishing within a month or two
9:59
of each other. And if you don't have new
10:01
projects scheduled into the pipeline, you may have a big
10:04
lull in work. And this is often why you can
10:06
feel with those ups and downs in business where it's like super
10:09
busy pushing production, pushing production and all of a sudden,
10:12
you know, you don't have any work.
10:13
I gotta get on the sales. And you got this like teeter
10:16
totter seesaw effect that never feels good.
10:18
So get a good scheduling dashboard and templates and
10:22
schedules for every project can alleviate a lot of that.
10:25
Coordinating with trades much better now, you know, Mr.
10:28
Electrician, they could give them a call.
10:30
The project manager love this so much because when the project
10:33
manager came in, like she was the person that was the most
10:37
experienced with the scheduling software and who I trained
10:40
personally and set the system up with her.
10:43
And now she could see, OK, I'm gonna need an electrician in,
10:46
you know, six weeks or we're starting the project today.
10:49
I need to make sure the framing package is going to show up in
10:51
three weeks or whatever. And it just clarifies so much
10:55
and just decreases the whole stress of the project because
10:57
it's like it's clockwork. You just this ends, that starts.
11:00
And yeah, the schedule is going to change a little bit.
11:02
There's unforeseen things, but at least everyone's like running
11:06
and managing from a game plan, from something sold and specific
11:10
and we created along with this. So the schedule is a big step
11:13
board and then the other component to kind of lock in
11:15
that project management side of the business was quality control
11:18
checklist. At the time they had great, I
11:21
mean they still do have great carpenters, tradespeople on, you
11:24
know, crafts people on site. And it was sort of just left up
11:27
to them and their trays that they would do a good job.
11:30
And the project manager if they saw something out of place, they
11:33
would mention it. But there was no real checklist
11:36
or specific cadence of quality control.
11:38
So what we did is we implemented checklist for all of the
11:41
different stages. So checklist for getting the
11:44
project started, making sure everything's safety and
11:47
protection and materials, everything's ordered and then
11:49
quality control for framing for or well foundation for framing
11:54
for Ruffins, for, you know, finishing for whatever, right?
11:57
So having those quality kind of check stops of like we need to
12:01
make sure the quality is at 100% before we get to the next stage.
12:04
If you ever got to the end of a project and you've got this huge
12:07
punch list at the end and it just seems to drag on, it's
12:10
like, oh, we've got to like we had that scratch on the
12:13
countertop. Now the countertops are on stock
12:15
order, we've got to get the guy in there.
12:17
Whatever, right? And you end up like spending an
12:19
extra couple of weeks at the end of a project.
12:21
It's because the quality control process was not at a good level
12:25
and didn't have those checks and balances.
12:26
So this is what a good schedule will look like.
12:29
This is not Microsoft project, but it's a schedule that I built
12:32
with a client. The Gantt chart view is similar
12:34
to any scheduling software. You'll have your lists and
12:37
that's usually the lists are the easiest place to make updates
12:39
to. But the Gantt chart is most
12:41
visual and easy to see what I want you to see on here and the
12:44
things that really like improved with their scheduling at James
12:49
Company there is you can now put, you know, client meetings
12:53
so the client knows when they're meeting and you know when you
12:56
should be scheduling client meeting.
12:57
You've got buffers between stages.
12:59
So as you've probably had before, especially with like
13:03
Ruffins, you know, your electrician, plumber, HVAC, and
13:06
if one goes over the other one doesn't want to work around them
13:08
and you got to push them back or whatever.
13:10
So put a little bit of buffer in there knowing that the schedule
13:13
is going to be changing so you're not scrambling when
13:17
inevitably something goes a little bit over schedule
13:20
inspections as well. So if you got regular
13:22
inspections on the project, have those.
13:24
Another good thing that kind of next level for scheduling that I
13:28
don't see a lot of people really doing well is put your ordering
13:33
into the schedule So you know that you're finished.
13:37
Carpenter is going to be showing up on a certain week or your
13:40
cabinetry is going in on a certain week.
13:42
That means, you know, minus whatever it is, if, if cabinetry
13:46
takes six weeks to manufacture, that means seven weeks prior to
13:51
installation, you need to order it or 8 weeks before
13:54
installation, you need to order it to ensure that it gets there
13:56
and is delivered on time. Long lead times, cabinetry,
13:59
windows, doors, flooring, whatever those types of things
14:03
that have any kind of lead time of a couple weeks needs to be in
14:07
the schedule. All right, so now we're going to
14:09
move on to #3 The 3rd place that we really kind of locked in and
14:14
tightened up was the financial invisibility.
14:18
So there was no job costing happening as far as knowing how
14:23
much labour was being spent at specific sites or by a certain
14:27
cost code. So we implemented some cost
14:29
codes and different things like that.
14:30
Impact of having, you know, weak financial visibility is you're
14:34
kind of guessing at your profitability year labour costs,
14:38
you know, are kind of like, well, I'm not too sure.
14:41
You know, as long as we can meet payroll every two weeks or month
14:44
and, you know, hopefully we're doing good.
14:45
There's inefficiencies that come up when you don't know your
14:47
numbers and you can't usually see what's going on per project.
14:51
You're sailing your ship blind essentially is the analogy I
14:54
like to use. You're out there, you have no
14:55
idea if you're going into the rocks or shark infested waters
14:58
or even heading in the right direction because you're not
15:01
running your business by the numbers.
15:03
It's like a a big black area that you just have no idea
15:06
what's going on. Turn on a light, get the right
15:10
financial controls and visibility in place and you
15:13
probably overspending on labour materials all sorts a number of
15:17
things and you cannot make sound business decisions without
15:20
having good job costing and financial have visibility in
15:24
place. So from there the, the solution
15:27
that we integrated was we installed employee time
15:30
tracking. So they had and a from their
15:34
accountant where they, their guys were able to put in their
15:38
jobs and their hours, but it wasn't tracking the actual tasks
15:44
that they were doing on the projects.
15:46
They weren't able to use cost codes with it or do proper job
15:48
costing. So again, trying to stay with
15:50
their existing stack. You know, there's lots of great
15:52
software out there. The least amount of changes or
15:55
software that you need to incorporate, the better.
15:58
The more moving parts, the more complex it gets.
16:00
So they're already using QuickBooks.
16:01
We set up a system using QuickBooks with QuickBooks time
16:05
to start tracking their employees tasks per project and
16:08
the projects. We created a really clean
16:10
workflow for invoicing, for payment processing as well as
16:16
providing true job costing visibility.
16:18
So we were able to utilize in QuickBooks through.
16:21
It was not an easy thing because a lot of times like a project
16:24
management software that's specific for construction is
16:26
going to have this type of module in there for job costing.
16:29
QuickBooks, there's options there.
16:30
You can make it work. It's not really designed
16:33
specifically for this, but we were able to get a really nice
16:37
system in place where they had projects in QuickBooks and they
16:40
were able to see specifically tied into payroll as well as
16:43
expenses where every job was at and as well as labour burdens.
16:48
So because they had a lot of different labour rates depending
16:51
on the type of construction that it was, and they had to have
16:55
specific rates and visibility for the government type
16:59
projects, it was a little bit difficult to know exactly where
17:04
the, you know, labour burden and rates and all that kind of stuff
17:06
was. So we were able to clarify that
17:08
and work with their accounting team to really make this all
17:12
seamless where we were able to send, you know, export
17:16
spreadsheet, send it specifically to the account and
17:19
they were able to run payroll as well as a number of other
17:21
things. So a lot of little intricate
17:24
parts. And this is where you as the
17:26
business owner for you to figure this out and have the time
17:29
wherewithal knowledge, it's unreasonable with everything
17:33
else you else you have in the business.
17:35
And that's why if you want systems like this, you want
17:37
someone specifically to be an integrator and put this stuff in
17:40
place, reach out to us. You can work directly with me in
17:43
the comments or in the description below.
17:45
There is a link. Click the link and get on a call
17:48
with us. We have done for you, you
17:50
programs as well done with you programs.
17:52
And we can help you get this whole place, get the help you
17:55
need and you'll just make your life so much easier.
17:58
And example, easy SOP document, standard operating procedure.
18:02
This is an example that we have just, you know, the first page,
18:05
but essentially every new employee that came into the
18:07
business. If you've ever had your
18:09
employees try to fill out hours on their phone and in some sort
18:13
of a, you know that half of them probably don't do it properly.
18:16
Half of them may not even do it. They wait till the the weekend
18:20
or the day before payday to, you know, get in their hours or
18:24
whatever. So that can all be mitigated.
18:26
It's never going to be 100%, but when you have proper onboarding,
18:29
you have leadership to explain why they need to do this, why
18:32
it's so important and what the expectations are.
18:35
Every day they're filling in their hours by task.
18:37
That project. Here's the SOP document.
18:39
This is what your phone looks like, This is what you press
18:42
like making it as foolproof as possible so that you and your
18:46
team aren't dealing with a whole bunch of people that don't know
18:49
what's going on, essentially. So that's just an example.
18:51
One of the, you know, QuickBooks Workforce SOP that we made that
18:54
they could give specifically to the employees so that they knew
18:57
how to do the time tracking properly went on to big problem
19:01
#4 was no systemized processes. They had a number of people in
19:06
the business. Everyone was sort of running
19:08
their own playbook or their own show.
19:10
I can't remember if there was any, but there's very little
19:13
documented processes of what people were actually doing on a
19:16
daily basis. It was more like they just
19:18
figured it out for themselves. And I mean, they, they talked,
19:21
they were a solid team. So I don't want you to think for
19:23
one moment that they didn't have like good communication and a
19:27
extremely amazing culture inside their company.
19:30
They were just missing that structure, that integration,
19:33
that implementation of, you know, the systems and the, and
19:35
the, and the processes and just that the kind of outside
19:38
knowledge of this is how like a really good organized company
19:43
operates. And, and these are the pieces
19:45
that we need to get in place and then have like streamlined
19:47
guidance of like what's most priority?
19:50
What's the steps here? So some of the negative impacts
19:51
that they were feeling from, you know, not having these systems
19:54
in place was inconsistent estimating.
19:56
James was doing all of the estimating.
19:58
They had an estimating spreadsheet essentially, but he
20:01
was always just kind of pulling from his knowledge and, and he
20:03
was super knowledgeable, great at what he did, but everything
20:07
hinged on him. Everything went through him.
20:09
And there was no real like pricing data or templates or
20:13
specific kind of standardized markups and things like that
20:16
depending on projects, client expectations.
20:20
This was something that was unclear to where often projects
20:23
were started. There was no real discussion of
20:28
what the client can expect or again, they didn't have
20:30
schedules. So it was just the client kind
20:32
of expectation and and communication was unclear from
20:36
the beginning and then admin confusion.
20:38
So who does what and how, as I mentioned, there was a amazing
20:41
office manager. She was kind of doing everything
20:43
on the admin side. And then they added more people,
20:46
but it was still a little bit unclear of like which parts did
20:49
she do? What did James do?
20:51
What did you know the the field crew do?
20:53
Who was responsible and who specifically owned the separate
20:57
processes of the company? And as you add more people, this
21:00
becomes more and more critical. And this is also why they've
21:03
ever hired someone and realized that you actually made more work
21:06
for yourself, because now you have to explain everything to
21:09
them and train them and had more people and more fires to put
21:13
out. Essentially, This is why because
21:15
you don't have compartmentalized processes that are owned and,
21:18
you know, responsible, accountable to a specific person
21:22
slash rule new hires learning by trial and error.
21:24
So kind of same thing. No real good onboarding process
21:27
training solution in place to to really train someone on what is
21:31
the, you know, specific thing that they should be doing.
21:33
The big solutions that we put into place essentially were
21:36
standard operating procedures and then training dashboard with
21:39
with training videos. So we got an estimating.
21:42
So now this is how we run an estimate.
21:44
Project management stop. This was huge.
21:46
How do you talk to trades? How do you talk to clients?
21:48
How do you, you know, put schedules together?
21:50
What are the quality control checks?
21:52
What needs to happen, you know XYZ down the stage?
21:55
Financial management SOP How do we invoice?
21:57
How do the employees track their hours?
22:00
How do we do the job cost reports?
22:02
Everything is in the financial management SOP for that client
22:05
process SOP. So how do we set expectations
22:09
with the client? How do we on board new clients,
22:12
how do we communicate with them setting that up?
22:15
And then we had a lead intake system.
22:16
So how do we qualify all these projects?
22:19
As I mentioned, they were overly busy.
22:21
There was no shortage of work for them.
22:23
It was often a matter of we've got 10 estimates to do, which
22:26
ones do we actually have time or want to estimate for?
22:28
And people are waiting weeks, sometimes I want to say months,
22:32
but like over a month to just have their estimate get into the
22:36
process. So we, we created a lead intake
22:38
so that they had qualifying questions.
22:40
They could then better differentiate which projects are
22:43
better suited in a good fit for us and which ones can we, you
22:47
know, be upfront with and just say we don't have time or it's
22:49
not, you know, aligned with with what we do as a business.
22:52
The employee training dashboard, I'll show you that in a moment,
22:54
but essentially we set up an employee training dashboard.
22:56
So now the employees could have easy access to the SOP's and the
23:01
training videos. So you hire a new admin, they
23:03
need to know how to do the financial management of the
23:05
business. Go to the training dashboard,
23:07
click on financial management. Here's the SOP, Here's a
23:11
training video explaining exactly what to do.
23:13
So everything was there easy for them to get trained up.
23:17
Video based onboarding. So same thing with training and
23:20
onboarding. A video does so much better than
23:23
just a written black and white stop.
23:25
When you have like a document SOP, people may read through it,
23:28
but it's hard to really understand what is going on.
23:31
Even if you have pictures in there or links to things.
23:34
It's a good first step and it's really nice to have that
23:37
resource of like this is specifically what we do.
23:40
But when you have a video along with it, cleaning what it is or
23:45
showing it on a computer screen, the training is, I don't know,
23:48
10 times more effective. People prefer learning through
23:51
video just just how it is. You, you get much more
23:54
information on it. And then we structure their
23:56
Google Drive. So they were using Google Drive,
23:57
but we were able to structure their folder system.
23:59
We set up some automations with Zapier so that they could have
24:03
like automatic firing of new clients, setting up folder
24:06
structures. It was much easier for people to
24:09
find what they needed to find because before that it was just
24:13
unorganized. These were kind of thrown in
24:15
here there everywhere over the years.
24:16
So we got rid of the clutter, organized it and just totally
24:20
restructured their, their Google Drive.
24:22
Here's an example of the training dashboard that we we
24:25
implemented. It is a website.
24:26
New employees are given the website.
24:28
They essentially have access to watch a video telling them how
24:32
the training happens. There's a knowledge base.
24:34
So this is like all extracurricular extra, you know,
24:37
videos or blog articles or whatever that could incorporate
24:41
with the training. And then there's online courses.
24:43
So along with our coaching program, we have training
24:47
programs and courses that your project manager can take, that
24:50
your financial manager can take and they have access to that.
24:53
And you can control who has access to what depending on
24:56
their role. And then you have all of the
24:58
different parts of the business, so estimating project
25:00
management, sales, finances, professional development,
25:04
whatever it is. And again, you've got your SOP,
25:06
the training video, you've got the document, and then you have
25:09
a workflow. So workflow is like, again, that
25:10
next level. We don't take any chances
25:12
essentially with training people or communicating or having them
25:15
know what's happening. I mentioned the other things,
25:17
the video and the shop, but the workflow is what the visual
25:20
representation of the steps look like and the decisions that need
25:23
to be get made. And when you have all three of
25:26
those in place, as long as the person is competent, has some
25:30
awareness and can learn, they will know at a very high level.
25:35
Yes, they're still being need someone to kind of walk them
25:37
through or answer questions, but after going through those three
25:40
resources, they should have a very clear picture of exactly
25:43
what they need to do and how they need to do it.
25:45
We're building solutions to those four big problems that we
25:49
mentioned. Their results were able to scale
25:51
up to past five million, increase the profit margins.
25:54
That's a difficult thing to do when you're scaling a business
25:57
as they did they their company grew 150%.
26:00
Typically when you start to scale and grow up in business
26:02
because you're hiring people and you're taking on more projects,
26:06
probably, you know, purchasing more equipment and things like
26:08
that, you'll often find as you grow your margins decrease.
26:11
But we were able to increase margins while still massively
26:14
growing their business. Financials became much clearer.
26:17
Owner got out of the daily operation.
26:19
So getting that project management role, also bringing
26:22
in one of the field guys to start with the estimating
26:24
process. So that was something that that
26:26
was in the works and have a well trained team of leaders.
26:28
As I mentioned, they had a great culture.
26:30
They had everybody was on the same page helpful, wanting to
26:34
like there was none of this kind of politics that you can often
26:37
find in companies, but we were start to implement and train
26:41
leaders. So we talked about the systems.
26:43
The next kind of step that really enables the business
26:47
owner to level up is when they can be a leader of leaders.
26:52
So project managers leader everybody in the company
26:54
essentially. But office manager, those are
26:56
are leaders in the company that have to then be able to lead the
26:59
next people, whether that's the field crew of the trades, the
27:02
other office staff, whatever it may be.
27:04
And that's where, you know, a lot of the magic really comes
27:07
into play. And these are some of the
27:09
amazing results that we achieve. Now you have three options.
27:12
You can watch 100 more videos and never take any action to You
27:16
can try to figure this all out on your own.
27:17
Spend years learning through the mistakes, or three you can apply
27:21
to work with us and fast track the process of systemizing and
27:25
scaling your construction company using the first link in
27:29
the description below. The choice is yours.