Jake has spent three years trying to understand why his construction business feels like it is running through waist-deep mud.
He has blamed the labor market, the economy, subcontractors, customers, and even his own lack of grit. But the real problem is much closer to home.
Longtime employees are protecting the old way of doing things. Critical information lives in gray areas. Mistakes are followed by excuses and finger-pointing. Every attempt to improve the company gets delayed until the next project is complete or the business finally “calms down.”
In this episode of The Construction Leading Edge Podcast, Todd Dawalt tells a fictional story about a construction business owner forced to confront the person—and the pattern—keeping his company stuck. The parable explores difficult leadership decisions, owner dependency, role clarity, accountability, business design, and the cost of waiting until you feel ready to make a change.
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Who This Episode Is For
This episode is for construction business owners who know the company needs to change but feel trapped by people, habits, relationships, or unwritten rules from the past.
It is especially relevant if you:
- Feel like the business is constantly operating in urgent or firefighting mode
- Have longtime employees who resist systems, accountability, or organizational change
- Avoid asking certain team members to do their jobs because you expect conflict or excuses
- See recurring finger-pointing when mistakes happen
- Depend on people who keep important information inside their heads
- Have delayed hiring a key leader because the company never feels ready
- Are trying to build the future business around the people currently on the team
- Feel guilty about changing a company founded or shaped by a parent, mentor, or longtime employee
- Need to clarify the vision, roles, responsibilities, and operating processes of the company
- Keep telling yourself you will make the necessary change when you have more time
Problems This Episode Helps Solve
This episode helps answer questions such as:
- How do I know whether a longtime employee is holding the business back?
- What should I do when someone resists every new system or process?
- Why does my construction business keep falling back into chaos?
- How do gray areas create owner dependency and profit loss?
- Should I design the business around the people I have?
- How can I lead a company differently from the previous owner?
- Why do I keep delaying the changes I know the business needs?
- How do I move from being the lead firefighter to acting like the CEO?
- What should I define before hiring an operations leader?
- How do clear roles and a documented playbook reduce chaos?
Episode Summary
Episode 443 tells the story of Jake, a fictional construction business owner attempting to carry forward the company his father built.
Jake has a clear vision. He wants a custom home building company known for precision, quality, a strong client experience, and a healthy work environment. He also wants to hire an operations leader so he can stop acting as the company’s lead firefighter.
But two longtime employees stand between Jake and that future.
Charlie was his father’s trusted right-hand man and a field legend who helped raise Jake on job sites. Every time Jake talks about changing the organization, Charlie encourages him to wait until the current project is complete or things finally calm down.
Sarah, the office manager, resists new processes, questions the company’s financial stability, criticizes Jake’s leadership, and blames others when mistakes happen. When she orders a $50,000 window package from an outdated set of plans, she refuses to take responsibility.
The business continues to depend on gray areas where only certain people know the answers. That keeps Jake involved in every urgent issue. Even on vacation, he spends hours resolving information that clients had already provided because the team does not trust the system.
The turning point comes when Jake finds an unnecessary framing charge authorized by Charlie. Charlie’s initials reveal the word “chaos,” and Jake finally recognizes the deeper pattern: Charlie is not simply old-school. He is actively protecting an environment where the company depends on him and where Jake remains too busy firefighting to redesign the business.
Jake makes the difficult decision to fire Charlie.
Afterward, he clarifies the company’s vision, designs the organization around the results he wants, defines accountability across sales, preconstruction, estimating, operations, and finance, and develops a playbook with his team.
The story ends with Jake working less, relying on a capable operations manager, and becoming present in his family’s life again.
Todd then asks listeners to examine three issues in their own businesses: the largest gray area, whether the company is designed around its current people or its future vision, and how long they have been waiting to make a necessary change.
Key Takeaways With Timestamps
00:24 – Jake prepares for the hardest conversation of his career
The episode opens with Jake waiting to fire a longtime friend and mentor who played an important role in his father’s company.
01:46 – Chaos is costing Jake his health and family time
Jake reviews photos from a soccer game he missed while handling another business crisis and notices the physical toll the company has taken on him.
02:54 – Jake has a vision but keeps hitting an invisible wall
He wants a precise, high-quality company with a strong team and client experience, but every attempt to change the organization stalls.
03:34 – Charlie continually delays the company’s future
Charlie supports Jake’s ideas in theory but repeatedly convinces him to wait until another project is finished or the company is less busy.
04:47 – Sarah makes every request feel like a confrontation
The office manager responds to direction with sighs, financial fear, criticism, and comparisons to the way Jake’s father operated.
05:29 – A major window mistake exposes weak accountability
A $50,000 window package is ordered from outdated plans, but Sarah blames Jake and the company’s new systems rather than accepting responsibility.
07:05 – A family vacation becomes another workday
Jake spends two hours resolving tile details that were already documented while his wife and children go to the beach without him.
09:26 – Jake discovers an unnecessary framing charge
A subcontractor ticket includes a crane rental already covered by the fixed-price agreement and overtime authorized without proper review.
10:56 – Jake recognizes that Charlie represents chaos
Charlie protects gray areas, delays change, and keeps the owner trapped in urgent work because that environment preserves his influence.
12:14 – Jake fires the person protecting the old system
He tells Charlie the company no longer belongs to his father and that the pattern of fear, resistance, and firefighting will not continue.
13:13 – Having time is a decision
Jake realizes that the lack of time will not fix itself and that confidence follows action rather than arriving before it.
14:03 – The first step is clarifying the vision
Jake defines the projects, clients, reputation, employee experience, and future company he wants to create.
15:15 – Design the organization around the desired result
He creates a blueprint for how accountability should be divided across sales, preconstruction, estimating, operations, and finance.
16:03 – Clearly define what each role must deliver
Jake establishes what the preconstruction manager, project manager, and jobsite leader are expected to own and accomplish.
16:35 – Build a team-owned playbook
Instead of forcing his personal process on employees, Jake includes the team in documenting how projects should move from marketing and sales through preconstruction and production.
17:32 – The business begins operating differently
Three months later, an operations manager is handling the field, Sarah is following the playbook, and fewer problems are reaching Jake.
18:12 – Jake becomes present in his family’s life again
He leaves work at 3 p.m., turns off his phone, and coaches his son’s soccer team.
18:52 – Question one: Where is the biggest gray area?
Todd asks listeners to identify the part of the business where accountability, rules, responsibilities, or documented processes remain unclear.
20:51 – Question two: What is the business designed around?
Owners must decide whether they are building around the people currently available or designing the organization required to produce their vision.
21:38 – Question three: How long have you been waiting?
Future time and confidence will not appear automatically. Necessary changes begin when the owner decides to act before feeling completely ready.
22:33 – Jake is fictional, but the pattern is real
Todd explains that the story combines recurring situations he has observed in conversations with hundreds of construction business owners.
Key Concepts From This Episode
Gray Areas
Gray areas are parts of the business where responsibilities, standards, decisions, and processes are unclear.
These areas create opportunities for missed details, finger-pointing, excuses, profit loss, and dependence on whoever holds the unwritten knowledge.
System of Resistance
A system of resistance is a person, habit, belief, or informal structure that continually prevents the company from changing.
Resistance may appear supportive on the surface while repeatedly delaying action, protecting old methods, or keeping the owner trapped in urgent work.
Designing Around People
Designing around people means shaping the organization according to the abilities, preferences, and limitations of the people currently employed.
This can prevent the company from developing the roles, accountability, and leadership structure required to reach its future vision.
Designing Around the Vision
Designing around the vision begins by defining the company’s desired future and then determining which roles, responsibilities, processes, and people are required to produce it.
The existing team can then be evaluated against the needs of that design.
Confidence Through Action
Owners often wait for certainty before making a difficult decision. The episode argues that confidence often comes after action, not before it.
Clarity grows when the owner takes the first step, observes the result, and continues moving.
Team-Owned Playbook
A team-owned playbook documents how the company operates and is created with input from the people responsible for using it.
The goal is to replace tribal knowledge and repeated questions with a clear, shared operating process.
Resources Mentioned
Construction Leading Edge Resources
Client Success Stories Mentioned
Recommended Next Step
Identify the largest gray area in your business.
Write down what result should be produced, who should own it, what process should be followed, and what proof would show that the work is complete. Then determine whether the current people and structure can support that standard.
If the business remains dependent on you, resistant to change, or organized around unclear roles and tribal knowledge, apply for a Business Evaluation Call.
Client Success Stories
Want to see how other construction business owners are applying these ideas?
Watch client success stories from builders, remodelers, and general contractors who have worked with Construction Leading Edge to reduce chaos, improve their systems, and build companies that run with less owner dependency.
Related Episodes
Episode 423: Your Construction Business Is Doing Exactly What It’s Designed To Do
Todd Dawalt explains why construction businesses often repeat the same chaos, long hours, profit issues, and owner bottlenecks because the underlying business design is producing exactly what it was built to produce.
Episode 428: Scale Without Sacrificing Profit, Control, or Freedom: The 3-Legged Stool Every Builder Needs
Todd Dawalt explains how builders can scale sustainably by avoiding common growth traps and building the systems, pre-construction process, accountability chart, playbook, and role clarity needed before adding people or work.
Episode 425: Stop Setting More Goals. Fix One Constraint
Todd Dawalt explains why repeated business goals fail when they ignore the real constraint, and how owners can identify the bottleneck that is actually limiting profit, growth, freedom, or team performance.
FAQ
How do gray areas create chaos in a construction business?
Gray areas leave important work without a clear owner, standard, or process. When something goes wrong, employees may make assumptions, blame each other, or escalate the issue to the owner.
How do I know whether a longtime employee is holding the company back?
Look for repeated resistance to clear accountability, documented processes, new leadership roles, or necessary organizational changes. Also evaluate whether the person takes ownership when mistakes happen or consistently redirects blame.
Should a construction company be designed around its current employees?
The company should first be designed around the vision and results it needs to produce. Current employees can then be matched to the roles they are capable and willing to own.
Why do construction owners delay difficult personnel decisions?
Long relationships, loyalty, fear of disruption, uncertainty, and inherited company history can make the decision emotionally difficult. Owners may also hope the problem will improve without direct action.
What should I define before hiring an operations manager?
Clarify the company’s future design, the results operations must produce, which decisions the role will own, what work will leave the owner’s plate, and how performance will be measured.
How can a playbook reduce owner dependency?
A playbook gives the team a shared process and reference point. Employees can answer recurring questions, make decisions, and complete work without relying on information that exists only in the owner’s head.
Is Jake’s story a real construction company case study?
No. Jake is a fictional character. Todd explains that the parable combines patterns and situations drawn from conversations with hundreds of construction business owners.
Todd Dawalt
Founder of Construction Leading Edge and host of The Construction Leading Edge Podcast
Todd Dawalt is the founder of Construction Leading Edge and host of The Construction Leading Edge Podcast. Since 2014, Todd and the Construction Leading Edge team have helped construction business owners systematize their companies, reduce chaos, improve profitability, and build businesses that run with less owner dependency.
Full Transcript
Todd Dawalt (00:24.878)
Jake had spent three years wondering why his construction business felt like it was running through waist deep mud. He blamed, did a lot of the same things other people did. He blamed the labor market, the economy, the subs, customers, his lack of grit that his old man used to talk about. But a few minutes ago, he found a smoking gun at the bottom of a stack of invoices, a signature that changed everything for him. Now he’s sitting in his office waiting for someone that he’s entrusted.
his entire life, ready to end a 30 year legacy. He’s fired some people before, but never somebody like this. He had no choice. He was about to have the toughest conversation of his life. He knew that in a few minutes, he’d have to look a longtime friend and mentor in the eye and say, save the story, you’re fired. You’re listening to the Construction Leading Edge podcast from constructionleadingedge.com.
where we’re all about systematizing your construction business to maximize freedom, impact, and wealth. My name is Todd DeWalt, and my team and I have helped over 400 construction companies eliminate chaos, grow their profits, and grow their team. This episode is a little different. Listen to the story about Jake and see if it sounds familiar, and then I’ve got a few questions for you to answer at the end. All right, so we’re back to Jake.
Jake is sitting in his office. He’s about to have the toughest conversation of his career. Maybe, maybe the toughest conversation of his life. His chest burned. It was this dull, hot coal pressed against his ribs. The familiar calling card of his old friend, anxiety, that had become his constant companion. He looked down at his phone as he waited, scrolling through
Todd Dawalt (02:24.098)
photos that his wife posted of the soccer game that he missed last night, picture of his son scoring a goal while Jake was on yet another crisis call. As he scrolled through the pictures, he saw a few of himself and noticed that he’d put on some weight over the past few years, and he felt a lot more tired than he was a few years ago. And he looked at the last sent text that said, we need to talk in the morning. Meet me at 7 a.m.
in my office. Let’s back up. For the past three years, Jake has been pursuing this vision for his business. He wanted to carry on the legacy that his dad started, and he wanted to build a custom home building business that functioned with precision and quality and provided a great experience for his clients and a great experience for his team.
He had been planning to hire somebody to take over operations so that he could finally stop being the lead firefighter and really step into the CEO role. But every time he moved toward that goal, he hit this invisible wall. On one side was Charlie A. Oswalt. Charlie was Jake’s father’s right-hand man for 20 or 30 years.
the field legend who had practically raised Jake on job sites. And whenever Jake brought up hiring this new operations guy, Charlie would give him that smile and say, yeah, you’re going to do that. You’ll hire that operations guy, Jake. We’ll get there. You just need a little more time to get things dialed in first. Things are going to calm down in a month or two. Let’s just get through this next project and then we’ll talk about it. On the other side was Sarah.
the office manager. Sarah had been there since the beginning, since Jake’s dad owned the business, and she had become a constant source of friction. Every time Jake walked toward her desk to ask her to do something, to ask for something she was being paid to do or to suggest a change, he found himself bracing.
Todd Dawalt (04:47.266)
He had to coach himself to put on a smile, had to remind himself not to get angry before he even opened his mouth because he knew what was coming.
See, Sarah wouldn’t scream, she wouldn’t yell, she would just sigh and ask questions that felt like sandpaper, like, Jake, are you sure we can afford to do that? You know, your dad always said, we’re just one bad month away from the doors closing. Or she would say things like, I don’t know if we’re going have any work in six months. You know, a few years ago, we were booked out for two years. Jake, are you sure you’re out there selling like your dad used to? I see you spending a lot of time on your laptop.
Jake had even heard some secondhand rumors that Sarah had made some comments to other people on the team about things like the car that his wife drove and the vacations that they took. And she had become a little bit of a drama queen and she was pretty good at finger pointing. Sarah was pretty adept at blaming people’s. Just last month, Jake got a call from his framing sub.
on a custom home they were building and there was a problem with the windows. The guy said, hey Jake, we got a big problem with these windows, man. Some were too small, some windows were missing. So Jake spent half a day digging through the mess, looking at plans, looking at the window order quotes. And he figured out that the windows had been ordered based on an old set of plans, not the final construction set.
So guess who ordered the windows? Sarah. Jake braised himself, got himself in the right head space, confronted Sarah about it. And she said, well, Jake, I wouldn’t have used those plans if you hadn’t left so many versions lying around. You know, your dad used to just give me what I needed. And all these folders and systems that you’re trying to use are just confusing. I did what I thought was best. It’s not my fault. Bottom line.
Todd Dawalt (06:58.37)
that $50,000 window package was ordered wrong.
Todd Dawalt (07:05.262)
It was gonna take eight weeks to get the new windows in and Jake was gonna have to eat the cost of those changes. Now, Jake was gonna have to call the homeowner to explain why they saw extra windows laying around and explain to them why the project was delayed.
kick in the groin.
And then another situation, there was the beach vacation that Jake and his family tried to take. Jake and his wife, Emily, took their two kids to the beach. One morning, Jake was in the condo. The kids had everything on. They were sunscreened up. His wife was holding the cooler. They’re getting ready to head for the door. And they were five minutes away from the sand. And Jake’s phone rang and it was…
It was Charlie. Jake saw the name and he felt his stomach drop and this tightness in his chest. And his wife, Emily, saw it too. She didn’t yell. She just took a deep breath, kind of shook her head like, here we go again, and made a motion like they’re going to head to the door. she quietly took the kids out, headed to the beach. Jake answered the phone. Jake.
The tile installer is here at this house and this guy is completely lost, Charlie said. He’s asking about grout colors and patterns and missing Schluter trim. I know you said it’s in the file. I know it’s in there, but are you 100 % sure that’s the right info? I don’t know if it’s right, man. I’d hate for you to come home to a $20,000 mistake. So Jake thought, I just?
Todd Dawalt (08:55.758)
trust the information we have, do I listen to Charlie? So he decided he needed to be safe. So he spent the next two hours in the condo calling the homeowner for information, explaining why he was asking for their, this information a second time, because they’d already given it to him. Then calling the supplier and the installer.
playing phone tag to get all of these details ironed out. Meanwhile, while the tile installer is standing there with the meter running and all the while his family was on the beach. So this day, Jake felt a mix of being pissed off and something bordering on hopeless. He asked questions like, why are things always so chaotic? Why can’t we figure this shit out? Why does it have to be?
so hard. This stuff, we’re not building violins, we’re not trying to put people on the moon here. Why is it so difficult?
And yesterday, the answer finally arrived. Jake was digging through a stack of invoices and he found this T ticket from the framing sub for about five grand. And as he dug into it, Jake noticed a couple of things. One, it was an extra. This T ticket was for the crane rental, which was already included in the fixed price subcontract agreement that Jake had sent out. And there were six hours of…
unnecessary overtime that apparently Charlie had authorized. So as Jake looked at the authorized by section, he saw Charlie’s signature, but it was scrawled in a way he’d never really noticed before. He could only make out the first couple of letters of Charlie. He could make out his middle initial in the first couple of letters of his last name. Charlie A. Oswald C. H. A. O. S.
Todd Dawalt (10:56.362)
was like a light bulb went off. It spelled chaos. It just jumped off the page at him. Chaos. Charlie was chaos. And suddenly, everything made sense. Charlie wasn’t just old school. He was a system of resistance. He kept everything in the gray areas where only he knew the answers.
He kept Jake stuck in the urgent, the immediate and firefighting mode because as long as Jake was chasing grout colors and window orders, he really couldn’t change the business. And that’s where Charlie was comfortable. He had the business right where he liked it. Charlie’s advice was, you’re gonna do this. You’re gonna hire that operations guy, but let’s just wait until we get things dialed in. And Jake realized,
Charlie had been saying that for a couple of years. Let’s just wait a few more months, wait until we get this project closed out. He had always been telling him, we’re going to do this, but let’s just wait. So we’re back at the office. The office door creaked open at 7 a.m. Charlie walked in smelling of backwoods cigars that he liked to smoke. Morning, Jake.
Charlie said, I heard you had some questions about that framing T ticket. Look, I had to authorize that. And Jake interrupted him and said, save the story, Charlie. His voice was quiet. He was working to keep it calm, but his chest was pounding. And he said, look, man, I’m not my father and this isn’t his company anymore. Charlie tried to interrupt, say, now, wait a minute. Jake put his hand up and stopped him and said, I realize what you’ve been doing.
You have kept me in the urgent mode and firefighting so I can’t change the company. You want to keep things where you’re comfortable with them. You keep the team in fear so they wouldn’t support the systems. You’re done, Charlie. I need you to turn in your keys and your credit cards. You are fired.
Todd Dawalt (13:13.802)
After the door closed, Charlie stormed out and slammed the door. Jake sat at his desk in silence. His heart was still pounding, but he felt like a weight had been lifted off his shoulders. And he realized a few things. He realized that having time was a decision. The lack of time wasn’t going to fix itself. He realized that he had to start
before he felt ready. It occurred to him that confidence comes from taking action, not the other way around. And then he realized that he had been trying to build a business around the people he had instead of designing a business to produce the vision he wanted. He’d been trying to, he realized one of the biggest problems he had was he had this vision for a business and he’s trying to get the people he had
together to achieve that vision, it was never going to happen. He needed to design a business to produce the vision that he wanted.
He had plenty of stuff to do, but it was time to take action. So he blocked out that afternoon. And the first thing he did was he spent a few hours articulating his vision for the business. And he asked questions like, what do I want this business to look like in a few years? What kind of projects do we want to focus on? What are the projects we’re best at? What are the projects that are most profitable for us? What kind of clients?
do we want to work with? What kind of experience do we want the company to produce? What do we want people to say about our company? How do we want our team members to feel about working here? And he got really clear on the vision, the destination. In essence, he went a couple of years into the future, planted a flag in the ground and said, this is where I want to be in the future.
Todd Dawalt (15:15.032)
And then once he had that vision over the next few weeks, he began to spend time creating a design for his business. He created a blueprint for the business. He mapped out what the company would look like. How would accountability for different parts of the business, like sales and pre-construction and estimating and operations and finance, how would those things be divided up so it’s not all on him?
mapped out clearly defined roles and clearly defined responsibilities for what a pre-construction manager would do, what a project manager would do, what a job site lead would be accountable for. And then he got really clear on what results each role would need to deliver. And he designed this business in a way that it would deliver the results, help him deliver the vision he was looking for. After that, he began to work on
developing a playbook with his team that had a well-designed, documented process for how they would run their projects, from pre-construction, working backwards into the sales process, even going back into the marketing process. He did it in a way that his team would be bought into it. He included them in that process. So it wouldn’t just be his process that he’s trying to cram down their throat.
It would be a process that they’re bought into. It would be their process. He wanted everybody to be singing from the same sheet of music, so to speak, and to have a manual that his team could refer to. He wanted to be able to answer questions one last time and be able to say, go check the playbook whenever there’s a question.
And throughout this process, he started to think more like a CEO and less like a builder. He was working on his business and not just in it. He started to become more of the, if his business was a machine, he became more like the designer or the operator of this machine instead of just being a cog in the machine.
Todd Dawalt (17:32.13)
Fast forward three months after he fired Charlie. On a Tuesday afternoon, Jake pulled into his driveway, shut off his truck, and smiled. Things were different now. His office was different. He had hired that operations manager, so he’d set them up for success. So Jake’s phone wasn’t ringing nearly as much. His operations manager was handling things in the field. Sarah,
who was no longer under Charlie’s chaotic influence, was actually playing ball. She was following the playbook, she was much more positive, and she was on board with what was going on. She wasn’t perfect, but she was a lot different than she was before. So Jake climbed out of his truck, and he didn’t feel that poke, that tightness in his chest. He walked into his house at 3 p.m.
turned his phone off and started packing up his kid’s soccer gear. And he wasn’t just going to soccer practice, he was the coach now. And as he headed out the door, he was talking to his son about this new play that he wanted to try out with the team. It was a design of his own making.
Todd Dawalt (18:52.514)
So a lot of us, a lot of you, maybe you have chaos in your life. Maybe it’s not a 30 year old veteran of the trade. Maybe it’s not even a person. Maybe yours is a habit or a voice in your own head. wherever you’re at today, if you’re sitting in your truck, if you’re driving, if you’re at the gym, if you’re in your office, wherever you’re at, I want you to look.
Look at yourself and be honest about a few things. Answer a few questions, three specific questions I want you to think about. Number one, what’s the biggest gray area in your business right now? What is the number one gray area in your business right now? This is the place where things are murky, where details are falling through the cracks, where there’s finger pointing, there are no…
clear rules, there’s no accountability, there’s no documented process to follow. This is where chaos lives. Chaos feeds on the gray areas. And it’s probably where chaos is eating up your profit as well. So question number one, what’s the number one gray area in your business that’s causing you the most problems? It could be pre-construction.
It could be the handoff from the office to the field. It could be who is accountable for making selections. It might be your role as the owner. It might be completely unclear. Maybe you have somebody on your team who has no idea what they’re supposed to be doing. Think about what’s the number one gray area in your business. Question number two, is your business designed around the people you have?
or is it designed around the vision that you want to achieve?
Todd Dawalt (20:51.342)
They’re two fundamentally different approaches to designing a business. One is to look at the people that you have around you and say, I’m just gonna have to do the best I can with what I’ve got. And you’ve got Charlies and Sarahs and you have these maybe unicorn employees and you’re trying to wrap a business model around those people. That’s one approach. The other approach is to do what Jake did. Get clear on the vision.
where you want to go and then design a business that will achieve that vision. So the second question, is your business designed around the people you have or is it designed around the vision that you want to achieve?
And then third, how long have you been telling yourself you’re going to fix this when you have time? How long have you been saying, I’m going to fix this? Well, or maybe you’re saying future me is going to fix this. Future me is going to have more time, be better equipped to fix this.
Maybe you need to be like Jake who finally realized that having time was just a decision that he had to make.
that wasn’t going to fix itself. Maybe you need to realize that you need to start before you feel ready. Maybe you need to realize that confidence comes from taking action, not the other way around. If you’re waiting to feel ready, if you’re waiting for that confidence before you take action, you may be waiting a long time. So, comes from taking action, not the other way around.
Todd Dawalt (22:33.55)
Jake is a fictional character. His story isn’t real, but it is pulled from my conversations with hundreds of construction business owners over the past 10 years. While his specific story isn’t real, if you want to hear from some builders and remodelers and other construction business owners who have done the things that Jake did to change their businesses,
you want to hear from guys and gals who made the decision to eliminate the chaos in their business, made the decision to design a business that would make their vision possible, then we have a brand new batch of case studies on our website. You can go to the results page on our website and go read and listen to their case studies of people like Daniel, Ryan, Darren, and John who have changed their businesses for good.
you want to go listen to their stories, go to the results tab on the website or go to constructionleadingedge.com forward slash results. If you’re ready to eliminate the chaos in your construction business and if you’re ready to get clear on your vision, to design your business, to achieve that vision and create the systems and processes to get there, we can help. The first step would be to go schedule a call with me. It’s a business evaluation call.
There’s no pressure, it’s not a sales call. We’re just gonna dig into your business, see what’s going on and decide if we can help. So if you are ready to take that step, the link is in the show notes to schedule a business evaluation call, or you can just go to constructionleadingedge.com forward slash apply, A-P-P-L-Y. We’ve got a couple of other resources in the show notes or the description for you. Check those out. The links will be in there.
My challenge for you is to take action. Answer those questions and if you’re not happy with your answers, do something. Take action. And if you get some value out of this podcast, do me a favor. If it’s on Apple podcast or Spotify, leave a review and a rating. Give us a five-star review rating if you’re on YouTube. If you’re watching or listening on YouTube, subscribe to it and leave a comment. I’d love to hear from you.
Todd Dawalt (25:00.68)
and it helps to spread the word as well. I’m Todd DeWalt from constructionleadingedge.com and I’ll see you next time.
