If you wake up already feeling behind, spend most of the day reacting to problems, and carry too many responsibilities yourself, it can start to feel like that is simply what owning a construction business requires.
Eric Brownson thought the same thing.
For years, his company operated reactively. Projects moved forward, problems got solved, and the work got done—but too much depended on Eric stepping in.
The biggest shift came when he realized that many of those fires could be prevented with a real preconstruction process.
In this episode of The Construction Leading Edge Podcast, Eric shares how stronger preconstruction, better delegation, and clearer systems are helping him move from reaction mode toward a construction company that depends less on him to keep everything moving.
Listen / Watch
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Who This Episode Is For
This episode is especially relevant for construction business owners who:
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Wake up already feeling behind
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Spend most of the day reacting to problems
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Feel like the backstop for everything in the business
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Have too much project information living in their head
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Do not have a defined preconstruction process
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Start jobs before important selections and decisions are complete
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Wear too many hats across project management, financials, and preconstruction
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Want to delegate but are unsure where to begin
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Feel isolated as a construction business owner
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Want a company that can operate with less day-to-day owner involvement
Problems This Episode Helps Solve
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How do I stop constantly putting out fires in my construction business?
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Why do I always feel behind before the day even starts?
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How can better preconstruction reduce reactive work?
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What should happen before a construction project starts?
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How do I get clients to make selections earlier?
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How do I stop being the backstop for every project?
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What responsibilities should I delegate first?
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How can I identify people on my team who are better suited for certain roles?
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How do I build a construction company that depends less on me?
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Can construction really become less chaotic?
Episode Summary
Before systematizing the business, Eric Brownson says he regularly woke up feeling like he was already three hours behind.
Sweet Homes had grown from a framing contractor into a general contractor building high-end homes in Colorado, but much of the company still operated in reaction mode.
Eric was the backstop.
He handled project management, financial work, preconstruction, and other responsibilities. Problems were addressed as they appeared, and for a long time he assumed that was simply how running a construction company worked.
Eventually, Eric realized he needed to move from being reactive to being proactive.
One of his first major realizations came from discovering that he was not alone. Listening to other construction business owners describe the same problems helped him see that constant firefighting was common—but it did not have to remain normal.
The biggest shift came around preconstruction.
Eric says the company did not merely have a weak preconstruction system. In his words, it essentially had an absence of a real preconstruction process.
Once he began viewing a strong construction company as a strong preconstruction company, the way he approached projects changed.
On one early project, the team began pushing important selections much earlier. Instead of telling clients they could deal with flooring, cabinets, doors, and other decisions months later, Eric began giving them deadlines and explaining why those decisions mattered before construction progressed.
The response surprised him.
Rather than resisting the structure, clients appreciated having parameters and clear expectations.
Eric also began delegating more aggressively. Early in the program, he completely handed off construction and project management responsibilities to an employee who had primarily been working as a superintendent.
That employee embraced the role and performed extremely well.
Removing that responsibility allowed Eric to spend more time training a newer team member and focusing on work that required him as the owner.
The result is not a finished transformation. Eric is still implementing the systems.
But instead of seeing an endless tunnel of firefighting, he can see a path toward a healthier, more proactive business.
Key Takeaways With Timestamps
06:27 – Waking up three hours behind was a symptom of a reactive business
Eric describes years of starting the day already feeling behind because he was the backstop and much of the business operated in reaction mode.
07:27 – Realizing he was not alone changed how Eric viewed the problem
Hearing other construction owners describe the same struggles helped Eric see that firefighting was common—but it did not have to remain his normal.
14:29 – Preconstruction became the biggest light bulb moment
Eric says realizing that a strong construction company needs a strong preconstruction process completely changed how he thought about setting projects up for success.
15:55 – A new project became the first test of the stronger preconstruction approach
Even before the entire system was finished, Eric began applying what he had learned to a real project and immediately saw meaningful differences.
16:23 – Moving selections forward changed the client experience
Instead of waiting months for flooring, cabinets, and other selections, Eric gave clients earlier deadlines—and found that they appreciated the clarity and boundaries.
17:21 – The value was not just knowing preconstruction mattered, but having a pathway to build it
Eric says the most beneficial part was understanding how to create a system rather than simply being told that better planning was important.
18:18 – The team is being brought into the Nail the Handoff process
Eric planned the company’s first formal preconstruction handoff meeting so more team members could see what a stronger transition into production should look like.
19:17 – Handing off project management removed an entire hat from Eric’s role
Eric completely delegated construction and project management to a team member who embraced the role and proved highly capable at it.
20:40 – Systematization is changing how Eric starts his mornings
Instead of waking up stressed over coffee, Eric says he now gets up and spends about 45 minutes working out—a tangible sign that life is becoming less reactive.
Key Concepts From This Episode
Reaction Mode
Reaction mode happens when the owner spends most of the day responding to whatever problem, phone call, decision, or project issue becomes urgent next.
The business may continue operating, but the owner has little capacity to plan ahead.
Preconstruction
Preconstruction is the work that happens before production begins to clarify project requirements, selections, decisions, expectations, and other information the field will eventually need.
Eric describes developing a real preconstruction process as the biggest change in how he now approaches projects.
Client Decision Deadlines
Client decision deadlines establish when important selections need to be complete.
Rather than waiting until production requires an answer, the team moves those decisions earlier so the project is better prepared.
Owner Dependency
Owner dependency exists when too many decisions, responsibilities, and problems still require the owner.
Eric’s previous role covered project management, financials, preconstruction, and other functions, making him the backstop for much of the company.
Delegation
Delegation means transferring real responsibility to another capable person.
Eric’s decision to hand off project management removed an entire hat from his role and allowed another employee to step into an area where he performed strongly.
Nail the Handoff
Nail the Handoff is the process of deliberately transferring a project from preconstruction into production with the information and decisions the field team needs to execute.
Eric planned to use the process with his team so future projects would begin with a clearer transition into construction.
Resources Mentioned
Construction Leading Edge Resources
Partner Mentioned
Tools, People, and Companies Mentioned
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CoConstruct
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Eric Brownson
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Sweet Homes
Recommended Next Step
Take one active or upcoming project and look for decisions that your team currently expects to make during construction.
Ask:
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Which selections are still unresolved?
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What information will the superintendent eventually need?
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What decisions could be completed before production begins?
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What questions do clients normally get asked halfway through the project?
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What project information still lives primarily in someone’s head?
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What responsibilities are still landing on the owner because nobody else clearly owns them?
Then move one of those decisions or responsibilities upstream.
Do not try to rebuild every system at once.
Start with one recurring source of firefighting and redesign the process so the problem is handled earlier.
If weak preconstruction, owner dependency, and reactive operations are making your business harder to run than it should be, 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 430: Nail the Handoff System: Build a Rock-Solid Preconstruction Checklist Your Team Actually Follows
Learn how to involve your team in designing a preconstruction handoff that solves recurring information gaps before those problems reach the field.
Episode 449: The Hidden Design Shift That Unlocks Growth, Profit, and Free Time in Your Construction Business
Explore why owner dependency is often a business-design problem and how clearer roles, structure, and accountability can create growth without increasing owner involvement.
Episode 454: How Cody Scaled His Custom Home Business to Increase Profit and Win Back His Life
Cody Reimer shares how stronger preconstruction, clearer roles, better handoffs, and intentional delegation helped create smoother projects and a company that depended less on him.
FAQ
Why does my construction business always feel reactive?
Reaction mode often develops when important decisions, responsibilities, and project information are handled only when they become urgent. Eric’s experience shows how stronger preconstruction and delegation can move work earlier.
What should a construction company handle during preconstruction?
The exact process depends on the company and project, but this episode emphasizes resolving important selections, decisions, project information, and expectations before they become urgent field problems.
Why should clients make selections earlier?
Earlier selections give the team more time to plan and reduce the number of decisions that must be chased after construction is already underway.
Will clients resist stricter deadlines and boundaries?
Eric found the opposite on his project. His clients appreciated having clear dates and parameters because they understood what decisions were expected and why they mattered.
How can I stop being the backstop for everything in my business?
Start by identifying complete responsibilities that another capable person can own. Eric removed himself from project management instead of continuing to carry pieces of the role.
What if I do not know who on my team can take over a responsibility?
Eric discovered that an employee working mainly as a superintendent was an outstanding project manager once given the opportunity. Look at strengths and outcomes instead of assuming current roles are permanent.
How do systems give a construction owner more freedom?
Systems move important knowledge and repeatable work out of the owner’s head and into defined processes and roles, allowing the business to operate with less constant owner involvement.
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
00:00
Hey, welcome to the construction leading edge podcast from construction leading edge.com. My name is Todd Dewalt. Let’s spell D-A-W-A-L-T. I’m your host. here at construction leading edge, all about helping construction business owners have more freedom, more impact and more wealth by systematizing your construction business. Think self-managing company, a business that runs without you. Here’s what you’re going to get from this interview with Eric Brownson.
00:28
Owner of Sweet Homes, a luxury home builder in Summit County, Colorado. He sat down with our Director of Customer Success, Leah Hostetter recently. And Eric talks about how he used to wake up in the morning and he felt three hours behind. He talks about when he realized that he needed to get out of reaction mode and what he did about it, how he thought he used to live on an island, not-
00:50
literally, but figuratively thought he lived on an island as a construction business owner and the light bulb moment that he had. What he used to think was normal about owning a construction business and how that has changed his experience going through our systematize your construction business program, which we refer to as S Y C B. And Eric also talks about what’s different now in his business and his life now that he has systematized his construction business. So.
01:19
Without further ado, let’s get to this conversation with Eric Brownson and our Director of Customer Success, Leah Hostetter. Enjoy. Quick break for something that might hit close to home. If you are a custom home builder, remodeler, or a commercial GC and your business basically lives in your head, this is for you. I was on a business evaluation call recently with a builder doing multimillion dollar custom homes and big renovations. On paper from the outside, everything looks great.
01:45
But in reality, he was working 60 to 70 hours a week. And when we looked at it, he admitted that he was spending about 75 % of his time in reactive mode, putting out fires on low rent activities. When we talked about his handoff from the office to the field, he graded it at like a C minus or a D plus. You see, they were starting jobs before the scope was nailed down. Subs weren’t clearly lined up. Material selections were half baked. And there was a lot of we’ll figure it out.
02:15
as we go classic just enough to start trap stuff. And that led to costly mistakes, delays. And there were a couple of near disasters on high profile projects that he absolutely could not afford to screw up. And then when we went through the evaluation, we found hundreds of thousands of dollars a year in hidden profits between the rework, giveaways, lost productivity, scheduled delays, and then the opportunity cost. And the common thread was a week
02:44
pre-construction and handoff process. There was a pre-construction deficiency. And that call is what I would like to invite you to today. It’s a free, about 45 minute business evaluation call with my team. We’ll walk through a simple diagnostic to grade your office to feel handoff. We’ll quantify the hidden profit that may be in your business. And then we’ll map out what a real operating system for your business would look like so it can run.
03:12
without everything going through you. Then if it looks like we can help, we’ll schedule a second call to go through the implementation program that fits your specific situation. If it’s not a fit, you’ll still walk away with clarity and a concrete plan. But here’s the deal, this is not for everybody. It’s for companies doing over a million dollars a year in revenue. And we only have capacity to take on a handful of clients each month. So if you want your business to look real different 12 months from now,
03:41
Now is the time to take action. To book your business evaluation call, you can click the link in the show notes or simply go to constructionleadingedge.com forward slash apply, A-P-P-L-Y, and book your business evaluation call. Eric Brownson, thank you so much for joining me today and sharing a bit with me about your SYCB experience. Before we dive in, would you share a little bit about yourself?
04:08
your business, maybe share where you’re located and the size of your business. I grew up in New York, went to college in Vermont, and moved out to Colorado shortly after leaving college in 1988. Started Sweet Homes in 1993. Well, technically maybe 1992, actually. I think we incorporated in 93 and developed Sweet Homes from a framing contracting business up into a general contracting business. By the late 90s, we were fully into the general contracting scene.
04:36
the business for many years bounced around from three to five guys, maybe doing two to $4 million a year. And then kind of we got through the big crunch. We’re based in Silverthorne, Colorado, Summit County, Breckenridge, Keystone, Vale, all the good ski areas are. By 2008, nine, we were chugging along pretty good, bouncing up more to four and $5 million a year when the economy crunched us back down.
05:07
That was a little painful, but we stayed with it. We stuck through it and came out the other side bigger and stronger and better. And the company has been growing ever since really. And we’ve been, you know, probably in the seven, six, $7 million a year range the last few years. And we’re projected to exceed 10 million here in the, next couple of years. So. Wow. That’s fantastic. Quite a growth. Yeah. amazing. And obviously in those areas, you’re building high-end luxury homes.
05:34
Yes, high-end luxury homes, mostly second and third or fourth homes on occasion. But we do build occasionally for people that are moving here full-time and the crews really love getting involved in those projects, even though they’re smaller, generally smaller and less expensive homes. It’s super fun to build, you know, for local people that you’re going to see every day and they’re on the ski hill or at the grocery store. That’s pretty cool too. Awesome. Well, very cool. Thank you for sharing that.
05:58
Now you recently wrapped up the SYCB program and so we’re going to dive in a little bit to your experience there. But before we do, let’s backtrack a little bit. Back three or four months ago before you started this program and maybe even before that. Tell me some of the problems that you were having that led you to find and join this program. know, it was just an ongoing battle of putting out fires every day. you know, you’d wake up in the morning and I always tell my wife I’d
06:27
wake up most mornings feeling like I’m three hours behind, you know, before I get out of bed. And, and, you know, there’s only so long you can really tolerate that, that lifestyle. It’s just, it’s stressful. It can be unpleasant. Um, but it’s how we ran the business forever. You know, I was sort of the backstop. We took as much work as we thought we could do. Everything was sort of done off the cuff, you know, reaction. was all reactionary. Everything we did was reactionary. And ultimately, uh,
06:57
you know, the realization came and it came probably a couple, three years ago that I needed to be out of the reactionary business and really get into being proactive or pre-active and, and find a way. I just couldn’t, mean, I knew a lot of the things that had to happen. I didn’t know how to make them happen. And I didn’t have the time or the energy or the, or the really brain power to figure out how to put it all together. And that’s when I then discovered Todd DeWalt through my use of co-construct and started watching some of the podcasts and.
07:27
The most amazing thing was, you know, here I am thinking I live in an island and exist in this, in this world all by myself. I’m the only person that has all of these problems and that runs a business like this. it, you know, and then you start listening to the podcast and you’re like, wait a minute, everybody’s the same as me. This is not uncommon. This is the rule. That was just a gigantic moment for me, a huge light bulb that went off over my head when I realized.
07:55
lots and lots and lots of people around the world are trying to do what I’m doing and having the same issues, problems of just not being able to be in front of the process. That immediately led me to the SYCD program. Oh, I’m so glad that you’ve made your way here. One of the things that you mentioned that I think probably a lot of people would resonate with is that feeling of waking up and already feeling like you’re behind. And then, you know, probably almost immediately your phone starts ringing and you’re already putting out fires.
08:25
That’s frustrating and exhausting. Can you tell me a little bit more about how that affected you, maybe even in your personal life, let alone in your business and professional life? It was hard. I raised my kids through that whole phase. My wife is amazing and had an incredible career as a research scientist. But her job and her life was very structured and ordered. And she knew what she was doing from eight in the morning till four in the afternoon, every day.
08:54
So it was really unusual and hard for her to kind of grasp, you know, this, this crazy hair on fire existence that I, that I lived in. And she kept telling me like, dude, there’s gotta be a better way. Come on. The 20 years that I ran Sweet Homes during the raising my kids, it was a lot to manage, but everybody experiences that. Right. The effect was, I just thought it was normal. Right. I was busy. I was trying to be a successful contractor.
09:23
I didn’t have enough time to do the things that I really wanted to do or as much time as I wanted. But I also made time, you know, as a self-employed person, I understood that, yeah, you know what, I can say I’m going to my kid’s soccer game at three o’clock this afternoon and see you later. And the business is going to suffer from that. So I didn’t, I didn’t suffer from the issue of, you know, not being able to walk away from my business when I needed to. I just didn’t do it enough.
09:49
Yeah, because they probably always felt like there was the consequence of you taking that time away. Right. And then there’s the weird stuff in your head, like, what are the guys going to think if I take off early? know, ultimately the guys that have been with me for a long time, what they think is, man, the boss works too much. A lot of relaxation. When you’re in the middle of it, you think, I have to set this example of overworking and overproducing. And it was a long time ago I realized that. And I really tried, I made a point of not setting that example.
10:19
I am the child of a workaholic father who was never home and I understand the negative implications of that. Hey, Todd here. Let me know if this sounds familiar. Your phone never stops ringing every subcontractor question, every supplier issue, every schedule change, every customer request lands on your desk. Instead of leading your business, you’re spending all day managing the details and putting out fires. Sound familiar?
10:44
And you probably want your business to grow, right? But when you’re already stretched thin, the gaps in your business start to grow too. And that’s when things start to fall apart. Here at the Construction Leading Hedge podcast, we talk a lot about building a business that runs without you. But we understand that can be hard to take the step and actually start, especially when you already have a million other things pulling at your attention. Our friends at Belay make it easy. They pair you with a U.S.
11:13
based assistant who takes over the operational tasks that prevent you from leading your business. And they do the vetting, the onboarding and the matching for you. All you got to do is schedule a free call, tell them what you need and they’ll find the right assistant for your team, budget and workflow in as little as a week. So you can start building a hands-off business right away. One of the simplest ways to start getting your time back. So text the word EDGE,
11:42
EDGE to 55123 or visit the link in the show notes to learn more about Belay and connect with them. Reclaim your time for what matters most. Text the word EDGE to 55123 or click the link in the show notes or the description to take the first step. other thing that you said that I thought was very interesting too, which is not uncommon, is you feel like you’re often on an island, right? As a construction business owner. First of all, you’re an entrepreneur.
12:11
which many people in your world probably aren’t. And so there’s that lack of like understanding between you and other folks that you know. And then you’re a construction business owner, which is kind of like its own thing too. And many times our clients do feel like that. think they’re the only ones who are dealing with this and you’re not alone in it. And yet it doesn’t need to be that way. Right. And so now let’s fast forward a little bit to you being in the SYCB program and
12:35
starting to have these light bulb moments. guys, Todd here. If you own a custom home building or remodeling business, let me ask you a few questions. First, how often do you wake up in the middle of the night thinking about project details, financial issues, or something else about your business and you can’t go back to sleep? Are you spending more than 10 hours a week working in the business, wearing multiple hats, putting out fires, and you feel like you can’t work on your business as much as you want?
13:03
Number three, do you have enough documented systems and processes or is it all in your head? Number four, how good is your handoff of projects from the office to the field? Are you getting hammered by the just enough to start trap doing just enough to start? then lastly, do you feel stuck? Do you feel like you need to grow, but you’re scared to, and you don’t know how to do it? Maybe it feels like.
13:31
You need to hire, but you’re afraid to make a mistake and you’re worried you can’t afford to hire somebody. Well, if any of that resonates with you, you’re not alone. And if you want to make your business a source of more freedom and a source of less stress to systematize your construction business. And our team here at Construction Leading Edge has helped over 300 builders and remodelers systematize their business. And we can help you too. The first step.
13:59
is to schedule a call with my team by going to constructionleadingedge.com forward slash apply. That’s constructionleadingedge.com forward slash apply or you can send a text to this number 877-755-2410 with the word apply. That’s 877-755-2410. Just text the word apply and we’ll get back to you.
14:29
Now let’s get back to our upset. Take me to the moment when you realized that what you were learning was going to work and it was going to help. The entire discussion around pre-construction. And I think that the literal, the sentence that triggered the giant light bulb in my head was when Todd said, you know, any, and this might’ve been from a podcast, maybe not directly in the program, but that any really good construction company is nothing more than a really good pre-construction company. And that was.
14:58
absolutely a game changer for me because we have been what I thought was a very good construction company and we had the absence of pre-… Not only did we have a bad pre-construction process, we had the absolute absence of a pre-construction process. That is in hindsight, even four months ago, I’m like, my God, what was I thinking? That’s crazy. So now I have really adopted and admittedly not all the way there yet, maybe halfway there, but that mentality that
15:27
If I can do an incredibly good job in the pre-construction process, not that the rest is easy, but the rest will be so much easier than the way it was before. Yes. And going back to that firefighting that you mentioned and feeling like you’re constantly behind, having a lot of these things in place in the pre-construction alleviates so much of that. I mean, I know you’re probably already seeing some results of shifting your mindset and doing things a little bit differently. Would you agree with that?
15:55
Absolutely. Yeah, no, we have a project that was, I think I was in negotiations with a client when we started the SYCD program, locked that contract down and got it set up probably in week six or seven of the SYCD program. And then I’m like, well, this is going to be my first sort of trial run. And we weren’t fully, and we still aren’t fully set up in the pre-construction way I want it to be, but the results already from just
16:23
taking a different approach are huge. I have a client now who’s freaking out that she hasn’t selected her wood floors and her cabinets yet. And normally we wouldn’t have worried about that for six more months. But having that client motivated and having her understand how important it is to have these selections done on the front side is incredible. you know, it’s, they, the clients were so appreciative of me giving them those dates rather than what I used to do, which was, don’t worry about that.
16:52
We’ll worry about interior doors later. That’s silly. Yeah. They actually want parameters and boundaries, right? Absolutely. think them feel more secure as well in this process. And you’re seeing that for sure. Well, you may have already answered this, but I’m going to ask the question, what was the most impactful or beneficial thing that you learned in the program? The importance of a solid pre-construction process, unequivocally. That is gigantic. mean, everything else was amazing.
17:21
but that was the, and not just the understanding that it’s important, but a pathway to create a system to get there. No question. in a year from now, we’re gonna have another conversation. And when I can really tell you exactly how it’s set up and chugging along, I expect big, big results. Yeah, well, you’re already seeing great results and I can’t wait to hear the bigger results as you continue. So part of this process is inviting your team.
17:49
to be involved in creating it. And I know you have a pretty solid team and I’m curious how this has impacted them now that you’ve invited them in and you guys have been on this trajectory of creating these solid processes. Different reactions from different parts of the team. know, some of the team is like, oh great, you’re doing a new thing that’s gonna make my job easier. Call me when it’s done. There was a couple of guys that then that didn’t say that, but that was sort of the feedback I was getting. And then a couple of the guys are really excited about digging in and understanding this pre-construction process.
18:18
And we’re about to have, although we’ve technically started a job without the handoff meeting, we are now getting ready. You know, I think the excavator has been on site for a couple of days. So we’re about a week and a half behind, but we’re going to do our first actual pre-construction handoff meeting, nail the handoff meeting in the next week or so. And I think that will be very impactful for the guys. And I may invite more than just the superintendent and project manager for that job. I may bring a few of the other guys in.
18:47
and just say, this is what it’s gonna look like when we do it on your next job. I think that sounds great. I’m excited to hear, continue to hear of everything and how that goes for you. Well, now I wanna come back to you. Tell me how things are different for you now. How has life different? know, being able to see the light at the end of the tunnel is huge. You know, I’m not at the end yet, but I being able to understand that there is a tunnel that I’m gonna get through rather than just an ongoing infinite tunnel until I decide to quit my job.
19:17
That’s probably the best thing about it. And I’ve handed off a number of duties already, you know, like a lot of guys in my position, right? was project managing, I was doing the financials, I was doing all the pre-construction. I was really doing a little bit of everything. And the minute I hand, and this was like, I think week two or three of the program, I handed off all construction management, project management work. I’m like, I’m done. can’t, I’m a, and one, I’m not a very good project manager as it turns out, but I finally just
19:46
completely handed that piece off. So one of my hats went away and that was absolutely life-changing. Because now all of a sudden that’s, and the guy that I handed it to embraced it and is absolutely crushing it because he is an outstanding project manager, which I did not know he was working for me more as a superintendent. And now he’s just absolutely killing it on the management end, which is fabulous. That’s awesome. That’s the beauty of delegation and understanding.
20:16
Yeah. need in which seats and who’s the best suited. Where the strengths lie. That’s fantastic. And then honestly, you know, being able to take that time that I was spending there is now focused on training my new employee who’s, you know, just out of a local CSU has a great construction management program. He graduated in May and he came to work for me in June and having the time now to spend with him and train him up is awesome. Yes.
20:40
Very cool. How about your mornings? Are you still feeling like you’re behind when you first No, no, I wake up and go down to my home gym and work out for 45 minutes now instead of stressing out over my third cup of coffee. So you get to have your mornings back too. Yes. In a positive way. It is a much healthier lifestyle. Well, I’m sure your wife and your children are appreciative of these changes as well. Yes. Well, my kids aren’t at home anymore, so they call in to find out what’s going on. But yeah.
21:10
All good. Very good. Well, Eric, thank you so much. was a pleasure and honor to get to coach you through this program and to continue to see all of these aha light bulb moments. And then really you’re diving in and implementing the things that you learned right away. So thank you for sharing your story and thank you for your time today. Hey, before you hit stop and skip on to the next episode, let me ask you something. If you’re building custom homes or big renovations and you’re starting jobs before scope, subs and selections are completely dialed in,
21:40
How long can you keep scaling like that before something cracks? That’s exactly what we’ll unpack on your free business evaluation call. In about 45 minutes, my team will help you do a few things. Grade your current handoff from office to field. Put some real numbers to the hidden profit bleeds that could be in your business. There could be hidden profits in your business. Sketch out what a repeatable operating system would look like in your business from sales to pre-construction through completion.
22:10
And if it looks like we can help, we’ll book a follow-up call to talk about the right implementation program for you. If it’s not, you’ll still leave with clarity and next steps. We will leave you better than we found you. So to book your call and be sure that you qualify for that call, go to constructionleadingedge.com forward slash apply, A-P-P-L-Y, or click the show notes. There’s a link in the show notes and book your business evaluation call.
