Richard Steven, president of Fulcra Consulting, specializes in helping
remodeling companies create and implement effective management plans.
Management, metrics, financials
A signed contract sits on a remodeling company ownerís desk. Several jobs come in at once and there arenít enough carpenters. Sales promises a client a start date that canít be met. Materials havenít arrived. Any of these events can create a bottleneck, restricting the workflow or decision-making process.
A full-service remodeling firm with annual sales of $3 million likely has a sales and office staff of six, including the production manager. Six people working 40 hours per week for 49 weeks per year (allowing 3 weeks for vacation/holidays) is a total of 11,760 hours.