Several years ago, Mike Bruno’s company employed nearly 30 individuals. The company did much of its work with its own employees, relying on just a few subs. Now, Stone Creek is a subcontractor-heavy business and employs only a handful of people.

Though drastic, Bruno says, the transformation has allowed his company to focus more on the business itself instead of simply generating revenue. “[The new business model] lets us take a few steps back and focus on getting the right client and refining our process to produce a better experience and position ourselves for stronger growth,” Bruno says. He adds that the restructuring has made his business more profitable and more controlled.

Bruno recently hired a project manager and plans to add other positions in the coming months. He is working with a business coach who is helping him find, attract, and retain good employees.

The company aims to redefine what its unchanging principles are, what kind of employees it should have, and “how to be a different culture,” he says. The new structure also is good, Bruno adds, because it allows his company to be more selective in who it hires.

“It’s a good position to be in,” he says, “It’s more exciting, more optimistic, and better than being worried about finding guys to do work and finding jobs to generate revenue.”