Roles

Steve owns SJP Contractors, a mid-size general contractor specializing in commercial projects. Over the last several years, his company has grown to over $16 million in annual sales, with an average project size of $500,000 to $1,500,000, employing 45 off

Is your construction business growing and giving you the results you wanted when you first started your entrepreneurial journey? Or are you stuck in the muck and can’t seem to get moving? As small companies begin to grow, they get bogged down, hit challen

To be successful in the construction business, you must achieve the field results you want to achieve. Therefore, what systems and standards do you have, maintain, train, and enforce which will almost certainly guarantee you will finish your jobs on time,

I bet scheduling crews and dealing with people drives you crazy and keeps you up at night. When I speak at conventions, I often ask construction business owners and managers to tell me what their perfect business would be like. The common answer is a comp

Being a contractor is hard as there are lots of moving parts out of your control. On every job there are over 5,762 chances to make a mistake, miss a schedule, or tick off customers. Things aren’t perfect including plans, specifications, field conditions,

Over the last twenty-five years, our construction company has built over 500 projects and hired at least 10,000 subcontractors. As I think back, I don’t recall receiving a thank-you note from a subcontractor EVER, for any reason. It seems like the art of

MASONRY Columnist George Hedley goes over job efficiency.

MASONRY Columnist George Hedley provides insight into the business-building tips and tricks.

MASONRY Columnist George Hedley discusses profitable targets for a successful business.

George Hedley gives us crucial information on effectively coaching a winning team.

MASONRY columnist George Hedley provides essential business management information on the bottom line and profit.

MASONRY Columnist George Hedley gives us the blueprint for a successful business.

Making all the important decisions yourself and doing tasks you should delegate holds your company back from growing and making profits you are capable of achieving.

If I asked each of your construction project managers, field superintendents and crew foremen exactly what they were accountable and responsible for, would they know?

If you were asked by a good friend to pour money down the drain, would you do it to make them happy and avoid conflict? No!

When you don’t fill positions with people who have the talent, potential or experience to accept full responsibility, your company won’t get to the next level.