Times are changing, and client expectations are evolving. The rebound after the recession a decade ago, combined with the expansion of internet commerce and easy mobile web browsing, has fundamentally altered traditional business models. As I review the last couple of decades, we’ve definitely seen a progression in our own firm. Where we were once hired to build single, simple “things”—like a deck—now we are often asked to build multilevel decks with a roof, a patio, lighting, conditioned space, a fire feature, and often major yard reconstruction.
The increased complexity brings with it the necessity for more material suppliers, subcontractors, detailed building plans, and multiple inspectors and inspections. We need to be able to communicate effectively and efficiently with all of them. At the same time, we need to be able to interact with educated and involved clients, many of whom have construction time-frame expectations built on years of watching HGTV episodes.
Even if you could try to keep it simple and shy away from the “million dollar” backyards, logistical complications will follow you into the simpler projects as well. The environment we all work in has changed so drastically that even single-service providers must become proficient at these new skill sets.
Fortunately, the tools and techniques to mitigate problems, manage expectations, and deliver consistent results have been in use by larger full-service remodeling companies for years and, with some refinements, can be adapted to work well for us as deck builders. Let’s look at a few of these tools and their application: the people, the paperwork, the conversations, contingencies, and completion.
Invest in the Right Personnel
Skilled craftspeople are obviously key to the success of a construction company, but the supporting cast is just as important in meeting the demands of a modern business. In a smaller company, a single individual might hold several job titles, but as a company grows, these positions will eventually need the full-time focus of a dedicated person.
Front office and initial client communication. The first point of contact with a prospect ideally gleans as much information as possible about the project and the client expectations and sets the stage for how the relationship will continue moving forward. Though this task can be outsourced, it’s difficult to find a third-party provider who can communicate the culture of your firm over the phone as well as someone who lives and breathes it every day.
Production management. This role, though often overlooked and passed off to lead carpenters/project managers, is the “network hub” of all upcoming projects, all ongoing projects, and any past projects that may be up for warranty work. This individual looks at the backlog to optimize the schedule and make sure resources are lined up and ready at just the right time. The focus is on overall production, not just a single project.
Project management/lead carpenter. The title and nuance of the job description will vary with each firm, but the basics generally include interacting daily with the clients and ensuring that project details are completed on time and on budget, with expectations met. On-the-fly adjustments and quick communication without creating panic are important, as well as knowing when to let someone else do a specific task.
Punch-out person. Maybe this is a handyman, or perhaps a “director of complete client satisfaction.” Either way, this person ensures one last time that the jobsite is clean and that any special requests have been addressed, prospective future projects have been noted, and, of course, outstanding payments have been collected.
With a good team, you can cross-train and make sure that these responsibilities are covered even in times of growth or attrition. As an added benefit, members of a great team will keep each other accountable and encouraged.
Managing Paperwork
The “paperwork” doesn’t have to actually be paper; I think of it as the tools and process that a company uses to track job progress and make sure nothing is overlooked.
Lead/prospect tracking. Whether you use a complex and customized commercial program or a simple spreadsheet, it’s imperative to know when someone contacted you, what they contacted you about initially, and why they reached out to you specifically, along with any notes. If you don’t know what forms of advertising are generating the best leads, you’re flying blind. Use this tool to also gather insights that can be passed along to the rest of the team, to exceed expectations at every interaction.
This information should be shared between your front office and design/sales staff, with any pertinent notes gleaned and passed along to the production teams.
Project backlog report. Let’s assume that the project is designed, estimated, and proposed accurately (that is a detailed discussion of its own). To determine how much work we can accomplish in each upcoming month and quarter, we need to know what types of projects pair well together and we need to have historical data to measure expectations against. Done well, this report lets you optimize your schedule for greatest productivity without burning out your team, while giving advance notice if you’re starting to slip, or if there might be an opening coming up that could be filled.
This information should be shared among your production teams (management and subcontractors specifically), your design/sales team so they don’t over-promise anything, and your company ownership, who will need to know if things are slipping or if there is room to grow in a specific area.
Jobsite project notes. This often takes the form of a stripped-down proposal, without pricing but including any design images as well as notes on existing site conditions, client “special requests” that may have been captured earlier, and any permitting information (including the required inspection schedule).
This information should be readily accessible on site and copies shared with any project leads and primary subcontractors. If it’s updated, make sure the updates get out, and the old copies are eliminated. For example, if the clients buried a beloved pet where a deck footing might go, this is where it should be noted.
Completion report. This can take many forms, depending on your staff and the level of trust. It could be the entire client folder, or a few selected documents, or just a summary sheet with notes. It’s what your punch-list crew will carefully review to make sure that everything has been addressed, all inspections have been passed, payments have been received, and any possible future projects or sales notes have been passed back to the design team and front office for follow-up when appropriate.
The on-site team, the designer, and the production manager should review this information for accuracy. We also utilize GuildQuality to perform client satisfaction surveys; if anything was overlooked, we schedule an additional visit to address it. We also use feedback from the surveys to improve how we handle this final stage.
Conversations and Communication
When we think of conversations, often we focus on how we communicate with the clients. It’s also important to view those conversations all together as a story line, not isolated chatter. There must be clarity and continuity in what is presented, from the initial prospective phone call all the way to the final cleaning. If you answer the phone and say you also remodel bathrooms, you had better not have an employee along the way saying that you’re terrible working inside a client’s house! More than simply making sure you “keep your story straight,” it’s about making sure everyone on the team understands the company’s vision, values, and priorities.
Team members also need to be on the same page when discussing project-specific concerns with the client. For example, if you no longer use “X” brand of decking or pavers because of something specific, make sure everyone knows the reason, so that there is alignment and clarity.
Conversations should also naturally encompass the hand-off of each piece of reporting referenced above, including any updates to those notes. If something changes, make sure to communicate with everyone who might be impacted.
Expect the Unexpected
Deck builders are problem solvers by nature. Where others see gaping holes and inaccessibility and impossible budgets, we see solutions, opportunities, and perfect entertaining spaces. But we’re also idealists at times—having trained ourselves to look for the potential, we risk overlooking the pitfalls. On a large project especially, it’s important to build in a margin of error for uncertainties.
We don’t have to know which uncertainty, but it’s rare to complete a project without a rain day, or a supplier delivering a damaged board, or a mistake about a client’s new color selection, or even a miscut railing. Something is going to go wrong, so plan for “something,” and when it inevitably happens, you will be better prepared to address it.
For us, this takes shape in how we book appointments (with a few gaps in the schedule in case meeting times change), how we plan projects (with extra helpers or some additional time allocated), and how we budget (both for our client projects, as well as in our corporate long-term planning). With townships and permit approvals, it’s best to have plans submitted a month early, rather than the week prior to project commencement. With subcontractors, always have a back-up contractor or a company “pinch hitter” should you need to bridge the gap while your subcontractor is running behind.
Completing the Project
The completion is where it all comes together. Full disclosure: This is currently our firm’s greatest challenge. These comments are painful and come learned (and re-learned) at great expense. What we’ve learned is that the completion efforts done by your punch-list team require steady, methodical people who are detail-oriented, and focused. Not “big picture” people, but “list people.” Here are some of our takeaways:
- When a project is finishing up (not two weeks later), be sure to ask your subcontractors for feedback on what project notes were vague or what site layout items could have been improved upon; if you wait too long to ask, they will forget.
- While giving the deck or patio a courtesy wash after completion, point out the need to schedule an annual cleaning. It’s also the perfect time to view the backyard with a new perspective from the new deck and perhaps discuss the idea of a future shed or fire pit with the client.
- Completion also touches on nagging warranty work. Sure, it may not be your fault that the neighborhood squirrels left their vegan diet to dine on your clients’ low-voltage wires. And while by contract you could bill your clients, sometimes promptly replacing the nibbled light fixtures is a small expense now that can deliver huge referrals later. You need to be prompt and proactive, and not reactive or antagonistic.
One last note: Completion work spans beyond the specifics of the project, or even the potential for future work. Think of it this way: Your clients have just completed what was for them a big investment, and it can be an emotionally sensitive time as they evaluate the perceived value they received and work through expectations against the completed realities. Sometimes having a friendly, approachable listening ear can help reassure your clients that yes, this was a big investment, but it really was worth it. Thank-you cards, small welcome gifts, and the like work well to add that “little extra” to the experience. And at the end of the day, it’s often that final “feel-good” experience that will make your firm memorable enough to mention for years to come.
