Our PRIME advisory panel includes some of the remodeling industry’s leading professionals. This month we asked, “What have you learned about your business the last 12 months? What would you change?”
Hands-on coaching for growth
I’ve learned nothing can substitute for hands-on coaching and nurturing. Giving people room to grow and succeed is a key element in management; but the hands-on coaching, nurturing, and advocating for your company culture is vital as well.
Sal Ferro, President/CEO
Alure Home Improvements, Plainview, NY
Improve training of employees
I have learned we need to do a better job of training our new employees for our branch offices. We’ve had some bad experiences with new hires not understanding their job responsibilities, appropriate customer service, and our company culture. New employees now spend at least a month in our corporate offices. The appropriate individuals help the new hires to understand all the aspects of their position and the effect of their decisions on other departments and the bottom line of the company.
Rob Levin, President
Statewide Remodeling, Dallas, TX
Reputation does not carry business
Since moving to our new facility, we’ve learned over the course of the last 12 months that we made some bad assumptions about how our ideal client chooses to buy remodeling. After being in our prior location for 26 years, we thought that as an established company, and our reputation would carry on as always and continue to bring us business. That wasn’t the case. In our current location, architects drive the business. We have had to go to extraordinary efforts to educate people that there is a better way. Now we feel like a 28-year-old company that is a 2-year-old new company and starting to earn local recognition.
Bill Simone, President
Custom Design & Construction, El Segundo, CA
Plan work then work the plan
Too many initiatives introduced at one time dilutes team focus. I have learned to choose no more than three initiatives or new ideas each year for our investment, support, and focus. We have so much talent and commitment with our exceptional staff that it is easy to take on too much. Real talent likes a challenge but it is the champion and leader’s responsibility to fully invest the resources into the three objectives most relevant to the business plan. Plan the work and work the plan.
Scott Mosby, President
Mosby Building Arts, St. Louis, MO
Marketing the company better
The last 12 months have been a journey back to normalcy. Although the recession changed the industry a bit, there is more that is just the same. We are better marketers now—no way would I change that. Our overhead is better under control. I wouldn’t change that, but my experience is that it is easy to “fatten up” as a recovery accelerates. We need to always be vigilant. Our clients want us to pay attention to energy efficiency like never before. Serving that need is now part of our DNA and I would not want to change that either.
Tom Kelly, President
Neil Kelly Inc., Portland, OR
The Professional Remodeler PRIME Advisory Panel brings together the best-of-the-best minds in the remodeling industry. This premier council of industry leaders sets the trends in today’s economy for tomorrow’s success.
2014 PRIME ADVISORY PANEL MEMBERS: Bill Baldwin, Hartman Baldwin Design/Build; Jay Cipriani, Cipriani Remodeling Solutions; Nick Cogliani, NEWPRO; Chris Edelen, Consultant; Sal Ferro, Alure Home Improvements; Tom Kelly, Neil Kelly; Joy Kilgore, EBA PRIME; Rob Levin, Statewide Remodeling; Emily Lindus, Lindus Construction; Gary Marrokal, Marrokal Design & Remodeling; Scott Mosby, Mosby Building Arts; Bill Simone, Custom Design & Construction; and Joe Smith, LeafGuard of Central Iowa.
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Joy Kilgore is president of Executive Business Approach LLC, PRIME and PRIME Alliance Summit. For more information, visit executivebusinessapproach.com.
"What have you learned about your business the last 12 months? What would you change?"