Making a Contractor Less Risky

It is often hard for the owners of contracting businesses to think of themselves as separate from those that are managing the daily operations.

D. Brown Management Profile Picture
D. Brown Management
March 24, 2018 1 minute read
Share

Making this shift in mindset along with putting the right controls and talent development systems in place will unlock a lot of value in the business while decreasing risk.

Leadership Tools: Lower Risk and Increase Value. The Right Basic Control and The Right Management Team.

There are two major things that will control risk and variability for the ownership:

  1. Develop the right levels of controls that provide reasonable capital protection for the ownership while allowing the management team the flexibility necessary to operate the business.  
  2. Develop and retain the right talent on the core management team to deal with all of the inevitable problems that will arise.

Ensure that your business grows smoothly through the next cycle of growth.

Contact us to learn more about our approach to preparing contractors for sustainable growth and succession

Process Improvement and Cycle Times
When contractors grow inefficient processes usually get substantially more inefficient dramatically changing the Return on Investment (ROI) model. Saving a few minutes over 1,000 cycles per month means $60K+ potential savings over a couple years.
Related Article
Winston Churchill - Success, Failure and Enthusiasm
When there are no clear answers, it is critical to experiment, learn, and rapidly scale up those things that work. "Success consists of going from failure to failure without loss of enthusiasm." - Winston Churchill
Related Article
Succession - There is No One Best Way
As systems become more complex (or V.U.C.A.), such as operating a company or succession planning, there is not a single “One Best Way” that will work in all situations.
Related Article