Become a
profitable contractor

Most SME business owners go from "worker" to "owner", missing out the formal learning at supervisory, middle & senior manager levels. I was very fortunate in my career to work for a business which had a very structured approach for promoting staff from a worker role to become a business person. I started my career as a setting out engineer. I learnt that accuracy and attention to detail was paramount. Millimeters can make the difference. I progressed to supervising others, and then managing a project.

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The "First-time-manager" followed by "middle-manager" courses helped me understand how to manage others in the project environment and how to manage the supply chain on site. The next challenge was to manage multiple projects run by others. This step took me to the "Senior manager" level and participation on the "senior manager" course, but I was still operating in the project environment.

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The next step was a move away from managing projects to managing a profit centre in the business. I had made it to director level. The responsibilities changed, finding new work to keep the project teams going, dealing with staff and commercial issues became the day to day norm. In addition, reporting the figures & KPI's from the projects was necessary. The "First time directors" course, and an MBA, armed me with the tools I needed to manage a business unit.

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Finally, before leaving a large business I was given the responsibility of having two other profit centre managers report to me, and I became a more senior director and did the "Executive Leadership" course. ​

Since 2015 I have supported many contractors with their business needs. I have  been appointed as a NED for a property investment company and also do the client's PM role for them with any projects they have.

For a business owner of a contracting business who has decided to start managing their business in the same way as an experienced business person would, where should they start?

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As they are already operating at a business level, the primary concern should be to ensure that there is a pipeline of profitable work and that it is being secured at the highest price possible. Without profitable work coming in the business will fail. Secondary to this is to sort out any performance issues and ensure that all works which are carried out are done so cost effectively, and be paid for fully and on time.

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Regardless of where you are on your growth journey, start by analysing what profit your current projects are making and deciding what sort of projects should be secured in the future. The aim is to then to win the tenders as the highest price you can. As an experienced business person I have developed a method for winning tendered construction projects at the maximum profit possible. The method is not difficult to follow, it simply needs to be applied with consistency and accuracy to be successful. As projects are tendered and won at the maximum profit, improving how the business is managed can be tackled separately. But don't take my word for it about how my mentoring can help you. Take a look what our clients have said and take our quiz below to get your report to find out where to start getting control of your growing business.The priority is to stop profits leaking away and maximise profits consistently. The first step is to secure work at the highest price the market will bear. The second step is to sort out any performance issues and ensure that all works which have been carried out are paid for, fully and on time.
Regardless of what stage you are at, the program will address the most burning issue you have first, then bring the other aspects into line so your business runs smoothly and can scale up.

Start your transformation now. Use the free AI Profit Leak Detection Tool to identify where the biggest leaks are, or do nothing and continue to leak profits until you go bust.