Brian Horner here, one of the founders of Kingdom & Co.

 

Today we’re gonna have a little bit of discussion, story time, about just certain things that we can learn in the remodel phase of construction.

 

So Brian, I know you’ve been doing this for quite a while and you’ve been so good at what you do.

 

You’re a guy who pays attention to detail, you’re tough, you get jobs done quickly, your quality is superior.

 

And so if you were to talk to some of our potential clients or just people that we know in general, what are some of the things that you would just talk to them about, about what to avoid, what not to do, things to be aware of.

 

What would you, what kind of advice would you give to the world?

 

Oh, I think first is it’s a process, don’t rush it.

 

There is phases that you actually wanna do your due diligence in, especially the design phase.

 

And I feel like a lot of people really skip over that and that’s why it’s so crucial to hire a design build that does it all in-house, I feel like, because they can keep you in line to where we get to construction, everything’s accounted for, and it’s a smooth process.

 

Well, there’s a specific job that you finished recently, it was a giant remodel, I think it was like a $1.5 million remodel, and this particular client was amazing, but their experience was more challenging than it should have been because they decided to use their own architect, their own designer, and you just, you were so frustrated for them because there wasn’t enough detail in there to get the bids exactly accurate, to get everything, so there was a lot of change orders, that was one of the things you warned them about.

 

Yeah.

 

Can you kind of explain to us that process of what you, knowing them now, you even told me, you said, if they could go back, what did they tell you?

 

Yeah, they straight up said, if we can go back, we would just hire you for everything.

 

Amazing clients, there was frustration, though, because the designer would miss a lot of things, a lot of call-outs, so sometimes we’d have to take some steps back to move forward, and unfortunately, in the beginning of the process, I told them, you know, because this is outside, if things aren’t, you know, we don’t capture them in the plans that are missed, there’s going to be change orders, and unfortunately, we wrote, you know, over 100, 150K in change orders on that job.

 

And we don’t like that.

 

No, I hate them, it’s bad customer experience, it slows down my project, now I have to jump through hoops to readjust the schedule, it’s just a pain for everyone.

 

And change orders are inevitable, we know they’re going to happen in the project, but as Kingdom, one thing that we really pride ourselves on, and one of our key values, is we really want to be honest with our clients, and so, for us, we don’t want to change order.

 

A lot of our competition, that’s how they make their living, they make their living on doing a low bid.

 

I can’t tell you how many jobs we’ve lost, especially in the commercial space, because we’re too transparent, and we don’t, we give them what it’s going to cost, and they’ll hire somebody else that’s lower, significantly lower, I’ll talk to them at the end of the project, and they’re like, man, we spent over 100,000 more than what your bid was due to all the change orders.

 

And it’s frustrating that that’s the game that’s being played, I don’t think it’s fair for the people like us doing the work in the industry, especially not fair for the customer.

 

Because if you’re a customer, one of the things that I’m scared of, if I’m getting ready to remodel my house and spending a lot of money, first, I want the design to be amazing, because I want to get what I pay for, but second of all, I just want transparency on pricing, but a lot of our clients are like, hey, well, how much will this cost?

 

And it’s like, well, we can’t really tell you until we have all the details.

 

Because once you have all the details, then you can get the bid accurate, and once that bid’s accurate, then it makes sense.

 

But a lot of the people that we compete against in this industry, it’s very vague.

 

The designs look beautiful, but there’s no dimensions, there’s no call-out.

 

So people will get handcuffed, they’ll select a contractor or a designer, whoever it may be, and they’re in the middle of the project, six months in, they’re going, this is a disaster, we are so far over budget, and that’s because the details from the very beginning were not accurate.

 

Yeah, so I think that’s a really good advice from you, is really slowing down to speed up in the beginning process and really focusing on making sure that the details are there so there’s accurate estimates and accurate information.

 

100%.

 

So if you were going to remodel a house, let’s pretend you’re remodeling your house, like what would be, if you were to research different companies, what would be some of the things you would look for in a company?

 

I would first check with the Nevada State Contractors Board website, see if there’s any open claims or if there’s been any.

 

I’d also check out their standing with Better Business Bureau.

 

Right.

 

Make sure they’re at least an A, A plus standing.

 

Also, check their bid limits.

 

It’s not hard to find where the contractor’s done work in this town.

 

Call the client, see, did you have a good experience?

 

You know, were you happy?

 

There’s ways to do your due diligence to make sure you are hiring someone that’s going to look out for your best interests.

 

Because unfortunately, there are a lot of companies in this town that, you know, on paper, yeah, we can do this, no problem.

 

You get into it and they don’t know what the heck they’re doing.

 

Sometimes we’ll go about and like some of our clients will say, hey, I want to go do, we call them field trips.

 

And so we’ll go to different job sites.

 

We’ll go to one that’s currently ongoing.

 

And we love going there because we can show them how clean our job sites look, how organized they are, kind of like our attention to detail there.

 

And then we go show them a home that’s finalized and they can see the detail and the attention of detail there and the quality there.

 

And I love bringing our clients to these houses to show them who we really are.

 

Yeah, it’s a game changer.

 

I’ll tell you, like bringing clients in, not only to our showroom, but our projects, it’s really hard not to land that job when we do that.

 

Because people, when they’re spending a lot of money, they want to have that confidence that we can actually do the job.

 

Yeah, they want to be able to look at transitions and joints and make sure that, man, those are perfect.

 

They’re square, not a bunch of cock and spackle over them.

 

Everything’s crisp.

 

Lines are crisp.

 

Finishes look great.

 

Those are the little details, like outlets in the right spot and just those things that set good builders apart from mediocre builders.

 

And one of the things that I noticed that you do on your job site, so when you’re managing a project, right now you’re doing a bunch of, you’re doing, right now, a $7 million build.

 

You’re doing another million dollar build and then another 1.8 million.

 

So you’re doing three at the same time.

 

One of the things that I’m concerned about as a client is, are you guys, is Kingdom, are you guys too busy?

 

How do you handle this many projects?

 

What kind of company are we?

 

How would you explain to people out there, like who are we, you know?

 

And how are you able to manage this amount of jobs and do it in a way that’s efficient, on budget, on time?

 

First off, our team’s rock stars.

 

You know, we’ve cultivated a team and a culture that allows our guys to thrive.

 

We use software that keeps them organized and tasked on each job, so they know which process they’re in to move on the next while they can look at their full workload and be in harmony between all their jobs.

 

We make sure that our supers don’t run more than three jobs.

 

Also a price point.

 

We don’t like them to manage more than, I think, five million at a time, seven million at a time.

 

Unfortunately, what you said, I’m managing a little bit more, but.

 

You can.

 

Because I can.

 

But we don’t want to burn them out, and we want them to be able to give the attention to every client on every job.

 

Right.

 

You know what I mean?

 

And in order to do that, you can’t give them more than three for them to be efficient.

 

So not only do we have a superintendent that’s there daily, we have a project manager who’s over three superintendents, and he’s going to their jobs as well throughout the week.

 

And then you have a production manager who oversees them all.

 

And at that point, you would have me, who’s head of construction.

 

But if it gets to me, then we’re not doing our job.

 

Put it that way.

 

And so far, I mean, we have a great system, and it’s allowed us to be efficient, keep quality.

 

It’s the foremost, most important thing.

 

Quality and customer experience at the forefront.

 

What are some of the challenges that we still run into as a company?

 

We’re not perfect.

 

Construction is construction.

 

There’s all, I mean, everything’s custom.

 

There’s challenges that we run into all the time.

 

Sometimes where a subcontractor will come back a few months later and say, hey, I don’t want to do it for this price anymore.

 

So we still deal with a lot of backend stuff there.

 

So with Kingdom and Company, what are some of the challenges or some of the things that kind of still keep us human, but we are able to overcome them?

 

What are some of the things that you see?

 

So challenges you may run into, for example, in a remodel, you open up a wall, unforeseen beam or unforeseen item where we need this beam, a structural support here.

 

There’s mechanical in the way.

 

Now we have to move it.

 

This wasn’t accounted for.

 

So those are frustrations for me because it leads to bad customer experience.

 

I have to write a change order.

 

This was unforeseen.

 

And this is how we have to go about it to fix it.

 

So something I want to, like I always tell my team is, yeah, we build a schedule, but that’s not what’s going to define us in this project.

 

We should always be beating that schedule on a daily basis.

 

How can we save a day here, save two days?

 

So I currently have a project right now where we’re running into an issue with the retaining wall.

 

I was supposed to have my footings poured yesterday.

 

I’ve already looked at the schedule and I see where I can make up that day.

 

And it’s going to happen again, but you got to be able to react and be able to readjust the schedule.

 

And what’s great with our company is our trade partners, they’re able to work with us.

 

You know what I mean?

 

Hey, unfortunately, I need you.

 

I have to push you a day.

 

Is that going to mess you up?

 

And you know, they’re great.

 

And we make it work.

 

Because we have such a good relationship with our trade partners, they’ll sacrifice other clients for us because we give them so much work.

 

That’s a value that Kingdom can really bring to it is that we have such, we’ve had relationships with these guys for years and years and years.

 

I mean, a decade.

 

And they’re loyal, we’re loyal, and they do great work.

 

And so I think it’s a win-win relationship.

 

If you’re going to go through to define our company as, especially out in the field, like what are some of the values that we have that really bring true like who you are as a leader, as one of the partners of the company, like what kind of values do we bring to the field?

 

So values I like to instill to guys in the field is ownership, mainly.

 

I take on a project, I feel like this is my home.

 

And when it’s done, it’s going to meet my standards to where if I was living here, I’d be very happy with it.

 

And I want those guys to have that.

 

It’s not just a nine to five, come in, I’ll do my job.

 

Oh, it looks good enough.

 

Our guys actually have the ownership and they know what we expect and what they expect.

 

And they have that same quality and the same drive to give that end product because they want the customer to be happy at the end of the day.

 

And that’s something that we all strive for.

 

And so, you know, I would say ownership is a huge one.

 

You know, and honesty, we’re all going to mess up.

 

You know, we’re human.

 

Own it, move on.

 

Hey, I screwed up, but this is how I’m going to go about fixing it.

 

And these are our steps.

 

And this is how it’s going to be resolved.

 

I mean, there’s so many times where you and I will have a discussion about, hey, we made a mistake here.

 

And then you and I have that conversation of like, yeah, we got to eat it because that’s our fault.

 

So I mean, we spend thousands and thousands of dollars a year just because when we make mistakes, we own them.

 

And that’s really important rather than just saying, hey, sorry, client, you know, we made a huge mistake.

 

So you got to pay for it now.

 

It’s, you know, it’s more like, hey, no, our guy broke the chandelier.

 

We have to pay for that.

 

And that stuff sometimes happens.

 

Not all the time.

 

It’s not all the time, but it happens.

 

You know, like the other day I was talking to Ethan and he was explaining like, hey, unfortunately we misplaced the mirror.

 

We don’t know what happened to it.

 

Like it’s been there on site for five months and we don’t know what happened.

 

It could have gotten stolen and we don’t know what happens.

 

But long story short, we were able to make up for it.

 

We had to reorder the mirror and it was under our dime.

 

And that’s how, that’s how we work as a company.

 

Because again, our name is important to us.

 

You know, we’re not perfect.

 

And even like, you know, we have a standard warranty where it’s, you know, one year, I call it bumper to bumper.

 

And then obviously a 10 year structural.

 

But if you call me two, three years down the road and it’s something that was, yeah, we did that wrong.

 

We’re going to own it.

 

We’re going to make it right.

 

That’s just, that’s just the company that we are.

 

And we want- It’s because we were born and raised here.

 

I mean, being born and raised here, our reputation’s everything.

 

It’s a small town and you don’t want to burn bridges.

 

And we want to ensure that we get that returning client.

 

That when they decide to do that next phase or addition or whatever, they think, hey, remember how Kingdom went out of their way years down the road to take care of us?

 

Because it does, it matters.

 

So one of the cool things that I love that we do, and you kind of explain more about it, is we have a software where clients go into their portal.

 

They can see how much money is left out on the project.

 

All the change orders are on the project.

 

You can go through and update them.

 

We do daily updates.

 

Like explain to them how like we’re able to consistently, because one of the things I think that sets us apart is how we communicate every day.

 

And we have a walkthroughs once a week with our clients.

 

Can you kind of explain how you guys go through that?

 

So communication is imperative.

 

Not only do we use Job Tread, it’s a software program that we do daily logs where we tell what happened for the day, what was, if it was completed, what were our, you know, our hiccups, why not, what’s happening tomorrow, and what was checked on quality today.

 

And then they upload videos and pictures into that daily.

 

Not only that, they’re meeting with the customer at least once a week, face-to-face, in person, and they’re going over the project to show them progress.

 

And we go even above and beyond.

 

Like I always tell my guys, you should love to be in front of your customers.

 

It’s powerful because all it does is build that relationship of trust more and more.

 

I mean, I talk to my customers every day on the phone if I can’t see them in person.

 

It’s something that really does set us apart because you’ll see a lot of contractors.

 

Here’s my scope.

 

I’m gonna get it done.

 

I’m not gonna interact with you.

 

I’m done, I’m leaving.

 

You know, we’re not that way at all.

 

Communication is huge for us.

 

It’s super important.

 

Even though we’ve had hiccups in the past with outside designers, outside architects, outside engineers, because we’ve had one engineer who was horrific, right?

 

Blaming us for everything, which is crazy, which is very rare.

 

But we do work with outside designers, like Christy Schneider, people like her, who are amazing designers.

 

We have amazing architects out there that we work with outside.

 

So there are teams of people that we do love working with, but they need to go through our process and make sure that we’re being covered and protected so that those clients don’t have to have those experiences that they’ve had in the past.

 

And yeah, a lot of the times, we’re happy.

 

We welcome working with outside agencies.

 

And when they come in, we actually end up becoming a good team because what we can do is we can take what they’re designing and actually make them into construction plans with our in-house drafters, which is huge for our guys in the field.

 

You know, we’re happy to do that and charge a minimal fee for that, but it’s a game changer.

 

And that kind of goes back to what we were talking about earlier.

 

It’s like the do’s and don’ts.

 

Yeah, if you’re gonna use outside design, that’s great, but let’s make sure in the planning process, all the plans are accounted for, every finish is called out, everything’s done, and by working with us, we’re allowed to capture that on the plan.

 

I’ve talked to a couple of designers who were like, oh, I didn’t know you guys worked with outside designers.

 

I’m like, and then the one recently that we’ve worked with, we brought them in and we had a team meeting with them.

 

They’re like, I love working for this company because you guys are so transparent, you’re so detailed.

 

You guys are here to help me, not just to throw me under the bus.

 

And I’m like, no, like, when you bring us a project, we treat that very seriously and we want you to succeed.

 

And so I feel like we have a lot of success with specific outside designers who are just amazing people.

 

And we can work because we’re team players and we have team meetings and they’re part of that.

 

So I think it’s important.

 

100%.

 

A really cool story that me and Brian, one of our in-house interior designers, Amanda, she, we’ve been working with her for many years.

 

She worked for Studi McGee, a really high-end Utah company, and she’s just been a blessing for our entire careers of what we’re doing.

 

It was really neat because we worked with her for so long.

 

She finally came to us and was like, why don’t I just work for you guys?

 

Because we treat them really well.

 

We were very competitive in pay.

 

And so it was really cool to see how somebody who worked as an outside designer decided to join the team and see the success that happens.

 

So I don’t know, to me, it’s like, it just shows how big of a team player we are.

 

Yeah, and our culture.

 

Yeah, and our culture, too.

 

You know, it’s fun to work here.

 

It really is.

 

Like, we have a great environment and all our designers are rock stars.

 

Like, we’re very fortunate in what they put out, compared, you know, look at our stuff.

 

Architectural Digest, it’s amazing.

 

I mean, it’s the stuff.

 

We’re winning awards, things like that.

 

It’s just one of those things where it’s exciting for me and you because when we first started, we were literally doing small bathroom remodels that were so simplified.

 

You know, we were doing these little kitches, and now we’re doing these huge projects, and we’re so proud of it.

 

We were doing, what was it, 200 jobs a year?

 

At one point, we were doing like just basically handyman stuff.

 

Yeah, any job that came in, we took it.

 

We were hungry, and we realized that was not a recipe for success.

 

Now we’re very specific on who is the right client for us, but it’s neat to see that these professional people who we really looked up to are now joining with our team because they see the culture, the success, and the beauty of working as a team.

 

It’s pretty cool.

 

So Amanda, her being part of our team has just been amazing.

 

Man, another thing that, you know, sets us apart, QR codes on our plans.

 

It’s really cool because it’s a live, it’s live what’s going on right then.

 

Why does that matter?

 

Like, explain to me why that matters.

 

Because, you know, like for example, a designer may make a change, change instead of a wall mount tub filler, it’s now a pedestal.

 

Those things matter.

 

So at any time when the plumber or electrician or mechanical comes on the site, they can QR.

 

They see the most updated approved plan stamped, and they know that’s a working set that they have to be working off of.

 

What we realized by doing this is if it eliminates the mistakes of multiple plans being printed with different dates, you always have a working set.

 

We still have physical plans on the job site, but to verify to working set, the QR codes are gospel.

 

Having the most updated code or plans is imperative because there’s changes throughout the whole process.

 

Yes.

 

And those are the, that’s the gospel of like, hey, this is the most recent plan of what’s been talked about with the team.

 

And there’s times where there’s an old set of plans on the job site where- And it might be something as simple as like, we’re gonna move this vanity over, you know, on the same wall.

 

So it’s already called out, again, permitted for plumbing over.

 

Well, I don’t wanna put a revision in for that, charge a customer unnecessarily.

 

Right.

 

I’d rather just redline it, upload it to my drafter, he fixes it, then we have the live plan right there.

 

Love that.

 

You see?

 

That makes so much sense and just matter.

 

Yeah, it really do.

 

We’ve gone to multiple projects where we’ve taken over old jobs that are ongoing.

 

The one that comes to my memory the most is, and there’s been multiple of these actually, but the one that comes to my mind is when the client came to us and basically the house was 20% done and they’re like, hey, we gave our contractor 100 grand down and he disappeared.

 

Yeah.

 

And we were like, what just happened?

 

And that happens all the time because people, to their defense, they always go with the cheapest guy and that cheapest guy can really burn you.

 

And that goes back to what we were saying is you really have to vet your contractor and that’s what sets Kingdom and Co. apart.

 

It’s like, we are an established company.

 

We have an A plus with the Better Business Bureau.

 

Heck, we’ll take you to our clients.

 

We’ll give you a list of clients.

 

We’re happy to have you call and check us out.

 

I’m telling you, you’re gonna hear nothing but good praise.

 

You know, we’re proud of that.

 

That’s something that we strive to do and we make sure every job that we do, get there.

 

Right, so when you come into a project that’s ongoing that the contractor, for example, that one job I was talking about where the people got money stolen from them, the first thing that we went into there was like, okay, we gotta really see how we can save them some money because we felt really bad that they spent $100,000 stolen from them.

 

So how do you approach that situation?

 

So I already knew going into it, they’re already, you know, they’re in a tough spot.

 

They’re about to, now we have to come in, charge them.

 

And also, like, we’re happy to do it, but in order for me to come and take over a job, I have to inspect everything in that house.

 

You slow down the speed up.

 

Yeah, I mean, to the point where we had to remove drywall.

 

I had to make sure, you know, wiring was right coming out of the main panel, certain things like that.

 

Cause I’m not gonna take it over cause you can fire the contractor, hire a new one.

 

You just have to change contractor or record through whatever municipality, whether it be county, city, or, you know, say Henderson or wherever.

 

That new contractor is taking a liability because you’re taking over that work to that point.

 

In order to do it right, though, is you need to have it all inspected before you actually do it.

 

And so when you go in there, you’ll go in there and you’ll assess the whole situation.

 

Sometimes we’ll even have to get plans redrawn, but then we can go out there and attack it and get it done effectively.

 

And I’ve seen you do that so many times where you go in there and you assess the whole situation and you bring our whole team in there and we knock it out of the park.

 

Who doesn’t want to be a hero?

 

You know, at the end of the project, they love you and you got it done for them in less amount of time to wherever they were at and that 20%, they’re blown away.

 

Happy, beautiful home.

 

It’s a good feeling.

 

I love doing it, to be honest.

 

It’s fun.

 

It’s fun to go in there and save the day.

 

We just did it like a couple of weeks ago.

 

Right.

 

Or a couple of months ago.

 

Yeah, a couple of months ago.

 

And then we also did it with the HGTV.

 

That’s what I was referring to.

 

I didn’t know if we should be talking about it.

 

It’s okay.

 

There’s three projects there where the clients were just having terrible experiences and we were able to go in there and save the day.

 

And that was, you know, one guy was trying to charge to move a sheer wall, a hundred grand, and we were able to do it for 15 or 20.

 

I mean, it’s just like, it’s the things like that.

 

You’re like, it makes you feel good to go in there and really help people out.

 

I’ll tell you what.

 

That’s one thing that you and I have always said is we sleep good at night because I know that we’re transparent and we do the right thing for our clients.

 

What everybody wants in our industry, every one of our clients wants is, we want it, speed and quality.

 

How do you go fast without compromising quality?

 

Because to me, when I hear somebody like you go, I’m gonna, I can knock this thing out and you do a hell of a job doing it.

 

Like, you’re so good at it.

 

But how do you do it?

 

Because most people can’t go fast and continue to keep quality.

 

Like, you’re like, I’m sure you guys are just like, I just do it.

 

I mean, OCD probably, but I mean, it really is.

 

My mind, like when I take a project, I’m always striving to beat my, and I even build out my own schedules.

 

And I think it’s sometimes a game to me, like I’m gonna beat this already tight schedule.

 

And most of the time I do.

 

But the way I don’t let affect quality is, I’m not a guy who waits to do punch at the end of a job.

 

I’m taking care of defects as the job’s going, even though that trade is not coming back to the end, he’s still coming out because I hold my trade partners accountable.

 

I make it to where when I’m done with that job, I have no punch and I don’t.

 

Because I am having those daily communications with the customer.

 

He sees me that I know, hey, this is an issue, it’s blue tape, we’re taking care of it.

 

So by the end of the project, he knows the way I’m working, I know the way he’s working.

 

He’s probably, he’s like, yeah, I don’t have a punch list.

 

That’s just something I strive for.

 

Because you’re always striving.

 

And one thing I can almost answer this for you in a way too, is like observing you and how good you are on the field.

 

You’re a chess player.

 

You’re always two to three moves ahead.

 

You’re never just reacting.

 

You’re like, you’re thinking one week ahead, two days ahead, seven days ahead, two months ahead.

 

You’re always looking ahead and looking how you can, so you’re not only quality checking as you’re going, but you’re also thinking three, four moves ahead, which is why I think that’s why you’re so good at what you do.

 

Yeah, I use a checklist on my job too, where once I build the schedule, that day I build the schedule, even though I am not in drywall for four months from there, I’m still calling my guy and I’m saying, hey, and I also send him an email, tentatively block me out for this three weeks to hang, texture, and everything.

 

And as it gets closer, I’ll shore it up with you.

 

And then I have that checklist where it says, okay, this is your next process.

 

Have you let this person know, this person know, this person know?

 

It’s kind of a mental checklist, but it’s something that I have given to our production team.

 

I don’t know if they use it or not.

 

I think they should, but it’s powerful.

 

Yeah, you should be giving your trade partners as much advance notice as possible.

 

That’s why the worst saying is like, hey, I need you here in three days.

 

I didn’t even know about this project.

 

I can’t get out there for three weeks.

 

Right, that’s a lot.

 

Kills customer experience, it’s bad.

 

So yeah, again, go play in Chestnut Checkers.

 

You wanna give them as much info and constantly giving them the info.

 

Hey, just a reminder, we’re still good for that.

 

It’s not just the day before.

 

Hey, you’re gonna be there tomorrow.

 

Right.

 

You know what I mean?

 

And that’s a lot of work when you’re running multiple jobs, but that’s the only way you’re gonna be efficient and the quality stays intact.

 

Yeah, so with the new builds, for instance, one of the ways that you’re playing chess a few moves ahead is getting the electrical panels out there at the very beginning stages because Nevada Power is a monopoly and they have a lot of power control.

 

Yeah.

 

So it’s nothing worse than being stuck on a situation where you can’t control it.

 

So you’ll get power done right away where a lot of contractors won’t do that.

 

I’ll tell you, you know, cause I don’t want NB Energy to be watching this.

 

They’ve gotten a lot better as far as their coordinators and whatnot, but it is difficult.

 

My last couple new builds, I’ll be honest, I have the house done on one and I’m still waiting for my hot glass.

 

Hot glass is where NB Energy pulls the wire to the panel.

 

It’s been two months.

 

What I wanted to do on this new build that I just broke ground on is I did not want to run into this issue.

 

So I set my panels pre-slab steel posts or steel studs that come up, holding both 400 amp panels.

 

There’s two 400 amp panel feeds.

 

I was able to get my mandrel test done before I even poured the pad.

 

So that’s passed off now.

 

My pad’s poured.

 

I’m in for hot glass.

 

So within the next six weeks, I’m going to have both my 400 amp main feeds powered.

 

I already have temporary power there, which will be great for the job trailer, but my crews in the different trades there, they’ll have basically 800 amps of power to work in that house.

 

And it’s great.

 

It’s huge.

 

That’s because, again, playing chess, being three moves ahead, not having to wait for other things.

 

I already have the heat tag before I poured the pad.

 

And that’s something I’m incorporating to everybody in our company.

 

And this is the way we should do this going forward because it’s so much more efficient.

 

At the end of the day, Brian, there’s basically two main phases of our company.

 

One is in the design phase, and then the second is into the construction or production phase.

 

It’s really important for people to understand how important both phases are and how they coordinate with each other.

 

So I feel like at the end of the day, what’s the most important thing for our company is to make sure that we are striving for our clients in both of those phases.

 

And I feel like you represent so strongly the values that we hold in our company because in the field, you are always focused on ownership.

 

You’re focused on making sure the communication’s there.

 

You’re making sure that quality’s there.

 

And at the end of the day, we have one desire, and that’s to give our clients these beautiful homes that they can look at and just enjoy their environment for the rest of their lives or for the phase that they’re in those homes.

 

So I feel like you do a really good job really accelerating and being excellent in the production field.

 

Well, I appreciate that.

 

No, I’m proud of what we built, and I love our team, and all I wanna do is make it better each day.