Serve Yourself

In my recent article "Our Changing Industry," I pointed out that I had seen a great deal of disagreement among remodelers over the concept of remodeling as a structured, sustainable business, rather than as a solo practice. I wrote, "I have been involved in heated online discussions in which those opposed to these ideas accuse others of turning the industry into a bunch of McDonald's franchises." Immediately after that article was published, I received an e-mail from a remodeler expressing discontent with this sort of business. He was convinced that there is no place in remodeling for owner/managers who are not involved in the day-to-day management of all the remodeling work.

While certainly not shocked by his note, I was intrigued that his response to my article was almost identical to the postings I have seen on several online forums on the subject. Obviously these opinions have a broad base in our industry. Neither camp will back down or suddenly have a change of heart, but I believe it is important to acknowledge that there are valid business models that happen to be different from yours. Once we all recognize that, we can learn to agree to disagree, show mutual respect for one another and be able to find value in any successful remodeling business.

In fashioning a response to him, I was forced to think about our theories of management and the value they bring to our company, our employees, our clients and ourselves. Realizing that these ideas can better explain the value in creating a sustainable business, I feel compelled to share them in order to explain the value and gratification that can come out of creating a large, well-managed remodeling business. This is not to imply that anything is wrong with running your business as a practice. My point is that both business structures are valid, and you must determine what you want to do with your career and how you plan to exit your business, and then create its structure accordingly.

While writing my return e-mail, I began to realize that in creating a business, we all strive to use a model that works best for us, gives us an adequate return on our investment, and provides us with a suitable income and a level of satisfaction in the work we do. I believe that for most remodelers, this satisfaction is a key ingredient. I would venture to say we don't enter this business only for the money - most of us could earn more in many other businesses. We do this work because we love it. We are lucky that this business has so many different facets that almost anyone can find work he or she enjoys in some part of this industry. For those who get their satisfaction from hands-on work and daily client contact, there is plenty of this work to go around. For those who get satisfaction from managing others and seeing them grow and learn to run a business that will continue long after they are gone, there are options to create a large, sustainable remodeling business.

I realized many years ago that while I had done plenty of hands-on remodeling work, it would not provide the long-term satisfaction I needed. The work that satisfies me involves creating systems that allow others to do their work more effectively and efficiently. I spend much of my time working with employees who do not have decades of experience in the industry, teaching them the various facets of the remodeling business. In doing this, I empower our employees and teach them skills that will serve them in the future, whether it is in my company or somewhere else. That we can provide consistent, well-paid employment for many fine people is in itself very satisfying.

Finally, I realized I have a certain desire to create a legacy, a business that will outlive my involvement in it. The idea of retiring from my business knowing it will continue to operate successfully without me probably gives as much satisfaction as anything else.

In your business, whatever structure you chose as your model, make certain you will always be in a position to serve yourself, along with your employees and your clients, in the best possible manner.

Carl Seville is Vice President of SawHorse, Inc., Atlanta's largest design/build full-service residential remodeling firm. Carl is a member of NARI and the NAHB Remodelers Council. E-mail him at cfs@sawhorse.net or visit SawHorse at www.sawhorse.net.