Frequently Asked Questions

Q. Why did you write a book about construction business management? There seems to be plenty of them already written.

A. It is a way of giving back to the industry that has been good to me. Having been a commercial general contractor for many years, I know the hazards, where they lie, and how to work around them. I know what it takes to be a good leader and manager. I know how to select, hire, and keep the best people. And how to get a fair construction contract with the customer that doesn’t nail you before the project even starts. The most effective but also the riskiest way to learn this is by doing it yourself. The next best and safer way is to learn it from someone who himself took those risks and created a profitable, enjoyable, and enduring construction firm. My book provides this knowledge.

Q. How do you expect to cover what a contractor needs to know in 200+ pages?

A. The policies, procedures, and decisions that make or break a construction business come from the owner of the firm, i.e., the contractor. This book talks about the things the contractor needs to know and do to survive and ultimately thrive. Unfortunately, many people in business learn too late that they are not aware of what they do not know, a situation ripe for serious or disastrous consequences. A recent study by the U.S. Bureau of Labor Statistics reports that only about 43% of new construction firms were still in business after four years. According to the U.S. Small Business Administration, unprepared management is one of the top two reasons for this failure rate.

Q. How does your book differ from other construction management books?

A.  I write from my 25-years of experience as a light-commercial general contractor, including both the good and the bad decisions I made. I started the firm from scratch with practically zero personal net worth and built it into a firm that was profitable, enduring, and respected by my peers in the industry, our customers, and my employees and subcontractors—but not without some bumps and bruises along the way. When I sold the business a few years ago it had considerable value. I believe those factors lend credibility to my book. I speak directly to the reader, as if we were having a conversation. I emphasize the human element in the primary functions of a construction business. I analyze some of the mistakes I made.

Q. What kind of contractors does your book apply to?

A. Anyone who wants to increase his or her business knowledge and management skills. My business was light-commercial general contracting, primarily chain stores, so that is where I am coming from in the book. But the principles apply to most any general contractor, from startup to $50 million or more in annual business, and to subcontractors. Many of the management principles in the book apply to small business in practically any field. Any business person who reads this book is certain to get something of value out of it.

Q. What qualified you to be become a general contractor when you first started up?

A. I was not well qualified, despite having an engineering degree and a few years' experience in construction on the owner side, and I am fortunate to have survived. Many entrepreneurs today are better qualified, having experience as project managers or executives in construction firms, yet fewer than half of all new construction businesses survive beyond four years according to a U.S. Bureau of Labor Statistics study. This is partly because even such good experience does not necessarily prepare a person to run a business in its entirety. This book is intended to provide the knowledge that can bridge that gap for entrepreneurs, contractors who have not found their comfort zone, and students preparing for a construction career.

Q. Can you recommend a book on construction field operations?

A. The best one I know is Construction Operations Manual of Policies and Procedures, by Andrew M. Civitello, Jr.

Q. Does your book cover project management?

A. Indirectly, yes. The book talks about the business-management role of the firm owner, who decides what to delegate to his or her project managers and other key personnel. Ambitious project managers will read it to become more valuable to their employer, and many want to get all the management knowledge they can in order to be prepared to eventually start their own firm. However, the specific role and duties of the project manager are covered in books dedicated to that critical function.

Q. Why do you say construction is such a great career field?

A. For this answer, please see Construction Facts.

Q. Where can I find a list of colleges offering construction degree programs?

A. I hired quite a few construction graduates over the years to train as project managers and I recommend that policy. The American Council for Construction Education, http://www.acce-hq.org/, lists 2-year and 4-year colleges and universities across the U.S. that meet ACCE's criteria for membership.