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# Simplar Foundation

Collaborative Research for Industry

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## Posts

- [See The Future and Make It Happen](https://simplarfoundation.org/business-of-construction/see-the-future-and-make-it-happen/) - I often define strategic planning as an ongoing mental organizational process used to point your company in a direction and help leaders and employees share goals, establish priorities, and allocate resources so that everyone's daily actions support the company's ultimate vision. All contractors harbor goals for their company. Short term goals (one to two
- [What Contractors Say About Risk](https://simplarfoundation.org/business-of-construction/financial-management-and-risk/what-contractors-say-about-risk-2/) - Vacation schedules have interrupted our strategic planning series, so we are repeating an important message on risk. If risk recognition and assessment is so fundamental to the construction transaction, why do so few contractors engage in formal risk management? As I said when this message appeared three years ago, this is a question I have been
- [Strategic Planning](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/strategic-planning-2/) - "If you don't know where you're going - you're probably not going to get there." I quote this ancient Chinese proverb every time I talk about strategic planning. The contracting business does not lend itself to long-term planning. Unlike most industrial companies who rely on a consistent revenue stream as a basis for future planning,
- [In The Beginning](https://simplarfoundation.org/business-of-construction/in-the-beginning/) - In my long career as a contractor to a consultant, I have had the good fortune to work with young people who had recently inherited a construction business. Most of these young men and women were already working in the family firm in a middle management or executive position, being trained to eventually take over
- [The Purpose of Business is to Make a Profit](https://simplarfoundation.org/built-environment/business-strategic-and-project-planning/the-purpose-of-business-is-to-make-a-profit/) - Warren Buffet was a businessman. He never drove a train, wrote an insurance policy, built an office tower, or miniaturized a computer. He strictly analyzed an existing business's ability to make a profit over an extended period and invested an appropriate amount of Berkshire's capital to ensure a reasonable return. He eventually became the most successful businessman
- [It Takes a Team of Financial Professionals](https://simplarfoundation.org/business-of-construction/financial-management-and-risk/it-takes-a-team-of-financial-professionals/) - The unique complex nature of the construction financial transaction cannot be overstated. I make this point repeatedly because my experience working with contractors is they do not see the complexity of the business of contracting the same way I do. The unfortunate contractors who suddenly ran out of cash and went out of business often asked what
- [No Surprises](https://simplarfoundation.org/business-of-construction/financial-management-and-risk/no-surprises/) - The instrument rated construction company financial management that we have been discussing these past few weeks is not simply a metaphor. Most of the contractors that failed mid-project when my company was completing construction projects for sureties were surprised that they had suddenly run out of cash and could no longer continue operations. In one instance, I
- [Use Only the Direct Method](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/use-only-the-direct-method/) - Managing a day-to-day construction business using the three traditional financial statements alone leaves an important financial metric (Cash Flow) difficult to determine accurately on a real time basis. Using the percentage of completion accounting method results in only a reasonable estimate of interim profitability and likewise the cash flow derived from estimated profit. In last
- [The Percentage of Completion Accounting Method](https://simplarfoundation.org/business-of-construction/financial-management-and-risk/the-percentage-of-completion-accounting-method/) - The unique nature of the construction financial transaction (total revenues contracted for rather than collected at the point of sale) demands that the three traditional financial statements we have been discussing these past weeks be prepared using the percentage of completion accounting method. This method ties revenue and expense recognition to the level of project completion, which
- [Flying By Instruments](https://simplarfoundation.org/business-of-construction/flying-by-instruments/) - Piloting a plane by instruments is the practice of navigating and controlling an aircraft using only the cockpit displays, entirely independent of outside visual references like the horizon or landmarks. It requires precise cross-checking, interpretation, and control. The 3 Core Skills of Instrument Flight Instrument Cross-Check: Instead of looking out the window, the pilot’s eyes
- [A Snapshot in Time](https://simplarfoundation.org/built-environment/a-snapshot-in-time/) - A key risk factor I discovered dealing with thousands of failed contractors was that these contractors failed to use business science tools to manage their business and were often surprised and angry when they suddenly ran out of cash and had to close the doors. If these contractors had been using available business tools they
- [New Tricks](https://simplarfoundation.org/built-environment/new-tricks/) - Magicians only perform a trick once for the same audience. A second time and the trick loses its luster. The third time around the audience figures it out. The trick no longer fools the audience and the magic is gone. Legacy Tricks of the Trade We contractors start small and our tricks of the trade work well enough in the
- [Tricks of the Trade](https://simplarfoundation.org/built-environment/tricks-of-the-trade/) - Most contractors start out with plenty of ambition, guts, and resourcefulness. That's what it takes to quit a good paying job and ‘go off on your own’ not knowing where your next buck will come from. Most studies reveal contractors to be type A personalities (even double A). They're entrepreneurs. They find it hard to follow
- [Generational Wealth](https://simplarfoundation.org/business-of-construction/financial-management-and-risk/generational-wealth/) - Despite its vast size ($2 trillion in annual sales) and impact on the nation's economy, the construction industry remains, at its core, a collection of small businesses. Unlike other American industries, construction has never become a darling of Wall Street, nor has it consolidated into a few large publicly owned corporations. In 2024, the US
- [A Personal Note – Lessons Learned](https://simplarfoundation.org/business-of-construction/a-personal-note-lessons-learned/) - My career as an educator and consultant to the construction industry has followed an unusual path through every aspect of this amazing industry. It is from a unique background that I evaluate our industry and am inspired to share some lessons learned. I quit high school at 17 and went to work with the tools
- [Profit](https://simplarfoundation.org/business-of-construction/profit/) - Last week we settled on this definition of business which bears repeating: Business is the purposeful pursuit of profit through the commercial activity of satisfying customer needs at a cost that is less than the selling price. To be classified as a business, an enterprise typically exhibits several key traits: Profit Motive: Most businesses operate to generate a profit—financial gain
- [When Construction Activity Becomes Commercial Activity](https://simplarfoundation.org/business-of-construction/when-construction-activity-becomes-commercial-activity/) - This week we will be discussing the distinction between construction activity and commercial activity. Many contractors start their careers working with the tools and because of the unique nature of the construction financial transaction (contracting for one new job after another rather than a continuous flow of ongoing financial transactions) quickly grow into business owners and managers
- [Reputation](https://simplarfoundation.org/business-of-construction/reputation/) - We are discussing how unexamined beliefs about the nature and structure of the construction business transaction have had a corrosive effect on contractor profit margins for the past 50 years. The resulting standard business practices followed by all construction companies must be re-examined and adjusted if we will have any success in improving profit margins
- [Contractor's Proper Role](https://simplarfoundation.org/business-of-construction/contractorsproperrole/) - I have been haranguing the industry for years about what is wrong with the contracting business model. Many of you agree with my discomfort but ask, "How do we change the long-held structure of the standard construction financial transaction?" Let's start at the beginning. I have preached the gospel of inordinate risk assumption buried in
- [A Contractor Speaks Out](https://simplarfoundation.org/business-of-construction/a-contractor-speaks-out/) - Contractors are either selling finished buildings (highways, bridges, etc.) to ultimate owners or they are providing owners with construction services. Not both. The legal structure of construction contracts holds the contractor responsible not only for erecting a structure that meets design specifications and safety and endurance standards but also holds them legally responsible for the
- [Belief Busting](https://simplarfoundation.org/business-of-construction/belief-busting/) - I closed last week's blog with a plea to the industry to join me in my 2026 mission to double the construction industry's net profit margins. Let's begin by looking back at the double-digit profit margins that the industry enjoyed during the era immediately following the end of World War II. Goodbye Double Digits The
- [My Mission](https://simplarfoundation.org/business-of-construction/my-mission/) - The NFL Draft The NFL draft is the perfect template for contractors to emulate when building the team of professionals that will eventually manage their construction business. The NFL draft is nothing more than a collection of college players who have demonstrated a high skill level in various positions. NFL teams sort the players available
- [Mature Management](https://simplarfoundation.org/business-of-construction/mature-management/) - The success of a construction company depends on the skill level of each team member and the coordination of their individual efforts toward a common goal. Most contractors realize this but may not be aware of the prerequisites required to accomplish this level of functional organization. Leader If a construction company is a team of
- [A Successful Construction Team](https://simplarfoundation.org/business-of-construction/a-successful-construction-team/) - In the same way a Law Firm is a team of expert attorneys handling legal affairs for clients, a construction company is a team of construction experts providing construction services to clients. The way this team of construction experts is recruited, trained, and organized is the company's primary success factor. The team is the company.
- [A Winning Team](https://simplarfoundation.org/business-of-construction/a-winning-team/) - Most construction companies start out as simple closely held operations that can be run by the seat of any rational person's pants. A unique feature of the construction industry, however, is that mom and pop businesses can grow very quickly into large complex enterprises that require professional business management skills to remain on track. This journey from
- [The Schleifer MBA](https://simplarfoundation.org/business-of-construction/the-schleifer-mba/) - This year, it is my mission to discuss the science of business. When financial transactions are small and simple the commonsense entrepreneur can make artful choices that propel the firm forward. But when construction companies achieve scale, they become the most challenging businesses in the world to manage. For the most part construction companies are run by
- [Decision Tree Analysis](https://simplarfoundation.org/business-of-construction/decision-tree-analysis/) - Decision tree analysis is not a scientific way to make decisions but rather a visual representation of the decision-making process that goes on inside the head of decision makers. At first, a decision tree appears as a tree-like structure or graph with different nodes and branches. When you look a bit closer, you realize that
- [The Decision Tree](https://simplarfoundation.org/business-of-construction/the-decision-tree/) - The human mind is a problem-solving machine. It takes in data through the 5 senses then stores and classifies the data as either good or bad for survival of the entity. The brain then amplifies the "good" classification with neurotransmitters like serotonin and peptides like endorphin or warns the entity of "danger" with the neurotransmitter
- [Two Roads](https://simplarfoundation.org/business-of-construction/two-roads/) - "Two roads converged in a wood and I took the one less traveled by, and that has made all the difference." ~ Robert Frost Every mature industrial company is nothing more than the net result of the management choices made from the beginning. Put yourself in the mind of a contractor. Think back to the very first
- [2025 to 2026](https://simplarfoundation.org/business-of-construction/2025-to-2026/) - Even as the New Year has dawned, I offer these final thoughts on the year just passed. If I could sum up this past year’s dialogue into one overall theme I would say, "Managing a construction business is a completely different activity from managing a construction project." The Contracting Business Throughout 2025 I have tried to illustrate the
- [Budgeting vs. Forecasting](https://simplarfoundation.org/business-of-construction/budgeting-vs-forecasting/) - In my experience, construction firms do not operate under firm budget disciplines like most other industrial concerns. Contractors usually craft project budgets in advance but rarely use them as a management tool. Because of the complexity and variability of each project a construction company undertakes (each new project is like going into a new business),
- [Act Like Lenders](https://simplarfoundation.org/business-of-construction/financial-management-and-risk/act-like-lenders/) - One of the things that frustrates me about the relationship between contractors and owners is that owners act like they're doing us a favor by letting us take all the risk in the financial transaction. It's as if contractors are not trustworthy and owners and their designers have to discipline contractors through burdensome retention, slow
- [ Retained Earnings](https://simplarfoundation.org/business-of-construction/retained-earnings/) - "The ultimate measure of performance is not what is earned, but how the earnings are used to increase a construction company's value." (The Business of Construction Contracting, Thomas C. Schleifer, Aaron B. Cohen, Wiley, 2025 The only way for small or start-up contractors to fill the big shoes of dominant regional contractors is to grow
- [Low Bid Acquisition](https://simplarfoundation.org/business-of-construction/low-bid-acquisition-2/) - Low bid acquisition has been standard operating procedure in the construction industry, and just about all small start-up contractors are forced to participate or forgo getting any work at all. However, low bid acquisition destroys any reasonable chance of making a profit. Many contractors that I have talked with over the years say that they
- [Proper Prior Preparation Prevents Poor Performance](https://simplarfoundation.org/business-of-construction/financial-management-and-risk/proper-prior-preparation-prevents-poor-performance/) - Dennis Birch, a well-respected construction accountant, argued that "many US contractors are watchers instead of managers of their financial affairs." He claimed that “they do a lot of responding to things that happen to them but don't have much control over what's happening or going to happen because they don't have the appropriate financial information in
- [Never Enough Working Capital](https://simplarfoundation.org/business-of-construction/never-enough-working-capital/) - Construction companies have few investible assets. Contractors are service providers. Over the years they will have acquired some depreciating assets like vehicles and equipment, but vehicles and equipment are only used to generate income and retain limited value after their useful life. No Outside Equity Investors Contractors are not developers. Contractors provide building services to
- [Timely Corrective Action](https://simplarfoundation.org/business-of-construction/financial-management-and-risk/timely-corrective-action/) - Managing Capital Risk Recognizing the reality that there are multiple types and magnitudes of capital risk in construction is the first step in risk management. You may be familiar with the term risk prevention, but in fact, we can't prevent risks from existing. The only thing we can do is reduce the likelihood of a
- [Surprise!](https://simplarfoundation.org/business-of-construction/surprise-2/) - Businesses fail for any number of reasons but rarely is it a surprise to management. Only construction companies seem to experience sudden collapse when they unexpectedly run out of cash. The element of surprise expressed by most of the failed contractors I worked with surprised me. With sound accounting and business practices imposed by banks,
- [We Are Not Fiduciaries](https://simplarfoundation.org/business-of-construction/we-are-not-fiduciaries/) - Contractors handle large amounts of money but get to keep only a very small portion. In this way, the construction financial transaction imposes yet another unintended role and risk on contractors. They are functioning as fiduciaries at great expense to themselves. As we discussed last week, the accounting practices required in construction companies result in estimated interim
- [People Who Live in Glass Houses  Shouldn't Throw Stone](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/people-who-live-in-glass-houses-shouldnt-throw-stone/) - I have been wrong in my criticism of contractors for ignoring financial statements in the day-to-day running of their businesses. Their instincts, as it turns out, have served them well. They saw something flawed in relying on interim financial statements that were only estimates that could be, and were, manipulated. Contractors knew how the story
- [Building for Profit](https://simplarfoundation.org/business-of-construction/financial-management-and-risk/building-for-profit/) - Some years ago, I was the founder and president of the largest international consultancy firm serving the contract surety industry. My company, Construction Management Associates, was formed after the first surety asked me to look at completing a project they had bonded but the contractor had suddenly run out of cash and could no longer
- [Engineering + Management = Success](https://simplarfoundation.org/business-of-construction/engineering-management-success/) - The earliest known instance of human engineering was discovered at Kalambo Falls, Zambia and dates to about 476,000 years ago. Researchers found two logs notched and interlocking forming a simple stable structure. The first examples of human commerce were simple barters between individuals and groups as early as 300,000 years ago. These early exchanges evolved
- [Opportunity to Succeed](https://simplarfoundation.org/business-of-construction/financial-management-and-risk/opportunity-to-succeed/) - Risk management begins with recognition, proceeds to evaluation, and ends with a detailed mitigation plan. This analytical process should begin at the project selection stage. After a contract is signed and a project is underway, if there is a negative impact from the project's risk factors, it is already costing the contractor money, and it
- [Be the Head Coach](https://simplarfoundation.org/business-of-construction/be-the-head-coach/) - Construction is a risky business. Diving from the springboard of project selection into the deep end of the risk pool immerses the contractor in a virtual ocean of risk factors. Like Football games, project financial risk can only be effectively managed before kickoff. Don Shula Don Shula was the winningest head coach in NFL history
- [Death By Ice Machine](https://simplarfoundation.org/built-environment/leadership/death-by-ice-machine/) - Construction is a risky business. A wide variety of risk factors are piled one on another throughout the construction transaction making it almost impossible to manage all construction business risks. Building long term complex projects for a fixed price under the scrutiny of multiple inspectors, bankers, sureties, and other interested parties feels like buying a
- [The Project Selection Program](https://simplarfoundation.org/built-environment/the-project-selection-program/) - The most crucial element in construction profitability is selecting the appropriate project. It is not "cutting the payroll" or "speeding up the work" or "stretching the concrete", or "reducing a bid". It is not "bargaining with subs" or "negotiating with material suppliers". Decades of research into contractor failure points to one primary cause: contractors were
- [Catch 22](https://simplarfoundation.org/business-of-construction/catch-22/) - Top line growth represents survival to a lot of contractors. Without regularly signing new contracts most contractors would go out of business in short order. Growth isn't just an important thing, to some contractors, growth is the only thing. Every existing contract eventually comes to an end. As long as you have new business coming
- [Growth Is Always Good](https://simplarfoundation.org/business-of-construction/growth-is-always-good/) - We begin this week with the first "belief" on last week's list - "Growth is always good ". The complex nature of the construction industry seems to lend credence to this belief. Since a construction business does not enjoy a "continuum" of business, contractors must hop from one job to the next to keep the
- [More Unexamined Beliefs](https://simplarfoundation.org/business-of-construction/more-unexamined-beliefs/) - I introduced the concept of beliefs into my teaching about 20 years ago. I noticed during my years of research and countless interactions with contractors that there were a multitude of assumptions about the nature of the construction business out there that were simply not true. I also began to realize that some contractors were
- [Is Construction a Good Investment?](https://simplarfoundation.org/business-of-construction/is-construction-a-good-investment/) - I’ve been a management consultant to the construction industry for 40 years. I have taught construction business management at some of the nation's best construction universities. I have spoken at literally thousands of construction industry conventions. In all that time, and in all those venues, I have never asked myself, nor have I been asked
- [The Problem with the Construction Business](https://simplarfoundation.org/business-of-construction/the-problem-with-the-construction-business/) - In last week's message I closed my eyes and dropped a bomb. Did you hear it? If not, I suggest you go back and reread last week's message. For me to admit to my readers that construction financial accounting is, to a large degree inaccurate, is I assure you, quite a bomb. Contractors have been
- [The Problem with Construction Accounting](https://simplarfoundation.org/business-of-construction/the-problem-with-construction-accounting/) - The state-of-the-art in construction accounting has advanced over the years but continues to be an area of great concern. One of the most difficult and misunderstood processes in the construction business is capturing all the data accurately and in a timely fashion and then using it properly to track interim profit or loss on work
- [Management of Working Capital](https://simplarfoundation.org/business-of-construction/management-of-working-capital/) - The management of working capital in a construction company begins with a job-by-job cash flow plan. The individual cash flow plans are then consolidated into the monthly cash needs forecast. That forecast is revised regularly by the Chief Financial Officer as circumstances change, and risk factors are mitigated or exacerbated. For example: If a project
- [The Construction Cash Flow Dilemma](https://simplarfoundation.org/business-of-construction/the-construction-cash-flow-dilemma/) - Managing cash flow in a construction company is a daunting task. The unique nature of the construction transaction makes it almost impossible to match cash flowing in with cash flowing out. Low bid margins are often so tight they’re insufficient to maintain ongoing operations. Multiple jobs for multiple owners at different stages of completion reduces
- [The Soothsayer](https://simplarfoundation.org/business-of-construction/the-soothsayer/) - You may remember the soothsayers described in ancient history who could predict the future. When they made pronouncements, their audience was comforted by having the scary unknown future become known. Thus, the name, sooth-sayers. They soothed the audience by putting fear of the unknown to flight. The True Nature of Worry The human brain is
- [What Me Worry?](https://simplarfoundation.org/business-of-construction/financial-management-and-risk/what-me-worry/) - Back in the 1960s "What Me Worry" was the masthead motto of a little counterculture publication known as Mad Magazine that is still around somewhere to this day. Some of you more senior readers out there may remember it. At that time, my brother and I were deeply involved in establishing our contracting firm and
- [The Enemy Within](https://simplarfoundation.org/built-environment/the-enemy-within/) - A major theme throughout the Godfather trilogy is betrayal by enemies hidden within the family. "You're nothing to me now, Fredo" Al Pacino says to his brother who has betrayed him in Godfather 2. "Nothing happens to Fredo while my mother is still alive," Pacino later states as a veiled threat. The Enemy Within Contracting
- [The CFO Consigliere ](https://simplarfoundation.org/business-of-construction/the-cfo-consigliere/) - I have been waging a lifelong campaign to convince contractors that financial management is a professional skill and a critical component of their team. Our profits are limited by unique risk factors like multiple simultaneous projects, extended schedule, and risks of growth management. Like the Godfather, contractors need a trusted consigliere to keep an eye
- [Your Chief Financial Officer](https://simplarfoundation.org/business-of-construction/your-chief-financial-officer/) - Contractors often wait too long to employ the business management expertise of a qualified Chief Financial Officer. Small and mid-size businesses across all industries have traditionally left accounting to a bookkeeper, hiring an outside accounting firm to close the books and prepare the financials. But the outside accounting firm has no role in the ongoing
- [Beliefs and Harmful Bias](https://simplarfoundation.org/business-of-construction/beliefs-and-harmful-bias-2/) - Unexamined beliefs play a role in the management decision making process and deeply held beliefs go largely unexamined. That is to say, we aren't even aware that we believe what we believe. The problem arises when these unexamined beliefs affect our decision making long after they are no longer true. They are the hidden reason
- [Profit, Profit, Profit](https://simplarfoundation.org/business-of-construction/profit-profit-profit/) - "A rose by any other name would smell as sweet." As most of my readers I am sure will testify, I don't often quote Shakespeare. But the confusion around the word profit in the construction industry has driven me to desperate measures. What do we mean when we speak of profit? Ask ten different construction
- [Call 911](https://simplarfoundation.org/business-of-construction/call-911/) - Last week we established that the high failure rate in the construction industry comes down to a single cause - a shortage of working capital. Some blame failures on a whole variety of causes: labor unrest, natural disasters, economic stress, market shrinkage, unfair competition, or natural disasters. But the main cause of construction business failures
- [Is There a Doctor in the House?](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/is-there-a-doctor-in-the-house/) - Last week we discussed the irony of the construction industry's traditional low-bid acquisition system. It seems you can't win the game of making money if you pick up all your work by being the cheapest price. On the other hand, you can't even play the game if you don't get jobs by being the low
- [Low-Bid Acquisition](https://simplarfoundation.org/business-of-construction/low-bid-acquisition/) - Browse the Dodge Report and submit a competitive bid, to acquire any work that is available. Simple. For many years this was standard operating procedure in the construction industry. Selecting the lowest qualified bidder was mandated by regulation for most public work. Private project owners saw the wisdom in buy low and sell high, so
- [Surprise!!!](https://simplarfoundation.org/business-of-construction/surprise/) - I experienced this firsthand when my company was sent in by sureties to complete projects interrupted by a contractor's unexpected failure. The Contractors were always shocked that they did not see it coming. The question is why didn't anyone see it coming? It happens too often. 428 Years in Business (Construction News, UK, 03
- [Team Building](https://simplarfoundation.org/business-of-construction/team-building/) - The most important function of construction "bosses" after they promote themselves to "leader" is to build a professional organization that can provide their clients with expert services. After all, their team is their product. We are not selling finished buildings, highways, or plumbing to end users. We are selling construction services. It is important that
- [Leadership](https://simplarfoundation.org/business-of-construction/leadership/) - As I pointed out last week, the construction industry is populated largely by entrepreneurial firms. Confidence and independence are the traits that cause entrepreneurs to start their own business. However, when construction firms grow into mid-size or larger industrial concerns the confidence and independence that got them going is not enough to keep them successful.
- [No More Mom and Pop](https://simplarfoundation.org/business-of-construction/no-more-mom-and-pop/) - My portrayal of the start-up process of most mom-and-pop contracting firms (which represent a huge portion of the $ 2.1 trillion industry) in last week's blog was meant to describe the natural recruiting and training process that founders engage in as firms evolve from start-up to the growth phase. Closely held businesses tend to employ
- [Growing Your Own](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/growing-your-own/) - The First Projects “How recruiting and training begins." After a contracting company gets underway, the founder rarely works on the job site. In the startup stage, the founder is usually involved in procuring materials and looking around the market for the next job. He/she may directly supervise the work from time to time but eventually
- [Selling Expertise](https://simplarfoundation.org/built-environment/leadership/selling-expertise/) - The construction industry is a significant part of the U.S. economy with total construction spending reaching $2.1 trillion in 2024, produced by over a million individual construction companies. To get a clearer picture of how this vast industry works, and how these firms get the job done, let's break the industry down into its three
- [The Last Word](https://simplarfoundation.org/business-of-construction/the-last-word/) - It's tough to build something on time and exactly as specified. It is even tougher to make money doing it. It seems like the deck is stacked against us. A project in progress is like a leaky vessel that oozes money out of every crack. Cracks can appear in a construction project before the
- [What Contractors Say About Risk](https://simplarfoundation.org/business-of-construction/what-contractors-say-about-risk/) - If risk recognition and assessment is so fundamental to the construction transaction, why do so few contractors engage in formal risk management? This is a question I have been asking myself for 30 years. To begin with contractors are Type A risk takers or they wouldn't be in the construction business. Since they're in the
- [Risk Assessment](https://simplarfoundation.org/business-of-construction/risk-assessment/) - Financial risk is embedded in the nature of construction transactions. Project risk management begins during project selection. Signing a legally enforceable performance contract, for a complexity of services, to be delivered over an extended period, is a high-risk financial transaction. What's even worse is the fixed price is set by us, not the seller, and
- [A Risk Management Case Study](https://simplarfoundation.org/business-of-construction/a-risk-management-case-study/) - Recognizing and assessing financial risks before you sign a construction contract is not an exercise you can ignore. Let's take a quick look at how a regional contractor uses last week’s Probability and Impact Matrix in everyday business. Risk Factors Recognized XYZ Construction is an $80 million family-owned general contractor that has built schools in
- [Setting the Line](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/setting-the-line/) - Continuing last week’s risk discussion: Recognizing, identifying, and measuring risk is a critical pre-bid task. A Las Vegas sports book doesn’t wait to set the line until after the game. A handicapper who failed to take a key player’s injured wrist into account or the weather forecast before setting the line would fail. The same
- [Prior and Proper Preparation Prevents Poor Performance](https://simplarfoundation.org/business-of-construction/prior-and-proper-preparation-prevents-poor-performance/) - Designers avoid risk, owners prefer to pass it along, and contractors absorb it. Today's construction risk environment is dramatically different than it was in the last several decades, and risk factors are mutating just enough to be almost unrecognizable. It is not enough to simply know in your gut that construction is a risky business.
- [Look Before You Leap](https://simplarfoundation.org/business-of-construction/look-before-you-leap-2/) - Contracting is a risky business that works because contractors are risk takers. Every time we acquire a new project we are leaping into the unknown. No one has ever built this next project, and no one can predict its uncertain outcome. Is there uncertainty that the project will never get completed? Not really. Projects usually
- [You Pick the Project](https://simplarfoundation.org/business-of-construction/you-pick-the-project/) - Don't let the project pick you. In other words, don't be tempted to take any project that comes along. Too many contractors scour the marketplace for any project they might be able to snag. They fashion a bid that they think will be competitive but often err on the low side. Then the project picks
- [In Construction Reputation is Everything](https://simplarfoundation.org/business-of-construction/in-construction-reputation-is-everything/) - In the construction industry, build a reputation and you can build a business. Without a good reputation, you will find yourself at the mercy of wildly fluctuating, highly competitive markets where owners depreciate your value to the level of a commodity that can be purchased at bargain prices leaving little room for profit. Your reputation
- [Profitable Project Selection](https://simplarfoundation.org/business-of-construction/project-selection/profitable-project-selection/) - Profitability in construction begins with project selection. Ours is the only industry that signs a binding contract to sell our service for a fixed price, not knowing exactly what it will cost to provide that service. What's worse, we bid in a highly competitive environment against others eager for the job and bidding aggressively to
- [Profit is Our Theme for 2025](https://simplarfoundation.org/business-of-construction/profit-is-our-theme-for-2025/) - Profit is Our Theme for 2025 Construction industry profit margins are too low. The financial risk we take is too high. Too many competent contractors fail without warning. We need to improve our business management practices this year to improve margins and reduce risk. We don't need to learn how to manage a better construction
- [Looking Ahead to 2025](https://simplarfoundation.org/business-of-construction/looking-ahead-to-2025/) - Looking Ahead to 2025 Thomas C Schleifer, Ph.D. These are the topics we will be discussing in 2025. We'll be diving a little deeper and our treatment of each topic will be more granular. See you next year. Marketing Reputation Market segmentation Owner selection Project selection Acquisition Bidding Alternative forms Project suitability Growth Organizational Development
- [2024 - Review](https://simplarfoundation.org/business-of-construction/2024-review/) - My final thoughts for 2024. As this year nears its end, I am quite surprised. It may be my age, but I feel as if 2024 slipped away almost unnoticed. I thought we might pause, take a breath, and review what we have shared this year. Overview It is my mission to interact with experienced,
- [Leadership and Beyond](https://simplarfoundation.org/business-of-construction/leadership-and-beyond/) - A leader, as opposed to a manager or "boss", has a formidable responsibility to not only manage the current business, which generates significant revenue and needs continual incremental innovation to hit short-term success targets, but also to champion transformational innovation that will lead to future success. Unfortunately, I have found that most construction professionals are
- [From Boss to Leader](https://simplarfoundation.org/business-of-construction/from-boss-to-leader/) - Unique Construction Business In many aspects the construction industry is unique in all American business: It sells a service but produces a product. There is no ongoing transaction. Construction companies migrate from one project to the next. It’s like starting a new business each time. 99% of construction concerns remain in private hands forever. Contractors
- [Management by Objective](https://simplarfoundation.org/business-of-construction/management-by-objective/) - When they start their business, all contractors should have the same objective in mind: to make a profit. Carpenters may be building forms, concrete workers pouring slabs, electricians installing wiring, and plumbers laying pipe, but should also all have the same objective in mind: to make money. This is the objective of any business. Profits
- [From Founder to Leader](https://simplarfoundation.org/business-of-construction/from-founder-to-leader/) - When must a contractor grow beyond being an entrepreneur and become a leader? What is the difference? What are the circumstances that require this evolution? Why does this need to happen? What are the consequences if this transformation does not take place? The Entrepreneur Most contracting concerns are privately owned businesses founded by an entrepreneur.
- [Executing a Strategic Plan](https://simplarfoundation.org/business-of-construction/executing-a-strategic-plan/) - Entrepreneurs all have a goal in mind, but in the frantic world of the construction business founders often forget where they’re headed. For construction professionals the goal is usually in the form of developing their company in the image of a contractor they are trying to emulate like a successful competitor or a dominating regional
- [A Roadmap to Success](https://simplarfoundation.org/business-of-construction/a-roadmap-to-success/) - (If you've been following our weekly discussions, you can dive right in here. But if you haven't read last week's discussion, go back and read it before tackling this week's message. Last week we left off here: "Your vision of success was embedded in your psyche long before you realized it. Formal strategic planning is
- [Entrepreneurs Become Managers](https://simplarfoundation.org/business-of-construction/entrepreneurs-become-managers/) - Entrepreneurs Contractors begin as entrepreneurs. Entrepreneurs generally set out to turn random opportunities into viable organizations that create value. It is our mission to assist construction professionals to develop their own approaches, guidelines, and skills for evolving from optimistic entrepreneurs into professional business managers. The path from entrepreneur to manager has been well trodden by
- [Change Beliefs/Solve Problems](https://simplarfoundation.org/business-of-construction/change-beliefs-solve-problems/) - Unexamined beliefs about the contracting business often lead to management decisions that limit success. That's the whole point of this recent series of messages. Only after we recognize the existence and impact of unexamined beliefs can we alter our decision-making process. Let's examine a small sample of common beliefs: For Example Most successful construction professionals
- [Beliefs](https://simplarfoundation.org/business-of-construction/beliefs-2/) - For the past twelve weeks we have been examining the long-held but largely unexamined beliefs that subconsciously guide construction professional’s decision making. This week I would like to pause and closely examine the concept of "beliefs" and how they impact business decision making. What I Mean by Beliefs Core beliefs are the underlying ideas we hold
- [Opportunistic Growth vs. Planned Growth](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/opportunistic-growth-vs-planned-growth/) - For many years I have been cautioning about the risk inherent in accelerated growth. Construction professionals, however, have not been listening to these cautions because, unlike all other industries, construction has no ongoing business inertia. Contractors must acquire new projects to remain in business at all. The unique nature of the business is such that
- [31st Crisis-era Message to Contractors from Dr. Tom Schleifer: Profiting During Business Cycles](https://simplarfoundation.org/business-of-construction/weekly-construction-message/31st-crisis-era-message-to-contractors-from-dr-tom-schleifer-profiting-during-business-cycles/) - 31st Crisis-era Message to Contractors from: Dr Tom Schleifer Profiting During Business Cycles
- [Construction CFOs - They're Not Bean Counters](https://simplarfoundation.org/business-of-construction/financial-management-and-risk/construction-cfos-theyre-not-bean-counters/) - The construction business is complicated and requires trained specialists in many different fields to successfully accomplish each task.
- [The R-Score](https://simplarfoundation.org/business-of-construction/financial-management-and-risk/the-r-score/) - R-Score Formula – Measures the stability of a company’s available capital as it moves through the natural growth cycles of the construction industry.
- [Let's Talk Business - Good News](https://simplarfoundation.org/built-environment/managing-subcontractors/lets-talk-business-good-news/) - Looking forward to 2020 and beyond, technological innovation will be the catalyst of insured growth in productivity and profitability.
- [Best-in-Class Management 2022 - Managing Growth](https://simplarfoundation.org/business-of-construction/best-in-class-management-2022-managing-growth/) - In construction, there is no sustained business or growth without constantly initiating new projects. Project selection, therefore, is the contractor's essential management skill
- [Inadequate Working Capital](https://simplarfoundation.org/business-of-construction/financial-management-and-risk/inadequate-working-capital/) - [et_pb_section fb_built=”1″ custom_padding_last_edited=”on|tablet” admin_label=”Hero” _builder_version=”4.25.2″ _module_preset=”e68aa8c9-06e1-48cb-b82b-29ec720aed4c” use_background_color_gradient=”on” background_color_gradient_direction=”90deg” background_color_gradient_stops=”#ffffff 50%|rgba(255,255,255,0) 50%” background_color_gradient_overlays_image=”on” background_color_gradient_start=”rgba(0,0,0,0.5)” background_color_gradient_end=”rgba(0,0,0,0.75)” background_image=”https://simplarfoundation.org/wp-content/uploads/2024/07/0-c82348a4-78b9-4180-a9ef-0388b897dbaa.png” custom_padding=”10vw||10vw||true|false” custom_padding_tablet=”10vw||10vw||true|false” custom_padding_phone=”10vw||10vw||true|false” background_last_edited=”on|tablet” use_background_color_gradient_tablet=”on” background_color_gradient_direction_tablet=”180deg” background_color_gradient_stops_tablet=”#ffffff 70%|rgba(255,255,255,0) 70%” locked=”off” collapsed=”on” global_colors_info=”{}”][et_pb_row column_structure=”1_2,1_2″ _builder_version=”4.24.2″ _module_preset=”5138c454-be54-4233-bd3b-f8e6a8747976″ locked=”off” global_colors_info=”{}”][et_pb_column type=”1_2″ _builder_version=”4.23.1″ _module_preset=”73121f80-a3ef-4484-8763-c3f18e3c56d2″ global_colors_info=”{}”][et_pb_heading title=”Unlocking Procurement Excellence” _builder_version=”4.24.2″ _module_preset=”f0c675ea-2574-4d0e-b725-30f8550a8550″ title_level=”h4″ title_font=”Proza Libre|Cormorant Garamond_weight||on|||||” title_text_color=”#004b23″ title_font_size=”14px” title_letter_spacing=”1px” title_line_height=”1.4em” custom_margin=”||10px||false|false” title_font_size_tablet=”13px” title_font_size_phone=”13px” title_font_size_last_edited=”on|desktop” locked=”off” global_colors_info=”{%22#004b23%22:%91%22title_text_color%22%93}”][/et_pb_heading][et_pb_heading
- ["Where Ignorance is Bliss..."](https://simplarfoundation.org/built-environment/where-ignorance-is-bliss/) - A Case Study I was very young when I found myself running the field operation of the contracting firm my brother and I started. After a number of years, we were the successful bidder on a church nearby. We diligently submitted our first payment requisition to the architect expecting payment on time as clearly stated
- [Start With Function](https://simplarfoundation.org/uncategorized/start-with-function/) - The process of building an organization that can execute profitable construction contracts sometimes begins with asking your spouse to answer the phone two days a week. Regardless of how incidental it may feel, every time you hire new personnel you are building your organization. Many first-generation contractors tell me that their company gradually grew behind
- [You Are an Expert](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/you-are-an-expert/) - Do not be misled. Construction contractors are not manufacturing structures, or highways, and selling them to ultimate owners one piece at a time. We are selling construction services, much like business consultants are selling information services or law firms are selling legal services. What difference does it make? It makes all the difference in how
- [Unexamined Beliefs](https://simplarfoundation.org/business-of-construction/unexamined-beliefs/) - The construction industry is perhaps the best example of an industry built on firmly held but largely unexamined beliefs. Most contractors I have worked with over the last 30 years believe that: top line growth in sales is always good; their company can build anything; owners will pay when it suits them; capital is just
- [The Bean Counter Belief](https://simplarfoundation.org/business-of-construction/the-bean-counter-belief/) - Contractors usually start out as closely held companies that grow their business gradually over time. Many have formal education as engineers or constructors, but rarely do they have any business education or experience. Their first bookkeeper is often their spouse or some other relative. Even when they eventually hire an accounting firm to prepare year
- [No/Go Without CFO](https://simplarfoundation.org/uncategorized/no-go-without-cfo/) - I have often said that the first sign that a young contractor is developing business acumen is when they hire their first CFO. If you're operating any size construction business larger than $5 million annual turnover you must have a professional CFO. Period. No procrastination. You can make your loyal bookkeeper, cousin Martha, the "head
- [Experts Make Money](https://simplarfoundation.org/business-of-construction/experts-make-money-2/) - Big business starts as small business especially in the construction industry, which is primarily made up of tens of thousands of small and medium sized privately owned companies. Today I am addressing the contractors who are still of a size to be building their organizations for maximum profitability. Contractors who have grown over years tend
- [Cash is King](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/cash-is-king-2/) - [et_pb_section fb_built=”1″ _builder_version=”4.16″ global_colors_info=”{}”][et_pb_row _builder_version=”4.27.0″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” hover_enabled=”0″ global_colors_info=”{}” custom_margin=”-150px||||false|false” custom_margin_last_edited=”on|tablet” sticky_enabled=”0″ custom_margin_tablet=”-150px||||false|false” custom_margin_phone=”-150px||||false|false”][et_pb_column type=”4_4″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.16″ global_colors_info=”{}”] The definition of “working capital” in a contracting firm differs slightly from the classic accounting definition for other industrial concerns. Since contracting is not a “cash and carry” business where the product is
- [Step-by-Step Cash Flow Management](https://simplarfoundation.org/business-of-construction/step-by-step-cash-flow-management/) - [et_pb_section fb_built=”1″ _builder_version=”4.16″ global_colors_info=”{}”][et_pb_row _builder_version=”4.26.0″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” hover_enabled=”0″ global_colors_info=”{}” custom_margin=”-150px||||false|false” custom_margin_last_edited=”on|tablet” sticky_enabled=”0″ custom_margin_tablet=”-150px||||false|false” custom_margin_phone=”-150px||||false|false”][et_pb_column type=”4_4″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.16″ global_colors_info=”{}”] Managing cash flow in the construction business is a complex task that takes professional financial skills, flexibility, and constant focus. The elements of cash flow are all variables that could go for
- [Managing Cash Flow](https://simplarfoundation.org/uncategorized/managing-cash-flow/) - [et_pb_section fb_built=”1″ _builder_version=”4.16″ global_colors_info=”{}”][et_pb_row _builder_version=”4.26.0″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” custom_margin=”-150px||||false|false” custom_margin_tablet=”-150px||||false|false” custom_margin_phone=”-150px||||false|false” custom_margin_last_edited=”on|phone” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.26.0″ global_colors_info=”{}”] Managing Cash Flow Thomas C Schleifer, Ph.D. Few construction companies sell stock to the public to raise growth capital. Construction companies rely on the contractor’s invested capital, retained earnings, and various forms of borrowing to
- [The Second and Final Ingredient](https://simplarfoundation.org/business-of-construction/the-second-and-final-ingredient/) - [et_pb_section fb_built=”1″ _builder_version=”4.16″ global_colors_info=”{}”][et_pb_row _builder_version=”4.25.2″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” custom_margin=”-150px||||false|false” custom_margin_tablet=”-150px||||false|false” custom_margin_phone=”-150px||||false|false” custom_margin_last_edited=”on|tablet” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.16″ global_colors_info=”{}”] There are only two ingredients required to cook up a successful construction company: 1) Personnel and 2) Capital. When these two profit making assets are combined in the right proportions, construction companies thrive. In this
- [Keeping Your Team Intact](https://simplarfoundation.org/business-of-construction/keeping-your-team-intact/) - [et_pb_section fb_built=”1″ _builder_version=”4.16″ global_colors_info=”{}”][et_pb_row _builder_version=”4.25.2″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” custom_margin=”-150px||||false|false” custom_margin_tablet=”-150px||||false|false” custom_margin_phone=”-150px||||false|false” custom_margin_last_edited=”on|desktop” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.16″ global_colors_info=”{}”] Assembling a complete team of construction professionals is a gradual and sometimes frustrating process. As construction companies grow from small startups to regional contractors that dominate their market, the team that gets the company there
- [Training](https://simplarfoundation.org/business-of-construction/training/) - [et_pb_section fb_built=”1″ _builder_version=”4.25.2″ global_colors_info=”{}”][et_pb_row _builder_version=”4.25.2″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” custom_margin=”-150px|||-30px|false|false” custom_margin_tablet=”-150px|||-30px|false|false” custom_margin_phone=”-150px|||-30px|false|false” custom_margin_last_edited=”on|phone” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.16″ global_colors_info=”{}”] Construction companies sell construction services to owners of real property assets. We do not own structures or real property for sale. The collective expertise of our team is our only profit producing asset. We are
- [Recruiting](https://simplarfoundation.org/built-environment/labor-labor-issues/recruiting/) - [et_pb_section fb_built=”1″ _builder_version=”4.16″ global_colors_info=”{}”][et_pb_row _builder_version=”4.25.1″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” custom_margin=”-150px||||false|false” custom_margin_tablet=”-150px||||false|false” custom_margin_phone=”-150px||||false|false” custom_margin_last_edited=”on|phone” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.16″ global_colors_info=”{}”] As we said last week, most construction companies begin as closely held or family concerns. Gritty hard work leads to success. Jobs get bigger and more complex as the family digs in. Eventually, they reach
- [Assembling Assets](https://simplarfoundation.org/built-environment/assembling-assets/) - [et_pb_section fb_built=”1″ _builder_version=”4.16″ global_colors_info=”{}”][et_pb_row _builder_version=”4.25.1″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” custom_margin=”-75px||||false|false” custom_margin_tablet=”-75px||||false|false” custom_margin_phone=”-150px||||false|false” custom_margin_last_edited=”on|phone” hover_enabled=”0″ global_colors_info=”{}” sticky_enabled=”0″][et_pb_column type=”4_4″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.16″ global_colors_info=”{}”] Building a company is nothing more than assembling the assets that will enable the business to make a profit. In a service business like the construction industry, this means hiring the people who
- [A Construction Company IS Its Management Team](https://simplarfoundation.org/business-of-construction/a-construction-company-is-its-management-team/) - [et_pb_section fb_built=”1″ _builder_version=”4.16″ hover_enabled=”0″ global_colors_info=”{}” sticky_enabled=”0″][et_pb_row _builder_version=”4.25.1″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” hover_enabled=”0″ global_colors_info=”{}” custom_margin=”-150px||||false|false” sticky_enabled=”0″ custom_margin_last_edited=”on|desktop” custom_margin_phone=”-150px||||false|false” custom_margin_tablet=”-150px||||false|false”][et_pb_column type=”4_4″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.16″ global_colors_info=”{}”] A construction company does not have a management team. It is its management team. This is an important distinction to ponder. Contractors provide construction expertise to our clients for a fee.
- [Let's Make Money](https://simplarfoundation.org/built-environment/lets-make-money-2/) - [et_pb_section fb_built=”1″ admin_label=”section” _builder_version=”4.16″ global_colors_info=”{}”][et_pb_row admin_label=”row” _builder_version=”4.25.1″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” hover_enabled=”0″ global_colors_info=”{}” custom_margin=”-150px||||false|false” custom_margin_last_edited=”on|phone” sticky_enabled=”0″ custom_margin_tablet=”-150px||||false|false” custom_margin_phone=”-150px||||false|false”][et_pb_column type=”4_4″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text admin_label=”Text” _builder_version=”4.16″ global_colors_info=”{}”] The purpose of business is to make money. “Making money”, however, means different things to different people. To an employee, for example, it means to have a job and get
- [The Components of Contractor Value](https://simplarfoundation.org/business-of-construction/the-components-of-contractor-value/) - [et_pb_section fb_built=”1″ _builder_version=”4.25.1″ custom_margin=”||||false|false” hover_enabled=”0″ global_colors_info=”{}” custom_margin_last_edited=”on|phone” sticky_enabled=”0″ custom_margin_phone=”-200px||||false|false” custom_margin_tablet=”||||false|false”][et_pb_row _builder_version=”4.25.1″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” custom_margin=”||||false|false” hover_enabled=”0″ global_colors_info=”{}” custom_margin_last_edited=”on|phone” sticky_enabled=”0″ custom_margin_phone=”||||false|false” custom_margin_tablet=”||||false|false”][et_pb_column type=”4_4″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.16″ global_colors_info=”{}”] The value of a construction company is its ability to make money. This ability is made up of three components: Managerial Maturity Financial Capacity Market Position Managerial
- [Dead Reckoning](https://simplarfoundation.org/built-environment/dead-reckoning/) - [et_pb_section fb_built=”1″ _builder_version=”4.25.0″ custom_padding=”||||false|false” hover_enabled=”0″ global_colors_info=”{}” custom_margin=”-200px||||false|false” sticky_enabled=”0″][et_pb_row _builder_version=”4.25.0″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” custom_padding=”||||false|false” hover_enabled=”0″ global_colors_info=”{}” custom_margin=”-100px||||false|false” sticky_enabled=”0″][et_pb_column type=”4_4″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.16″ global_colors_info=”{}”] Anyone who has owned a boat has heard of dead reckoning. Dead reckoning is the process of calculating the current position of a moving object by using a previously determined position,
- [When Data Becomes Information](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/when-data-becomes-information/) - [et_pb_section fb_built=”1″ _builder_version=”4.25.0″ hover_enabled=”0″ global_colors_info=”{}” custom_margin=”||||false|false” custom_margin_last_edited=”on|phone” sticky_enabled=”0″ custom_margin_phone=”-200px||||false|false” custom_margin_tablet=”||||false|false”][et_pb_row _builder_version=”4.25.0″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” hover_enabled=”0″ global_colors_info=”{}” custom_margin_last_edited=”on|phone” custom_margin_phone=”-100px||||false|false” sticky_enabled=”0″][et_pb_column type=”4_4″ _builder_version=”3.25″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text _builder_version=”3.27.4″ global_colors_info=”{}”] As we discussed recently, UConn basketball coach Dan Hurley used strategic analysis to defeat Purdue in the national championship game. His example should clear up any confusion about the
- [Evolution](https://simplarfoundation.org/business-of-construction/evolution/) - [et_pb_section fb_built=”1″ admin_label=”section” _builder_version=”4.25.0″ hover_enabled=”0″ global_colors_info=”{}” custom_margin_last_edited=”on|phone” sticky_enabled=”0″ custom_margin_phone=”-200px||||false|false”][et_pb_row admin_label=”row” _builder_version=”4.25.0″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” hover_enabled=”0″ global_colors_info=”{}” custom_margin_last_edited=”on|phone” custom_margin_phone=”-100px||||false|false” sticky_enabled=”0″][et_pb_column type=”4_4″ _builder_version=”3.25″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text admin_label=”Text” _builder_version=”3.27.4″ global_colors_info=”{}”] Most contractors succeed without a formal strategic plan. So, why am I always banging away at strategic planning? Evolution. — Let me explain. No
- [Growing Out of "Closely Held"](https://simplarfoundation.org/business-of-construction/growing-out-of-closely-held/) - [et_pb_section fb_built=”1″ _builder_version=”4.24.3″ hover_enabled=”0″ global_colors_info=”{}” custom_margin_last_edited=”on|phone” custom_margin=”-125px||||false|false” sticky_enabled=”0″ custom_margin_tablet=”-200px||||false|false” custom_margin_phone=”-200px||||false|false”][et_pb_row _builder_version=”4.24.3″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” hover_enabled=”0″ global_colors_info=”{}” custom_margin_last_edited=”on|phone” sticky_enabled=”0″ custom_margin_tablet=”-100px||||false|false” custom_margin_phone=”-100px||||false|false”][et_pb_column type=”4_4″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.16″ global_colors_info=”{}”] The U. S. construction industry is made up of over a million closely held or family-owned businesses. Only 24 or .000024 % of them are owned by the
- [If You Don't Know Where You're Going You're Probably Not Going to Get There](https://simplarfoundation.org/business-of-construction/if-you-dont-know-where-youre-going-youre-probably-not-going-to-get-there/) - [et_pb_section fb_built=”1″ _builder_version=”4.24.3″ hover_enabled=”0″ global_colors_info=”{}” custom_margin_last_edited=”on|tablet” custom_margin=”-125px||||false|false” sticky_enabled=”0″ custom_margin_tablet=”-200px||||false|false” custom_margin_phone=”-200px||||false|false”][et_pb_row _builder_version=”4.24.3″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” hover_enabled=”0″ global_colors_info=”{}” custom_margin=”||||false|false” custom_margin_last_edited=”on|phone” custom_margin_tablet=”-100px||||false|false” sticky_enabled=”0″ custom_margin_phone=”-100px||||false|false”][et_pb_column type=”4_4″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.16″ global_colors_info=”{}”] This simple ancient Chinese proverb says enough. Unless a contractor knows where he or she is trying to take their business, they probably won’t get it there.
- [Dominoes](https://simplarfoundation.org/business-of-construction/dominoes/) - [et_pb_section fb_built=”1″ _builder_version=”4.24.3″ hover_enabled=”0″ global_colors_info=”{}” custom_margin_last_edited=”on|phone” custom_margin=”-125px||||false|false” sticky_enabled=”0″ custom_margin_tablet=”-200px||||false|false” custom_margin_phone=”-200px||||false|false”][et_pb_row _builder_version=”4.24.3″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” hover_enabled=”0″ global_colors_info=”{}” custom_margin_last_edited=”on|tablet” custom_margin_phone=”-100px||||false|false” sticky_enabled=”0″ custom_margin_tablet=”-100px||||false|false”][et_pb_column type=”4_4″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.16″ global_colors_info=”{}”] A successful contractor recently told me: “I find that running a contracting company is like playing with Dominoes. In this business, one thing just leads to another. Oh,
- [Strategic Magic](https://simplarfoundation.org/business-of-construction/strategic-magic/) - [et_pb_section fb_built=”1″ _builder_version=”4.24.3″ hover_enabled=”0″ global_colors_info=”{}” custom_margin_last_edited=”on|phone” custom_margin=”-125px||||false|false” sticky_enabled=”0″ custom_margin_tablet=”-200px||||false|false” custom_margin_phone=”-200px||||false|false”][et_pb_row _builder_version=”4.24.3″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” hover_enabled=”0″ global_colors_info=”{}” custom_margin_last_edited=”on|phone” sticky_enabled=”0″ custom_margin_tablet=”-100px||||false|false” custom_margin_phone=”-100px||||false|false”][et_pb_column type=”4_4″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.16″ global_colors_info=”{}”] UConn is neither the biggest nor the most prestigious college in the Big East Conference, yet they have just won the national basketball championship for the second time
- [We Interrupt Our Regular Programming...](https://simplarfoundation.org/business-of-construction/we-interrupt-our-regular-programming/) - [et_pb_section fb_built=”1″ _builder_version=”4.24.3″ hover_enabled=”0″ global_colors_info=”{}” custom_margin_last_edited=”on|phone” custom_margin=”-125px||||false|false” sticky_enabled=”0″ custom_margin_tablet=”-200px||||false|false” custom_margin_phone=”-200px||||false|false”][et_pb_row _builder_version=”4.24.3″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” hover_enabled=”0″ global_colors_info=”{}” custom_margin_last_edited=”on|tablet” custom_margin_phone=”-100px||||false|false” sticky_enabled=”0″ custom_margin_tablet=”-100px||||false|false”][et_pb_column type=”4_4″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.16″ global_colors_info=”{}”] …to bring you this bulletin: A solution to the construction industry’s shortage of skilled labor has been found… According To The Wall Street Journal… “Of all the decisions
- [Winning the War](https://simplarfoundation.org/business-of-construction/winning-the-war/) - [et_pb_section fb_built=”1″ admin_label=”section” _builder_version=”4.24.3″ custom_margin=”-125px||||false|false” hover_enabled=”0″ global_colors_info=”{}” sticky_enabled=”0″ custom_margin_last_edited=”on|desktop” custom_margin_tablet=”-200px||||false|false” custom_margin_phone=”-200px||||false|false”][et_pb_row admin_label=”row” _builder_version=”4.24.3″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” hover_enabled=”0″ global_colors_info=”{}” custom_margin=”||||false|false” sticky_enabled=”0″ custom_margin_last_edited=”on|desktop” custom_margin_tablet=”-100px||||false|false” custom_margin_phone=”-100px||||false|false”][et_pb_column type=”4_4″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text admin_label=”Text” _builder_version=”4.16″ global_colors_info=”{}”] Construction professionals have a vision of where they would like their company to go, but they’re usually so busy with their day-to-day business they
- [Warren Buffett's Beliefs](https://simplarfoundation.org/business-of-construction/growth/warren-buffetts-beliefs/) - The simplest definition of conglomerate is - a number of different things or parts that are put or grouped together to form a whole but remain distinct entities. What a perfect description of a construction company! As I have said so often in the past, each time a construction company takes on a new project,
- [Span of Control](https://simplarfoundation.org/built-environment/leadership/span-of-control/) - Growth and success are almost synonymous in the construction lexicon. There are a couple of reasons for this: Ongoing business for construction contractors is, in fact, new business. As soon as we sign one contract, we begin to look for the next. Contractors must continuously find new business just to stay in business. Therefore, growth
- [Corporate Darwinism](https://simplarfoundation.org/organization-transformation/corporate-darwinism-2/) - The term "Corporate Darwinism" was the title of a business book published in 1966 that tracked the stages of birth, growth, and death of the typical American industrial corporation. According to the research, all start-ups that survive pass through these five evolutionary stages: Existence - start-up - founder wears all hats. Survival - break even
- [From Art to Science](https://simplarfoundation.org/built-environment/from-art-to-science/) - Construction top executives come up through the ranks of the construction trades or through formal education which is usually in construction management or engineering degree. This genesis bends the construction professional’s profile toward the hands-on builder who, it must be said, has erected the world's entire built infrastructure. However, successful contractors often find themselves at
- [Old Beliefs = New Risks](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/old-beliefs-new-risks/) - This year we have been examining the reality that our beliefs impact our business decision making. From the very beginning as children, we lay down little truths in our brain stem that never again come up for examination. This is how the human brain helps the race survive. Accumulating unexamined beliefs goes on for the
- [Look Before You Leap](https://simplarfoundation.org/built-environment/look-before-you-leap/) - There is no time like the present. 2024 is our year to improve profit margins, increase cash flow, and stabilize our businesses. We will begin at the beginning when we prepare bids and sign contracts. This is the first tentative step we all take into the mine field of profitability. Without careful planning we could
- [Trust Your Gut](https://simplarfoundation.org/business-of-construction/project-selection/trust-your-gut/) - I have railed against low bid contracting for many years as the root cause of shrinking contractor profit margins and increasing contractor failure. In principle, it is an insane way to do business (selling a product for the lowest price rather than the highest price the market will bear) but this acquisition method is woven
- [Before-During-After Signing](https://simplarfoundation.org/business-of-construction/before-during-after-signing/) - In the dance between customer and branding or reputation, current business marketing theory breaks down the experience into three stages - before, during, and after - purchase. Research shows the advantages of considering the customer journey more holistically, and the proven benefits of ensuring that experiences stay consistently positive and improve over time; are punctuated
- [Take the Road Less Traveled](https://simplarfoundation.org/built-environment/business-strategic-and-project-planning/take-the-road-less-traveled/) - The title of this blog is our theme for 2024. It is too hard to make good money in our industry these days. Contractors risk their own capital taking on enormous and highly complex projects that require expert knowledge and execution and often last for years. But, notwithstanding the enormous effort and expertise it takes
- [Let’s Make Money](https://simplarfoundation.org/business-of-construction/lets-make-money/) - Let me begin 2024 by saying thank you to everyone who participated in our construction business management dialogue in the last eight years. We began the Weekly Construction Message with a few construction industry professionals and academics debating business concepts. We ended last year with more than 20,000 readers. It is clear that everyone is
- [The Bookie and The Bettor](https://simplarfoundation.org/business-of-construction/financial-management-and-risk/the-bookie-and-the-bettor/) - Every bet has a winner and a loser. The bookie always wins a little, but the bettor often loses a lot. What’s the difference? The Recognition and Management of Risk. Risk Recognition Both the bookie and the bettor recognize that every bet has a winner and a loser. They both recognize risk but respond differently.
- [Self-Confidence is a Belief](https://simplarfoundation.org/business-of-construction/financial-management-and-risk/self-confidence-is-a-belief/) - Over my career as a contractor, educator, and consultant to the construction industry I have worked with hundreds of different contractors that were as dissimilar as chalk and cheese. They were short or tall, large or trim, but they were all self-confident. No one has the daring to become a contractor without an ample dose
- [Risk Mitigation](https://simplarfoundation.org/partnering-planning-pm/risk-mitigation/) - Risk Mitigation Thomas C Schleifer, Ph.D. Thirty-five years ago, I initiated research that resulted in ranking construction contracting #2 in business failure rate (restaurants are #1). That data inspired me to begin ongoing research into the causes of construction business failure. It’s Not About Failure The thousands of contractors who attended my seminars on the
- [We Are Builders](https://simplarfoundation.org/business-of-construction/risk-management/we-are-builders/) - If you say “contracting” to anyone they immediately think of “construction”. The “building” industry has become identified with the signing of a contract at the point of sale. “Builders” have become “contractors” in the eyes of the public. This misidentification has become so prevalent that even “builders” now see themselves as “contractors”. It’s something like
- [Playing Against Marked Cards](https://simplarfoundation.org/business-of-construction/playing-against-marked-cards/) - If you’ve been with me these past two months, you know that I have finally begun to take the lid off our industry. It is no longer any secret that I believe contractors have been gradually taken advantage of by the purchasers of construction services. Congress began the injustice in the early 20th century by
- [Ready-Fire-Aim](https://simplarfoundation.org/business-of-construction/financial-management-and-risk/ready-fire-aim/) - Capital capacity is just a fancy way of saying having enough cash around to finance projects ongoing plus projects under consideration. The construction industry is grossly undercapitalized. This, I believe, is the primary risk factor that contractors deal with daily whether they realize it or not. Unlike every other industry in America, construction companies rarely
- [Two Major Risk Factors](https://simplarfoundation.org/business-of-construction/two-major-risk-factors/) - The two major risk factors built into contracting: 1) Chronic under-capitalization 2) Highly complex transaction Chronic Under Capitalization Every contractor I have worked with over these past 40 years has been plagued by cash flow problems at one time or another. As we discussed last week, the contracting transaction stacks the cash flow deck
- [Estimating Working Capital Capacity](https://simplarfoundation.org/business-of-construction/business-failure/estimating-working-capital-capacity/) - The process of estimating and preparing bids is one of our most essential management tasks, including direct and indirect costs. Professional estimators have a detailed knowledge of construction materials, specifications, techniques, codes, and pricing trends as they go through the following procedures: Review bid package. Conduct a site visit. Perform a material takeoff. Solicit pricing
- [Eye On the Ball](https://simplarfoundation.org/business-of-construction/eye-on-the-ball/) - The first rule in both baseball and golf is keep your eye on the ball. The best hitters in baseball say they can sometimes actually see the ball hit the bat. Ben Hogan, one of golf’s greatest, claimed that the visual image that stayed with him after he hit a ball was the empty spot
- [A Complex Financial Transaction](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/a-complex-financial-transaction/) - Our ongoing discussion on the importance of managing the flow of cash into and out of a construction contractor's balance sheet identified the two major financial risk factors that contractors face: (1) a chronic shortage of working capital; and (2) a highly complex financial transaction. Chronic Shortage of Working Capital Unlike all other major industries
- [My View of the Construction Industry](https://simplarfoundation.org/business-of-construction/my-view-of-the-construction-industry/) - I started my career in construction as a carpenter apprentice decades ago. My brother and I eventually formed our own general contracting business that operated continuously until last year when my brother retired. Years ago, while running our start-up contracting business, I realized that I was learning how to build, but I knew nothing about
- [Beliefs](https://simplarfoundation.org/business-of-construction/beliefs/) - Beliefs are firmly held convictions that go largely unexamined but nonetheless influence our decision making without us being aware of them in the background of our thinking. In last week's message, I listed ten beliefs that influence construction professionals’ thinking about the business of construction that surfaced over 40 years of research. I asked readers
- [How Beliefs Influence Decision Making](https://simplarfoundation.org/business-of-construction/how-beliefs-influence-decision-making/) - What is clear after 50 years of research into the business of construction is that construction professionals make business decisions based on their beliefs. Beliefs are firmly held convictions that go largely unexamined but nonetheless strongly influence our decision making without us being aware of them in the background of our thinking. If these beliefs
- [Construction Leadership Network Conference: Building the Future](https://simplarfoundation.org/business-of-construction/construction-leadership-network-conference-building-the-future/) - Get ready to transform your business and gain a competitive edge in the construction industry. The Construction Leadership Network Conference is scheduled for October 30th to November 1st. This is a golden opportunity to learn from industry experts and thought leaders. What Every Construction Leader Should Know About the Future The future of construction
- [From Builder to Manager](https://simplarfoundation.org/built-environment/from-builder-to-manager/) - From Builder to Manager Thomas C Schleifer, Ph.D. With the possible exception of prostitution, construction is the world’s oldest industry. It is, however, a business unlike any other. All modern industrial companies introduce a product or service to the marketplace and after a short test period promote widespread product utilization, gain sufficient market share, and
- [Big Small Business](https://simplarfoundation.org/business-of-construction/big-small-business/) - Big Small Business Thomas C Schleifer, Ph.D. The oldest known structure on earth Göbekli Tepe, the remains of a temple at an archeological site in Southeastern Turkey dated back to 9500 - 8000 BC marks the earliest example of what we now call the construction industry. Construction holds a prominent place in the US economy,
- [A Flawed Business Model](https://simplarfoundation.org/business-of-construction/a-flawed-business-model/) - A Flawed Business Model Thomas C Schleifer, Ph.D. Construction organizations often select projects to fill their growth goals, satisfy their need for immediate cash flow, capture work near their headquarters, keep their crews busy, serve owners they have worked for before, and/or explore new types of work. The only thing that really matters is do they
- [Managerial Maturity](https://simplarfoundation.org/business-of-construction/managerial-maturity/) - Managerial Maturity Thomas C Schleifer, Ph.D. Back in the day when I started as a contractor, construction was still considered a custom product and my brother and I enjoyed sufficient profit margins despite our inexperience and limited management training. In other words, we were working with 10 to 15% profit margins, and made money despite
- [The Death of Expertise](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/the-death-of-expertise/) - The Death of Expertise Thomas C Schleifer, Ph.D. The invention of the internet, powerful search engines, and the cellphone have made supposed experts of almost everyone. Some doctors are actually retiring early because they are tired of arguing with patients who use the internet to self-diagnose and prescribe for themselves the drugs they see on
- [“Ya Puts Up Ya Money…Ya Takes Yer Cherce”](https://simplarfoundation.org/built-environment/project-selection-built-environment/ya-puts-up-ya-moneyya-takes-yer-cherce/) - “Ya Puts Up Ya Money…Ya Takes Yer Cherce” Thomas C Schleifer, Ph.D. So says Charles Dickens’ racetrack tout in his native cockney accent. This colorful character in Dickens’ 19th century novel describes construction contracting more accurately and concisely than all the scholars in all the business schools in all the universities in America. Texas Hold
- [We Are the World](https://simplarfoundation.org/business-of-construction/we-are-the-world/) - We Are the World Thomas C Schleifer, Ph.D. The construction industry functions in a world economy beyond our national borders. The United States is the 2nd largest importer of building construction materials in the world, importing most of it from China, South Korea, and Germany. Materials According to construction industry experts, steel, concrete, and wood
- [Contractors Were Right](https://simplarfoundation.org/business-of-construction/contractors-were-right/) - Contractors Were Right Thomas C Schleifer, Ph.D. Since the beginning of 2023 I have been cautioning contractors to beware of the potential for a coming recession. To my frustration, contractors have been ignoring us and pressing on with business as usual. “It will all work itself out like it always has,” they said. “Let’s take
- [Tony the Temper](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/tony-the-temper/) - Tony the Temper Thomas C Schleifer, Ph.D. Contractors and their senior executives don’t pull wire, pour concrete, drive nails, or dig holes. They don’t do the estimating, scheduling, or accounting for ongoing work. Once a contract is signed and a project is underway, they begin to look around the market for the next project. They
- [True or False](https://simplarfoundation.org/business-of-construction/true-or-false/) - True or False Thomas C Schleifer, Ph.D. Beliefs The human brain is a problem-solving instrument that learns how to care for its host through experience. Its job is to keep us safe from harm and, as it makes its journey through life, it remembers the choices that work along the way. These successful experiences harden
- [Experts Make Money](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/experts-make-money/) - Experts Make Money Thomas C Schleifer, Ph.D. Because too many construction projects are priced through a low-bid auction process, contractors have only minimal control over their selling price. Expense inflation over the extended life of a project is hard to control. With more and more owners considering construction a commodity causing downward pressure on selling
- [Secrets To Success](https://simplarfoundation.org/built-environment/leadership/secrets-to-success/) - Secrets To Success Thomas C Schleifer, Ph.D. Last week we posted the final blog in our series on managing a construction company in disorderly markets. Today we begin a series on the secrets to construction business success. Much attention has been paid to contractor failures because we can learn a lot from them. However, this
- [Keeping the Team Together](https://simplarfoundation.org/business-of-construction/keeping-the-team-together/) - Keeping the Team Together Thomas C Schleifer, Ph.D. “A closely held construction company can be defined at any given point in its life cycle as the sum and substance of its experience. Almost all of that sum and substance has been created by, and resides in, people, particularly and proportionately among the firm’s senior managers.
- [Firing Up the Team](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/firing-up-the-team/) - Firing Up the Team Thomas C Schleifer, Ph.D. Successful construction professionals build a team in four successive steps: 1. Recruit 2. Train 3. Motivate 4. Retain. This week we’ll take a closer look at motivation. Many in our industry are tough, hands-on personality types with little interest in “attending to” the troops and consider anything beyond
- [The Secret to Training](https://simplarfoundation.org/built-environment/leadership/the-secret-to-training/) - The Secret to Training Thomas C Schleifer, Ph.D. Apprentice training programs for the construction trades follow a well-established protocol. For the most part apprentices are trained on the job for three or four years before they are considered journeymen or women. Unions and “merit shop” organizations provide classroom training to supplement OJT and certify workers
- [Secrets to Recruiting](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/secrets-to-recruiting/) - Secrets to Recruiting Thomas C Schleifer, Ph.D. Most of us in the industry rarely consider construction contracting a service but, of course, that’s exactly what it is. Contractors assemble a team of “experts” who in turn provide construction services to private owners and/or government agencies. Assembling a team of experts is a construction organization’s primary
- [Our Team is Our Business](https://simplarfoundation.org/procurement/our-team-is-our-business/) - Our Team is Our Business Thomas C Schleifer, Ph.D. The Greatest Generation After World War II the construction industry boomed in the U.S. The G.I.s who saved the world from the evils of Hitler, Mussolini, and Hirohito were proud of what they had accomplished but humbled by the horrors of war. They were eager to
- [It Takes a Team](https://simplarfoundation.org/business-of-construction/it-takes-a-team/) - It Takes a Team Thomas C Schleifer, Ph.D. Even with a visionary founder or CEO firmly in control, a professional team is necessary to execute the founder’s or CEO’s vision of success. As I referenced in last week’s message, day to day management of construction work is like jumping from stone to stone. However, corporate
- [Working Capital Q&A](https://simplarfoundation.org/business-of-construction/working-capital-qa/) - Working Capital Q&A Thomas C Schleifer, Ph.D. Our current series of messages on managing working capital during this post pandemic disrupted economy has ignited questions from every corner of the construction industry. Today I will endeavor to answer a sample and encourage anyone who has a question to send it along to me at tschleifer@aol.com,
- [Envisioning The Future](https://simplarfoundation.org/business-of-construction/envisioning-the-future/) - Envisioning The Future Thomas C Schleifer, Ph.D. “What do you mean by envisioning the future?” was the first question I received just minutes after posting last week’s message. Whenever a poetic phrase like that occurs to me, I often hesitate to use it because I suspect that few of my readers are poets. However, I
- [Planning the Present](https://simplarfoundation.org/business-of-construction/planning-the-present/) - Planning the Present Thomas C Schleifer, Ph.D. Managing working capital during this post pandemic disrupted economy has led to many questions from contractors. I have condensed all the questions on how to plan for the future economy into one synthetic question: Syn Q. - How can I plan for the future when all the experts
- [Working Capital Engineers](https://simplarfoundation.org/business-of-construction/working-capital-engineers/) - No sane construction professional would prepare a bid or start a job without input from the estimators, designers and/or engineers, and project managers. After scrutinizing specifications and understanding quality standards, this team supervises the work and polices it for compliance. No construction project would get from conception to successful completion without their efforts.
- [Managing Working Capital ](https://simplarfoundation.org/business-of-construction/financial-management-and-risk/managing-working-capital/) - The roots of the stock market can be traced back to the early 1600’s and the NYSE traces its origin to the 1790s. Since then, American industry has been addicted to growth. The value of shares in public company are based on a company’s ability to gain market shares and generate more profit in the future – in other words, grow. Think of the Ford Motor Company or…it recent times…Apple. Most tech industry shares continue to grow even though many companies operate in the red for many years. The capital needed for growth is provided by the public who clamor for these stocks. Unfortunately, the construction industry does not have access to this growth capital. The construction industry faces a dilemma…it needs external growth to accumulate capital, but it needs capital to finance growth.
- [The Haves and Have-Nots](https://simplarfoundation.org/built-environment/leadership/the-haves-and-have-nots/) - Unlike rampant inflation, supply chain collapse, or a sudden descent into recession; trends creep up without us noticing. We have already discussed the gradual shortage of skilled labor that is now haunting our industry and concluded that the construction labor force will never again look like it did in the 20th century. It has been happening without us noticing like an ocean swell that suddenly becomes a wave and breaks over the beach.
- [Make Friends with Trends](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/make-friends-with-trends/) - We have been discussing managing construction companies profitably under post-pandemic disruptive market conditions. Studying what we labeled “disruptions” (run-away cost inflation, impending recession, supply chain interruptions, and a chronic shortage of skilled labor) we determined that some of these “disruptions” (like the shortage of skilled labor) are long-term industry trends that have been creeping up on us for years and that we have no control over.
- [Innovation](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/innovation/) - The construction industry has changed at its core. Most of the labor force that delivered construction services to the nation has retired and taken their unique level of expertise, productivity, and efficiency with them. Those of us left behind are charged with recreating our industry. We need to determine how we will deliver a renewed level of productivity, and efficiency to a legacy industry that tends to become “stuck in its ways”.
- [Game Changer](https://simplarfoundation.org/business-of-construction/game-changer/) - When Brady left the Patriots, that was a game changer. When Mahomes went to the Chiefs, that was a game changer. When the baby boomers retired from construction, that was a game changer. Let’s face it. The baby boomers built modern America and the construction industry along with it. Without them, we’ve got a whole new ballgame.
- [Adapting To Trends](https://simplarfoundation.org/business-of-construction/adapting-to-trends/) - If you’ve been with us since the first of the year, we have been discussing managing risk under the disrupted market conditions of 2023. The risk factors of inflation, recession, labor scarcity, and supply chain snags have combined to disrupt normal market conditions and put contractors at risk of financial loss. In addition, some of these risk factors have morphed from cyclical risk factors into long term industry trends. The shortage of skilled labor is one of the risk factors that has lasted long enough to become a trend. We make a distinction between market trends and cyclical risk factors because they must be managed very differently.
- [Navigating Trends](https://simplarfoundation.org/business-of-construction/navigating-trends/) - Contractors by nature are gamblers. In our minds, the bigger the risk, the bigger the payoff. The problem is that not every project pays off, especially in these times of skilled labor shortages, supply chain issues, and low-bid mandates. These are not one and done issues. They are trends and are not going away any time soon. So, what is a contractor to do? Successful contractors measure risk. They calculate the profitability with recognition of those risks. Successful contractors recognize risk in advance and navigate around it, they don’t try to dodge it at the last second.
- [Climate Change (in construction)](https://simplarfoundation.org/business-of-construction/climate-change-in-construction/) - As the saying goes, denial is not just a river in Africa. Many general contractors believe that since hiring skilled workers is the sub’s job, there is nothing they can do regarding the skilled labor shortage in construction. As with most things, denial is just going to end up biting us in the rear end. Learning to live with it, is not of way of denying it. It means recognizing the issue, analyzing the impact on profits, and taking steps to mitigate the problem.. As with any journey, it starts with the single step.
- [What a Crazy Business](https://simplarfoundation.org/built-environment/what-a-crazy-business/) - “Picture if you will…” (a nod to Rod Serlng) a construction industry where there is no-bid requirements, where a contract would be a “fee for services” contract, and the contractor would take no pseudo-ownership of the project. In other words, the owner of project assumes most if not all of the risk. Yes, that does seem out of this world and will probably never come to pass but it is a good idea to awaken construction professionals to the magnitude of the risks we take on in the normal course of the contracting business, often without realizing it. It is time to think “outside the box” and look for novel solutions to plugging the risk holes in our industry.
- [Identifying Risk](https://simplarfoundation.org/business-of-construction/identifying-risk/) - There is little doubt that an impending recession, a continued shortage of skilled labor, kinks in the supply chain, and inflated costs will challenge even the nimblest contractors in 2023. The recognition of specific risk factors in every new job under consideration and a simple way to measure their impact on profitability is essential to contractor success and survival.
- [Keep Your Eye on the Ball](https://simplarfoundation.org/business-of-construction/keep-your-eye-on-the-ball/) - Some forecasters a predicting an “Capra-esque” 2023, while others are certain we are smack-dab in the middle of an M. Night Shyamalan plot. Some even think that since the pandemic is waning and that the Ukraine war is at a stalemate, this inflation fueled economy may be short lived. The problem with letting the feelings of optimism in is that we risk taking our eye off the ball. We begin to minimize the dangers of this economy and start seeing opportunities. In other words, accurate risk assessment may go out the window.
- [How Much is Enough?](https://simplarfoundation.org/built-environment/how-much-is-enough/) - In this first series of messages for 2023 we’re looking at how to professionally manage a construction firm’s capital position to ensure enough liquidity to see the firm through an inflation/recession economy that can threaten reliable cash flow. The amount of money required to run a business varies by company and industry. For a closely held construction company, the exposure is that it can cease operations very quickly if it runs out of cash and credit.
- [Capital Management](https://simplarfoundation.org/business-of-construction/capital-management/) - After New Year’s, prognosticators gave up pretense and predicted recession for 2023. The Fed, they now admit, waited too long to take action and its current aggressive interest rate hikes are pushing the economy into a recession while not yet tamping down inflation to their acceptable level (2-3%). In other words, contractors will likely have to navigate an economy in 2023 plagued by both inflation and recession.
- [CFOs Tackle Supply Chain](https://simplarfoundation.org/business-of-construction/cfos-tackle-supply-chain/) - Welcome to 2023. The turning of the calendar page is an artifice that has taken on unrealistic significance. We’re all happy 2022 is over and believe that 2023 will be a “new year”. In business, that of course is nonsense. Life unfolds in a continuum of cause and effect from one day to the next. What happens in 2023 will be a result of what we did in 2022; no more, no less.
- [Capital Capacity](https://simplarfoundation.org/business-of-construction/financial-management-and-risk/capital-capacity/) - American industries have had (and are still having – think the tech sector or big pharma) phenomenal growth due to capitalization by Wall Street. The construction industry is unique in that is has not been (for the most part) financed by public equity. So, when faced with a future of rampant cost inflation how can construction companies stay solvent? The answer is in a competent CFO who can estimate the “capital capacity” to keep your construction concern solvent.
- [The R-Score](https://simplarfoundation.org/business-of-construction/the-r-score-2/) - The construction business is one of the most complicated enterprises in the world. Is the valuation based on current projects, past projects, or future projects? What is the “Sales-To-Total Assets ratio? There is so many variables in this business it is surprising that many knowledgeable contractors tend to use their “gut feelings” as a barometer for performance and are surprised to find out they had run out of cash. For the bumpy road ahead in 2023 and 2024, a savvy contractor will need to utilize their CFO and pay attention to their financial reports.
- [The Contracting Business](https://simplarfoundation.org/business-of-construction/the-contracting-business/) - Construction projects are high-risk, highly complicated endeavors. Successful contractors are risk-takers capable of juggling multiple projects while motivating a highly dynamic workforce. Low-bid acquisition imposed by the government to combat its own corruption has disrupted the industry’s pricing process and eroded profit margins. Jack Welch, former CEO of GE, and an engineer by training, when asked about his success, replied that the application of scientific principles was the only road to success. Thirty years of research by the author of this blog has shown this to be true time and time again. The question then becomes how do you get there, from here.
- [Beware DE-flation](https://simplarfoundation.org/business-of-construction/beware-de-flation/) - Industry prognosticators are predicting a slowing of the construction market in 2023 and possibly beyond. This “slowing” may actually be a flattening and many contractors, in order to keep the cash flowing are bidding on more and more projects with less and less room for profit. Couple this with an 15% or more increase in wages and materials and what is left is a recipe for disaster. To withstand the disaster, construction professions need to “manage for profit” not “manage for growth.”
- [Can You Be Flexible?](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/can-you-be-flexible/) - The construction business does not fit the traditional management theory taught at all the nation’s prestigious business schools. The construction business is performed through a partnership of independent specialists over which there is limited control by the contractor. When the top line growth chart slants downward, the contractor can rarely trim overhead fast enough to maintain profitability. This peculiarity within the construction business give rise to the concept of “Flexible Overhead.”
- [Cash is King](https://simplarfoundation.org/business-of-construction/cash-is-king/) - Contractors rarely have enough cash on the balance sheet to see them through down markets, particularly if banks pull back on their lines of credit which happens in market downturns. Borrowing against receivables shrinks to a trickle with less new business coming in and the common practice of front-loading payment requisitions drains cash out of ongoing work so the cash crunch can happen almost immediately upon a market downturn.
- [Navigating Stormy Seas](https://simplarfoundation.org/business-of-construction/navigating-stormy-seas/) - To paraphrase Rudyard Kipling…” If you can keep your head when all of those around you are losing theirs…” this has never rung more true than today in this economic downturn. Will you grab up every job available whether you have the manpower or experience? Or will you sit back and enjoy a brandy and engage in some strategic thinking?
- [CLEAN UP YOUR BOOKS](https://simplarfoundation.org/built-environment/clean-up-your-books/) - As we have discussed before, the shrinking recessionary market, profit margins are shrinking and contractors who are undercapitalized will be in jeopardy. Thirty years of research has shown that the inability to produce dependably accurate financial statements is a consistent theme in business failure. If you feel uncomfortable with the accounting reports you are receiving, you must “clean up your books.” This is where a professional CFO with real construction experience can keep your company on an even keel and move forward through the waves of the disorderly market we are facing.
- [Consolidation](https://simplarfoundation.org/business-of-construction/consolidation/) - This post-COVID economic environment is not a normal market. It is a disorderly market that will haunt construction for years. The normal routine of chasing any work that will keep the company busy in a future of rampant cost inflation, supply shortages, labor shortages, and inflation-fighting interest rate increases by the Fed (that may bring on recession) will only serve to gradually force many small and mid-size firms into financial distress or worse. We are in an unstable economic environment that demands new strategic thinking.
- [IF](https://simplarfoundation.org/business-of-construction/if/) - Experts agree that the coming year will be a difficult one as bid amounts will continue to rise, private owners will balk and public owners will be hesitant to spend the public’s money. Construction professionals who resist change and carry-on doing things the same old way will probably a formula for disaster. For the time being, construction professionals need to conceive and adopt an entirely new approach to their business.
- [Productivity - The Only Way Out](https://simplarfoundation.org/business-of-construction/productivity-the-only-way-out/) - The construction industry is still treating this trending shortage of skilled labor as if it were a temporary fly in the ointment. Contractors are competing for their competitor’s workers with pay and benefit incentives.
- [Defense Mechanisms](https://simplarfoundation.org/business-of-construction/defense-mechanisms/) - The construction industry is currently in the midst of “bottom-line recession”, or a dramatic erosion of profits caused by runaway cost inflation. Runaway cost inflation is dangerous as it cannot immediately be passed onto consumers and thus our already slim profit margins are slipping away. Defense mechanisms are needed to ensure survival…
- [Recession – Yes or No?](https://simplarfoundation.org/business-of-construction/recession-yes-or-no/) - Recession yes or recession no? Unfortunately, yes. The construction industry has already entered a recession caused by spiraling wages and cost of materials. If it is a short recession, there may be not much of an impact on our industry as we always look to growth by having projects contracted for the future. If it is a long recession, then construction industry professionals will need to reverse fields and change the way we traditionally do business.
- [A Day in The Life of A "Best-In-Class" Contractor](https://simplarfoundation.org/business-of-construction/a-day-in-the-life-of-a-best-in-class-contractor/) - We call contractors who fit the management profile that the Construction Company Self-Analysis Prgraom outlies , "Best-in-Class". What exactly does that look like when transfered to the daily life of a contractor?
- [In The Eye of the Beholder](https://simplarfoundation.org/business-of-construction/in-the-eye-of-the-beholder/) - The results of my research taught me that most successful contractors manage their organizations in a similar fashion, and all contractors could increase their chances of long-term profitability if they would emulate successful (profitable) practitioners. To enable contractors to emulate the most successful, I designed the Construction Company Self-Analysis Program.
- [Back To the Beginning](https://simplarfoundation.org/business-of-construction/back-to-the-beginning/) - The construction industry has the 2nd highest failure rate in American industry. While big & little companies fail daily, new construction companies take their place. Find out what you can do to minimize risk and maximize growth.
- [The Next Normal](https://simplarfoundation.org/business-of-construction/the-next-normal/) - The construction market is no longer facing temporary disruptions but long-term trends. The successful contractor will need to be nimble to adjust their company’s strategic plan to go with the flow into the next normal. In this article we examine 4 strategies to help achieve that flow.
- [Disruption](https://simplarfoundation.org/business-of-construction/disruption/) - The disruptions the construction industry has been facing over the last few years are actually trends and are not temporary and will not dissolve naturally as the pandemic recedes.
- [Building A Stable Organization from Within](https://simplarfoundation.org/business-of-construction/building-a-stable-organization-from-within/) - The construction industry needs a whole new human resource paradigm to change how we think about the individual employees that collectively make up our organizations.
- [Strategic Flexibility--Managing in Disorderly Markets](https://simplarfoundation.org/business-of-construction/strategic-flexibility-managing-in-disorderly-markets/) - Contractors, like political leaders are making management decisions based on conditions we are not familiar with from past experience. The rub is, however, governments had no experience dealing with this post-pandemic disorderly market and, even with the best of intentions, their decisions were inappropriate and ineffective.
- [Disorderly Markets--A Case Study](https://simplarfoundation.org/built-environment/disorderly-markets-a-case-study/) - Contractors are used to managing in volatile markets that go up and down in predictable cycles. This post-pandemic market, however, is not simply cyclical or volatile. It is disorderly.
- [The CFO Risk Manager](https://simplarfoundation.org/business-of-construction/the-cfo-risk-manager/) - It is time to bring the CFO out of the back office and join him or her in an active risk management program.
- [Making Book](https://simplarfoundation.org/business-of-construction/making-book/) - By isolating the most common causes of project failure, then weighting them according to their impact on the thousands of case histories I used in the sample, I found that the causes of project failure were both identifiable and measurable, and that the Project Selection Program could predict with an excellent degree of accuracy whether a contractor could complete a project successfully/profitably.
- [Project Selection Realities](https://simplarfoundation.org/business-of-construction/project-selection-realities/) - While choosing projects is always a gamble, a skilled CEO will use his/er experts (CFos or senior accountng managers) to set the odds in their favor.
- [The Gambler](https://simplarfoundation.org/business-of-construction/the-gambler/) - Every bid submitted and contract signed should only be executed after data experts (your estimators and your Chief Financial Officer) have analyzed the relevant economic environmental factors (impact of inflation, labor costs, supply shortages) and have assessed the bottom-line risk of winning or losing.
- ["It's Not My Job"](https://simplarfoundation.org/business-of-construction/its-not-my-job/) - We are no longer the industry of our fathers and grandfathers, and we will not prosper if we do not understand what that entails. There is no easy fix for our labor shortage. But there is a fix in a collective and determined effort.
- [Employee Engagement](https://simplarfoundation.org/business-of-construction/employee-engagement/) - With almost 50% of the construction workforce retiring in the next decade, the construction industry must find new and innovative ways to attract younger workers.
- [Patience](https://simplarfoundation.org/business-of-construction/patience/) - The current market is approaching a "disorderly" status. What does that mean for contractors? What are a contractor's options?
- [Recession Potential](https://simplarfoundation.org/business-of-construction/recession-potential/) - Most experts agree that a recession is on the horizon, however, what they can't agree on is what it will look like for the construction industry. Let's look back on how the last recession hit the construction industry to see what the coming recession might look like.
- [Economic Schizophrenia ](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/economic-schizophrenia/) - Surging inflation, global energy supply shortages, Russia's invasion of the Ukraine, and Chinese pandemic-related disruptions to economic activity have brewed the perfect storm of economic instability.
- [No Guesses - No Surprises, Number Two](https://simplarfoundation.org/business-of-construction/financial-management-and-risk/no-guesses-no-surprises-number-two/) - We can all agree that being able to factor market volatility into a construction company’s cash flow plan is nearly impossible. However, a savvy CFO will be able to do just that using data provided by Engineering New Record and the Construction Financial Management Association.
- [No Guesses - No Surprises](https://simplarfoundation.org/business-of-construction/no-guesses-no-surprises/) - No Guesses - No Surprises Cash flow mismanagement is a primary cause of construction business failure. Many contractors started their business undercapitalized and had to apply the art of cash flow management by “kiting” checks, overdrawing working capital lines of credit, and “informal” borrowing from suppliers to get over the rough spots. As these businesses
- [The Science of Cash Flow Management](https://simplarfoundation.org/business-of-construction/financial-management-and-risk/the-science-of-cash-flow-management/) - Because the cash flow statement is a critical management tool, your accounting department can track your company's liquidity and keep you out of illiquidity or closure.
- [SURPRISE We've Run Out of Money](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/surprise-weve-run-out-of-money/) - Cash flow management is an art form in the construction business. Every company, every project, and every season presents the CFO with new risk factors and challenges. Next week we will discuss the science of cash flow management and how it can be artfully applied in every circumstance.
- [Capacity](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/capacity/) - Since the valuation of a contracting business is not based on its ability to earn money but on its capacity to conduct business into the future, determining that valuation is difficult if not impossible.
- [Right Sizing](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/right-sizing/) - Flexible overhead is not nearly as painful as downsizing. Flexible overhead prepares a construction enterprise to do 15%-25% less vol
- [Planning IS Managing](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/planning-is-managing/) - Planning is not what should be done in the future, but rather what should be done now to achieve outcomes in the uncertain future.
- [ZERO TURNOVER](https://simplarfoundation.org/business-of-construction/leadership-business-construction/zero-turnover/) - The skilled labor shortages facing the construction industry are unparalleled. Find out the unique response one contractor has initiated.
- [2022 Construction Inflation Alert](https://simplarfoundation.org/built-environment/labor-labor-issues/2022-construction-inflation-alert/) - In this inflationary environment, being in denial will not prevent us from losing money. Only planning for runaway cost inflation and reevaluating contract terms will help prevent losses in 2022.
- [INFLATION - 2022/23](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/inflation-2022-23/) - The cause of the most recent inflatins spike are more complex than any in the past; wise construction professionals should factor considerable cist inflation into their bids for 2022 and 2023
- [Size Matters](https://simplarfoundation.org/business-of-construction/project-selection/size-matters-2/) - Avoid taking on "expensive" jobs that will eventually look "cheap" on your company financials, byt considering size and duration when selecting projects for 2022 and beyond.
- [Strategy for Success in 2022 - An Unpresented Market](https://simplarfoundation.org/built-environment/labor-labor-issues/strategy-for-success-in-2022-an-unpresented-market/) - In this post-pandemic construction market, still plagued by persistent labor shortages, rampant inflation, and supply chain interruptions, the mid-sized or smaller contractor needs to design a 2022 business strategy that focuses on profits rather than sales.
- [Building Your Team - Board of Advisors](https://simplarfoundation.org/fm/building-your-team-board-of-advisors/) - A Board of Advisors can fill in the experience and education blanks that a CEO may not have.
- [Build and Maintain Your Company Like A College Football Coach](https://simplarfoundation.org/built-environment/leadership/build-and-maintain-your-company-like-a-college-football-coach/) - A successful construction company is a team of talented individuals, who like a football team, need to be assembled, trained, and motivated.
- [What is a Construction Company?](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/what-is-a-construction-company/) - Business organizations are living organisms, and, like all living organisms, they have a life cycle. The cycle is the progression of a business in phases over time and is most commonly divided into five stages.
- [Supply Chain Bottlenecks – 2022 And Beyond](https://simplarfoundation.org/built-environment/business-strategic-and-project-planning/supply-chain-bottlenecks-2022-and-beyond/) - Serious kinks in the world-wide supply chain have emerged during the last two years of struggle with this dastardly COVID virus
- [Inflation - 2022 And Beyond](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/inflation-2022-and-beyond/) - Sky high inflation is affecting all levels of the construction business at levels not seen for 40 years. Is your company equipped to navigate through it?
- [Welcome To 2022](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/welcome-to-2022/) - Economic variables which emerged in 2021 and how they will effect the construction business in 2022
- [What Do You Want? - Science of Construction Business Management Series](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/what-do-you-want-science-of-construction-business-management-series/) - Engaging in long-term planningis the single most effective method of establishing sustainable corporate goals and testing them for apppropiateness.
- [Strategic Planning - 1st in Science Construction Business Management Series](https://simplarfoundation.org/built-environment/leadership/strategic-planning-1st-in-science-construction-business-management-series/) - Strategic thinking is capturing what managers have learned from all sources and then synthesizing that learning into a vision of the direction that the business should pursue
- [A Personal Note to My Friends and Colleagues](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/a-personal-note-to-my-friends-and-colleagues/) - The science of management is just as important as the science of engineering....both are needed for a company to be successful.
- [The Science of Business Management](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/the-science-of-business-management/) - The $550 infrastructure bill is not the salvation we are all hoping it would be. We are still faced with supply chain bottle-necks and a lack os skilled workers which will delay work and lead to litigation.
- [The Bottom Line is The Bottom Line](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/the-bottom-line-is-the-bottom-line/) - The $550 infrastructure bill is not the salvation we are all hoping it would be. We are still faced with supply chain bottle-necks and a lack os skilled workers which will delay work and lead to litigation.
- [Unstable Markets Skilled Labor Shortage](https://simplarfoundation.org/business-of-construction/weekly-construction-message/unstable-markets-skilled-labor-shortage/) - Contractors must stop competing in an ever-shrinking labor pool and join together to execute an overall construction industry solution to this critical shortage of skilled labor.
- [Unstable Market Factors #1 INFLATION](https://simplarfoundation.org/built-environment/leadership/unstable-market-factors-1-inflation/) - Contractors Thrive During Stable Markets but what if inflation is looming as in the 1970s? Costruction is the only industry which cannot pass down inflationary pressures to the consumer.
- [Stable Markets: Where All Profits Reside](https://simplarfoundation.org/built-environment/business-strategic-and-project-planning/stable-markets-where-all-profits-reside/) - Best-in-class construction business management practices are the only way to stabilize the highly complex, perpetually unstable construction markets that are found today.
- [INTRODUCING: The Secrets to Construction Business Success](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/the-secrets-to-construction-business-success/) - Tips on how to how to be successful, how to avoid the pitfalls that look like opportunities, and how the construction business works.
- [Labor Shortages to Clogged Supply Chains What’s going on around here?](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/labor-shortages-to-clogged-supply-chains-whats-going-on-around-here/) - Post-pandemic inflation is causing both a shortage of labor and a shortage of materials thereby slowing the completion of projects and causing a shortage of contractors with enough available resources to accurately bid on and produce new projects.
- [The Care and Feeding of the Workforce - A Culture Case Study](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/the-care-and-feeding-of-the-workforce-a-culture-case-study/) - Reasearch has shown that involving the workforce in what they were trying to accomplish, dramatically increases their interest, motivation, and productivity.
- [Corporate Culture - Leadership](https://simplarfoundation.org/built-environment/leadership/corporate-culture-leadership/) - The mood, the morale, the ethos, and the politics of any organization are created by the organization's leadership either intentionally or unintentionally.
- [Corporate Culture](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/corporate-culture/) - Corporate culture is not about art appreciation. It's just a fancy way to say, "How do your employees feel about working for you?"
- [TEAMS WIN GAMES - NOT STARS OR OWNERS](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/teams-win-games-not-stars-or-owners/) - Successful construction projects are determined by the level of expertise of the key people performing the job.
- [It Takes Two to Tango](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/it-takes-two-to-tango/) - Owners, reduce your risk by using the Contractors Selection Tool.
- [Make Better Choices](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/make-better-choices/) - The success of your business is a result of your choices. If you are dissatisfied with the outcomes, make different choices.
- [Under The Hood: Third in our Project Selection Process series](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/under-the-hood-third-in-our-project-selection-process-series/) - Over a 10 year period we used data to find out when and why construction firms began to fail.
- [Why Vegas Always Wins](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/why-vegas-always-wins/) - The Project Selection Tool acts like a sports book by balancing the odds on a given project.
- [Do-It-Yourself Project Selection Tool](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/do-it-yourself-project-selection-tool/) - Designed for general contractors, subcontractors, construction managers, estimators, and senior construction professionals, the Project Selection Tool is also effective for architects, engineers, and vendors and can even be utilized in the owner’s selection of a contractor.
- [Beat The Bookie](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/beat-the-bookie/) - The Project Selection Tool is a revolutionary handicapping method that reduces the risk of project failure by risk-scoring potential construction projects and guiding contractors away from projects too risky for their company to complete on time and on budget.
- [Best in Class Construction Professionals Project Selection](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/best-in-class-construction-professionals-project-selection/) - Project risk is determined by an organization's experience with similar projects.
- [Test Post](https://simplarfoundation.org/uncategorized/test-post/) - Lorem ipsum dolor sit amet, consectetur adipiscing elit, sed do eiusmod tempor incididunt ut labore et dolore magna aliqua. Ut enim ad minim veniam, quis nostrud exercitation ullamco laboris nisi ut aliquip ex ea commodo consequat. Duis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla pariatur. Excepteur sint occaecat
- [If You Walk Like a Commodity And Talk Like a Commodity You Are a Commodity](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/if-you-walk-like-a-commodity-and-talk-like-a-commodity-you-are-a-commodity/) - Customer service is more than just a given; it is an axiom of modern business management theory.
- [Imagine](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/imagine-2/) - Customer service is more than just a given; it is an axiom of modern business management theory.
- [The Contract is the Customer - A Bad Belief](https://simplarfoundation.org/built-environment/leadership/the-contract-is-the-customer-a-bad-belief/) - The topic of this blog is the belief that drives the marketing efforts of many contractors and why "customer service" is a rare commodity in construction.
- [An Approximation Based on Two Guesses](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/an-approximation-based-on-two-guesses/) - When Bias Adjustments become standard accounting procedure, it will reduce the failure rate in the construction industry.
- [News Flash: Construction Profits Exposure Under Sudden Avalanche of Risk](https://simplarfoundation.org/newsflash/news-flash-construction-profits-exposure-under-sudden-avalanche-of-risk/) - Construction Profits Exposure Under Sudden Avalanche of Risk
- [WIP Accounting - Critical and Often Misunderstood](https://simplarfoundation.org/fm/wip-accounting-critical-and-often-misunderstood/) - The exaggeration of WIP profits is unfortunately too common and, for the most part, caused by misplaced optimism, unaware management and, in rare cases, deliberate deception.
- [The King of Cash](https://simplarfoundation.org/business-of-construction/leadership-business-construction/the-king-of-cash/) - This is the culmination of our series on the CFO's role in the management of construction companies.
- [Here We Go Again: The Perilous Post Pandemic Construction Market](https://simplarfoundation.org/built-environment/leadership/here-we-go-again-the-perilous-post-pandemic-construction-market/) - During growth cycles, be cautious, not ambitious
- [Best-In-Class CFO #2 - The Planning Function](https://simplarfoundation.org/built-environment/business-strategic-and-project-planning/best-in-class-cfo-2-the-planning-function/) - Our search for "Best-in-Class" management of construction businesses has led us to the CFO's door
- [Getting the Work: The CFO's Role](https://simplarfoundation.org/built-environment/leadership/getting-the-work-the-cfos-role/) - The Chief Financial Officer’s (CFO's) role in "Accounting for the work" is self-evident, but his or her contribution to "Getting the work" and "Doing the work" is somewhat less obvious but no less essential.
- [A Deeper Dive: The Science of Accounting](https://simplarfoundation.org/built-environment/leadership/a-deeper-dive-the-science-of-accounting/) - It is critical that we all understand accounting as a science and recognize the pivotal role professional CFOs should be playing in the management of your companies.
- [In Search of Excellence: The CFO](https://simplarfoundation.org/built-environment/leadership/in-search-of-excellence-the-cfo/) - Don't let your CFO be an Executive Team Orphan
- [Hold on to Your Hats](https://simplarfoundation.org/built-environment/leadership/hold-on-to-your-hats/) - We are entering into an economic recovery...avoid the impulse to rush headlong into it.
- [Advice on Advice](https://simplarfoundation.org/business-of-construction/leadership-business-construction/advice-on-advice/) - All closely-held contracting CEOs should seek the advice of outside experts as they wrestle with management decisions
- [News Flash: Infrastructure Boom](https://simplarfoundation.org/newsflash/news-flash-infrastructure-boom/) - Biden’s $2 trillion “everything but the kitchen sink” infrastructure boom may fizzle in the face of the republican $568 billion traditional “roads and bridges only” counter-proposal. A $1.4 trillion negotiating gap will slow things way down. Don’t buy new equipment or put on help just yet!
- [How to Effectively Utilize a Board of Advisors](https://simplarfoundation.org/business-of-construction/weekly-construction-message/how-to-effectively-utilize-a-board-of-advisors/) - Learn the prohibitive and positive attitudes of effectively developing, maintaining, and using a board of advisors
- [How to Assemble a Board of Advisors](https://simplarfoundation.org/business-of-construction/leadership-business-construction/how-to-assemble-a-board-of-advisors/) - "Solopreneurs" need to seek the advice of experts who have the ability to view their business from a perspective different from their own.
- [Advise & Consent - Utilizing a Board of Directors/Advisors](https://simplarfoundation.org/business-of-construction/leadership-business-construction/advise-consent-utilizing-a-board-of-directors-advisors/) - The "board of directors" concept has been around a long time and offers huge advantages.
- [How to Engage and Develop Construction Employees](https://simplarfoundation.org/business-of-construction/labor-labor-issues-business-construction/how-to-engage-and-develop-construction-employees/) - Employee engagement and development is the key element to success in the construction industry.
- [Employee Engagement & Development](https://simplarfoundation.org/business-of-construction/labor-labor-issues-business-construction/employee-engagement-development/) - Employee engagement and development is the key element to success in the construction industry.
- [Weekly Construction Message: Getting The Work - Quality Based Pricing](https://simplarfoundation.org/business-of-construction/leadership-business-construction/weekly-construction-message-getting-the-work-quality-based-pricing/) - Learn from success, the 5 rules of Quality Based Pricing .
- [Weekly Construction Message: The Technological Revolution in AEC - Adoption Resistance](https://simplarfoundation.org/business-of-construction/the-technological-revolution-in-aec-adoption-resistance/) - The Technological Revolution in AEC TCS Edits Adoption Resistance A Little History The technological revolution in the AEC industry dates back to 1963 when Ivan Edward Sutherland, an American computer scientist and Internet pioneer, developed “Sketchpad”, the first computer-aided design (CAD) with a graphical user interface. Sketchpad led to human-computer interaction, breaking new
- [Weekly Construction Message: In Search of Excellence](https://simplarfoundation.org/business-of-construction/in-search-of-excellence/) - Please circulate this widely. It will benefit your constituents. This research is continuous and includes new information weekly as it becomes available. Thank you, Tom Dr Schleifer’s Weekly Construction Message In Search of Excellence The title of this first message for 2021 is a borrowed cliché, I know. But I couldn't resist using the
- [Weekly Construction Message: Contractors OR Constructors](https://simplarfoundation.org/business-of-construction/contractors-or-constructors/) - Dr Schleifer’s Weekly Construction Message "Contractors" -OR- "Constructors" From purely business perspective we should be known as "contractors" even if you consider yourself a "constructor" because the initial and critically important function in construction is the transaction, the contract (also referred to as the agreement). From a functional business perspective, the construction business is
- [Weekly Construction Message: Contract Execution](https://simplarfoundation.org/business-of-construction/weekly-construction-message/weekly-construction-message-contract-execution/) - Schleifer’s Weekly Construction Message Contract Execution Step 1 Equitable Assessment of Risk Last week's whimsical “letter to the contract” was designed to illuminate the central position that the contract occupies in construction. The "contract" replies to the contractor with this humorous illustration (penned by the same Simplar researcher's sense of humor). Dear Client
- [Weekly Construction Message: High Quality vs Low-Bid](https://simplarfoundation.org/business-of-construction/weekly-construction-message/weekly-construction-message-high-quality-vs-low-bid/) - [et_pb_section fb_built=”1″ _builder_version=”3.22″][et_pb_row _builder_version=”3.25″ background_size=”initial” background_position=”top_left” background_repeat=”repeat”][et_pb_column type=”4_4″ _builder_version=”3.25″ custom_padding=”|||” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.8.1″ _module_preset=”default”]Schleifer’s Weekly Construction Message High Quality VS Low-Bid In the last three weeks, we have assaulted the low-bid legacy that has haunted contracting for 100 years. Government agencies began low-bid contracting as a way of keeping politicians honest. It seemed logical that if
- [Weekly Construction Message: Manage Excellence](https://simplarfoundation.org/business-of-construction/weekly-construction-message/weekly-construction-message-manage-excellence/) - Where does your company stand in the Drucker Institute 5 criteria that define excellence? 1) Customer Satisfaction 2) Employee Engagement/Development 3) Innovation 4) Social Responsibility 5) Financial Strength
- [Weekly Construction Message: Imagine](https://simplarfoundation.org/business-of-construction/weekly-construction-message/imagine/) - Imagining your constuction company through the eyes the top-managed companies.
- [Weekly Construction Message: The Contract: A Risk Management Tool](https://simplarfoundation.org/business-of-construction/risk-management/the-contract-a-risk-management-tool/) - Mitigation steps to reduce contractual risks associated with deviations from the plans or specifications
- [Weekly Construction Message: Beliefs and Harmful Bias](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/beliefs-and-harmful-bias/) - There are hidden reasons why we make business decisions, "unexamined beliefs" can lead to self-destructive decisions in the management of a construction enterprise.
- [Weekly Construction Message: Attention Owners - Look Beyond Low-Bid](https://simplarfoundation.org/business-of-construction/leadership-business-construction/attention-owners-look-beyond-low-bid/) - “It is time to stop trying to solve an age-old problem by selecting the least qualified contractors to build America.”
- [Overhead: A Silent Killer](https://simplarfoundation.org/business-of-construction/overhead/overhead-a-silent-killer/) - Looking back over the recession, the evidence is clear that the sacrifices in profitability could have been avoided by cutting overhead sooner.
- [Mitigate Don't Litigate](https://simplarfoundation.org/business-of-construction/dispute-resolution/mitigate-dont-litigate/) - Because of complexity and the big money involved, the cost of dispute resolution in the construction industry can often overwhelm small to midsize contractors.
- [The Bidder Who Makes the Most Mistakes](https://simplarfoundation.org/procurement/procurement-procurement/the-bidder-who-makes-the-most-mistakes/) - THE HISTORY OF LOW BID “The Bidder Who Makes the Most Mistakes… Gets the Job”
- [Developer's Dilemma](https://simplarfoundation.org/business-of-construction/developer-delimas-issues/developers-dilemma/) - If debt financing is not carefully customized to fit individual projects, it can quickly be rendered inadequate and contribute to project failure
- [A Change Order by Any Other Name](https://simplarfoundation.org/built-environment/change-orders/a-change-order-by-any-other-name/) - Effective change order management starts with contractors having a highly visible company-wide Change Order Policy that is widely circulated to owners, designers and field management before construction begins.
- [Risk is Not a Dirty Word](https://simplarfoundation.org/business-of-construction/risk-management/risk-is-not-a-dirty-word/) - What is it about risk that construction professionals find difficult to deal with? Why do some believe that risk a dirty word?
- [What Wins Work](https://simplarfoundation.org/business-of-construction/proposal-writing/what-wins-work/) - What Wins Work? How to Write Successful Project Proposals
- [Industry Consolidation](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/industry-consolidation/) - Industry Consolidation
- [Business, Strategic, Long Term Planning](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/business-strategic-long-term-planning/) - Business, Strategic, Long Term Planning
- [Manual of Construction Practices](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/manual-of-construction-practices/) - Click here to download the full Manual of Construction Practices by Dr. Thomas Schleifer
- [How to Handicap Project Profitability Like a Vegas Bookmaker](https://simplarfoundation.org/business-of-construction/project-selection/how-to-handicap-project-profitability-like-a-vegas-bookmaker/) - The primary cause of hundreds of contractor failures stems from losses on projects that the company never should have undertaken…because they had limited or no successful prior experience with similar work.
- [Consolidation in Construction](https://simplarfoundation.org/built-environment/business-strategic-and-project-planning/consolidation-in-construction/) - The relentless forces of consolidation have finally found the construction industry which many private and family-held enterprises see as a threat. It is perhaps time for smaller and mid-size firms to formulate strategies to deal with the inevitable.
- [35th Crisis-era Message to Contractors from Dr. Tom Schleifer: Reader Questions & Answers](https://simplarfoundation.org/business-of-construction/weekly-construction-message/35th-crisis-era-message-to-contractors-from-dr-tom-schleifer-reader-questions-answers/) - Reader Questions and Answers
- [34th Crisis-era Message to Contractors from Dr. Tom Schleifer: New Years Resolutions](https://simplarfoundation.org/business-of-construction/weekly-construction-message/34th-crisis-era-message-to-contractors-from-dr-tom-schleifer-new-years-resolutions/) - 34th Crisis-era Message to Contractors from: Dr Tom Schleifer
- [Bad Beliefs - The Root of All Evil](https://simplarfoundation.org/built-environment/business-failure-built-environment/bad-beliefs-the-root-of-all-evil/) - Bad management decisions are caused by firmly held bad beliefs.
- [New Year's Resolutions](https://simplarfoundation.org/business-of-construction/organizational-change-management/new-years-resolutions/) - In 2021 we should all resolve to identify our inaccurate beliefs and take corrective actions.
- [33rd Crisis-era Message to Contractors from Dr. Tom Schleifer: Thanksgiving Break - Will there be a New Normal](https://simplarfoundation.org/business-of-construction/weekly-construction-message/33rd-crisis-era-message-to-contractors-from-dr-tom-schleifer-thanksgiving-break-will-there-be-a-new-normal/) - 33rd Crisis-era Message to Contractors from: Dr Tom Schleifer THANKSGIVING BREAK--Will there be a New Normal?
- [32nd Crisis-era Message to Contractors from Dr. Tom Schleifer: Election Aftermath](https://simplarfoundation.org/business-of-construction/weekly-construction-message/32nd-crisis-era-message-to-contractors-from-dr-tom-schleifer-election-aftermath/) - 32nd Crisis-era Message to Contractors from: Dr. Tom Schleifer Election Aftermath
- [30th Crisis-era Message to Contractors from Dr. Tom Schleifer: Why Partial Recovery is Not Enough?](https://simplarfoundation.org/business-of-construction/weekly-construction-message/30th-crisis-era-message-to-contractors-from-dr-tom-schleifer-why-partial-recovery-is-not-enough/) - 30th Crisis-era Message to Contractors from: Dr Tom Schleifer Why Partial Recovery Is Not Enough?
- [Our #1 New Year’s Resolution for 2021](https://simplarfoundation.org/business-of-construction/leadership-business-construction/our-1-new-years-resolution-for-2021/) - Changing long-held, unexamined beliefs is a daunting task and will take a major dose of self-awareness and a willingness to learn and grow on the part of both owners and contractors.
- [2021 - A Value-Added Year](https://simplarfoundation.org/business-of-construction/leadership-business-construction/2021-a-value-added-year/) - We invite you to come along with us and focus on adding value to your company.
- [The Big Dig](https://simplarfoundation.org/business-of-construction/business-failure/the-big-dig/) - No discussion of the failure rate of megaprojects would be complete without a careful look at Boston’s Big Dig, the largest and most challenging highway project in the history of the United States.
- [Complexity (The Big Dig) Part 2](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/complexity-the-big-dig-part-2/) - We look at complexity as layers of difficulty.
- [Why Megaprojects Fail Part IV: Institutional Structure](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/why-megaprojects-fail-part-iv-institutional-structure/) - It is very close to impossible for a contractor, owner, designer, or civic visionary to effectively forecast the time of completion or estimate the cost of a multi-year, multi-billion-dollar megaproject with any degree of accuracy.
- [A Megaproject True Story](https://simplarfoundation.org/business-of-construction/risk-management/a-megaproject-true-story/) - As we follow the unfortunate progression of the Purple Line project we see our previously identified megaproject risk factors emerge from the details.
- [Beware the Pitfalls of Your Beliefs](https://simplarfoundation.org/business-of-construction/leadership-business-construction/beware-the-pitfalls-of-your-beliefs/) - Take a careful look at your own beliefs and test them against your current results to make sure they are not negatively affecting decision making.
- [Overhead](https://simplarfoundation.org/business-of-construction/overhead/overhead/) - Is there a way to manage overhead in lean years without dismantling an organization?
- [Why Megaprojects So Often Fail](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/why-megaprojects-so-often-fail/) - The construction industry is one of the oldest and largest industries in human commercial history, yet it continues to contract for megaprojects it apparently can’t manage.
- [Size Matters](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/size-matters/) - Size Matters Megaprojects fail often because they’re too big and complex for even large, highly sophisticated contracting firms to plan accurately and manage effectively. At the same time, smaller contractors trying to grow their companies often jump too far and take on projects that are too big for their management capability. In fact, all
- [Legacy Lost](https://simplarfoundation.org/business-of-construction/succession-planning-business-construction/legacy-lost/) - Legacy Lost Let’s talk business; You won’t live forever. You’re acting like you might. But you won’t. Your company could. Your legacy should. So, let’s talk business- about your legacy. Legacy Lost “Most founders never expected or envisioned that their initial efforts would develop into the big and successful enterprises that exist
- [Risk Analysis](https://simplarfoundation.org/business-of-construction/risk-management/risk-analysis/) - Risk Analysis “Mitigating the Hidden Risks - In the “New Normal” construction environment the construction industry, high risk to begin with, is operating in a new post-recession landscape, characterized by tighter margins and serious labor shortages with less room for error... Now more than ever, owners, contractors and designers need to increase risk awareness
- [A Negative Bias](https://simplarfoundation.org/business-of-construction/business-failure/a-negative-bias/) - A Negative Bias We called this blog “Let’s Talk Business” (letstalkbusiness.net) because we wanted to emphasize business management issues in construction as opposed to operations, engineering, or design. Many senior managers in the construction industry started as tradesmen, apprenticed to carpenters, electricians, plumbers, or heavy equipment operators. Some are engineers, but few are business or
- [Ten Minute MBA](https://simplarfoundation.org/business-of-construction/business-failure/ten-minute-mba/) - Ten Minute MBA The iconic comedian George Carlin brought down the house with a routine he called, “The 10 Minute University”. He proposed that colleges should limit course content to only what students remembered five years after they had graduated. It would save time and money, he contended, and the residual knowledge base would
- [Promote Your CFO To a Trusted Member of Your Management Team](https://simplarfoundation.org/built-environment/business-strategic-and-project-planning/promote-your-cfo-to-a-trusted-member-of-your-management-team/) - Promote Your CFO To a Trusted Member of Your Management Team
- [Beyond Covid Part 4](https://simplarfoundation.org/built-environment/leadership/beyond-covid-part-4/) - You need to prepare your company for the post-pandemic “new normal” that may be off in the future but is certain to come. Start to improve – “NOW”.
- [Beyond Covid Part 3](https://simplarfoundation.org/built-environment/leadership/beyond-covid-part-3/) - In order to explore what you may want to change, it is first necessary to discern what a “best in class” construction enterprise looks like and how your firm measures up against that template.
- [Beyond Covid Part 2](https://simplarfoundation.org/business-of-construction/leadership-business-construction/beyond-covid-part-2/) - “Is there anything that could change to make this company better after the pandemic?”
- [Beyond Covid-19](https://simplarfoundation.org/business-of-construction/leadership-business-construction/beyond-covid-19/) - Now is the time to look down the road beyond the pandemic and ask yourself what you want your company to look like as you prepare to service a new construction marketplace?
- [29th Crisis-era Message to Contractors from Dr. Tom Schleifer: Reader Questions and Answers](https://simplarfoundation.org/business-of-construction/weekly-construction-message/29th-crisis-era-message-to-contractors-from-dr-tom-schleifer-reader-questions-and-answers/) - 29th Crisis-era Message to Contractors from Dr. Tom Schleifer: Reader Questions and Answers
- [28th Crisis-era Message to Contractors from Dr. Tom Schleifer: Reader Questions and Answers](https://simplarfoundation.org/business-of-construction/weekly-construction-message/28th-crisis-era-message-to-contractors-from-dr-tom-schleifer-reader-questions-and-answers/) - 28th Crisis-era Message to Contractors from Dr. Tom Schleifer: Reader Questions and Answers
- [27th Crisis-era Message to Contractors from Dr. Tom Schleifer: Reader Questions and Answers](https://simplarfoundation.org/business-of-construction/weekly-construction-message/27th-crisis-era-message-to-contractors-from-dr-tom-schleifer-reader-questions-and-answers/) - 27th Crisis-era Message to Contractors from Dr. Tom Schleifer: Reader Questions and Answers
- [26th Crisis-era Message to Contractors from Dr. Tom Schleifer: Global Perspective](https://simplarfoundation.org/business-of-construction/weekly-construction-message/26th-crisis-era-message-to-contractors-from-dr-tom-schleifer-global-perspective/) - 26th Crisis-era Message to Contractors from Dr. Tom Schleifer: Global Perspective
- [25th Crisis-era Message to Contractors from Dr. Tom Schleifer: Reader Questions and Answers](https://simplarfoundation.org/business-of-construction/weekly-construction-message/25th-crisis-era-message-to-contractors-from-dr-tom-schleifer-reader-questions-and-answers/) - 25th Weekly Crisis-era Message to Contractors from: Dr Tom Schleifer Reader Questions and Answers
- [Profitability Equals Viability](https://simplarfoundation.org/business-of-construction/financial-management-and-risk/profitability-equals-viability/) - Best value procurement that focuses on being the most qualified contractor to do the job and properly assigns risk to the party that can best foresee and bear the risk, is the new acquisition paradigm that focuses on job profitability rather than revenue growth.
- [Capital Management - Part 4: Financial Capacity](https://simplarfoundation.org/business-of-construction/cash-flow-getting-paid-business-construction/capital-management-part-4-financial-capacity/) - Financial capacity is a key evaluation area that uses certain balance sheet ratios to determine the cause of problems and, of course, to hopefully prevent them.
- [Capital Reserves - Contractor's Last Line of Defense](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/capital-reserves-contractors-last-line-of-defense/) - Studying your capital position and understanding how to carefully manage your way through a sudden and dramatic construction market downturn is the critical management skill that I encourage all construction professionals to hone.
- [Capital Preservation During This COVID Downturn - Getting Paid on Time](https://simplarfoundation.org/business-of-construction/cash-flow-getting-paid-business-construction/capital-preservation-during-this-covid-downturn-getting-paid-on-time/) - The harsh reality is that contractors seem to be at the bottom of the payment pile. Late payments disrupt cash-flow and result in contractors being unable to pay their suppliers, subcontractors on time and, worst case, employees.
- [Capital Is King: During COVID](https://simplarfoundation.org/business-of-construction/financial-management-and-risk/capital-is-king-during-covid/) - Only preventing an erosion of your company’s capital (a balance sheet metric) during a downturn will keep your company from following R. Durtnell and Sons into the pages of history.
- [Present Moment Management During Evolving Market Cycles](https://simplarfoundation.org/business-of-construction/risk-management/present-moment-management-during-evolving-market-cycles/) - Abrupt fear-induced decisions can weaken your company’s operating capability. Stay in the present and stay positive. You can only control your future by managing the present.
- [24th Crisis-era Message to Contractors from Dr. Tom Schleifer: Construction Market Developments](https://simplarfoundation.org/business-of-construction/weekly-construction-message/24th-crisis-era-message-to-contractors-from-dr-tom-schleifer-construction-market-developments/) - 24th Weekly Crisis-era Message to Contractors from: Dr Tom Schleifer Construction Market Developments
- [23rd Crisis-era Message to Contractors from Dr. Tom Schleifer: Reader Questions and Answers](https://simplarfoundation.org/business-of-construction/weekly-construction-message/23rd-crisis-era-message-to-contractors-from-dr-tom-schleifer-reader-questions-and-answers/) - 23rd Weekly Crisis-era Message to Contractors from: Dr Tom Schleifer Reader Questions and Answers
- [22nd Crisis-era Message to Contractors from Dr. Tom Schleifer: Reader Questions and Answers](https://simplarfoundation.org/business-of-construction/weekly-construction-message/22nd-crisis-era-message-to-contractors-from-dr-tom-schleifer-reader-questions-and-answers/) - 22nd Weekly Crisis-era Message to Contractors from: Dr Tom Schleifer Reader Questions and Answers
- [21st Crisis-era Message to Contractors from Dr. Tom Schleifer: Refining the Timeline](https://simplarfoundation.org/business-of-construction/weekly-construction-message/21st-crisis-era-message-to-contractors-from-dr-tom-schleifer-refining-the-timeline/) - 21st Weekly Crisis-era Message to Contractors from: Dr Tom Schleifer Refining the Timeline
- [20th Crisis-era Message to Contractors from Dr. Tom Schleifer: US Economic and Construction Market Update](https://simplarfoundation.org/business-of-construction/weekly-construction-message/20th-crisis-era-message-to-contractors-from-dr-tom-schleifer-us-economic-and-construction-market-update/) - 20th Weekly Crisis-era Message to Contractors from: Dr Tom Schleifer US Economic and Construction Market update
- [19th Crisis-era Message to Contractors from Dr. Tom Schleifer: Implementing "Flexible Overhead" Continued](https://simplarfoundation.org/business-of-construction/weekly-construction-message/19th-crisis-era-message-to-contractors-from-dr-tom-schleifer-implementing-flexible-overhead-continued/) - 19th Weekly Crisis-era Message to Contractors from: Dr Tom Schleifer Implementing “Flexible Overhead” Continued
- [18th Crisis-era Message to Contractors from Dr. Tom Schleifer: Embracing and Implementing "Flexible Overhead"](https://simplarfoundation.org/business-of-construction/weekly-construction-message/18th-crisis-era-message-to-contractors-from-dr-tom-schleifer-embracing-and-implementing-flexible-overhead/) - 18th Weekly Crisis-era Message to Contractors from: Dr Tom Schleifer Embracing and Implementing “Flexible Overhead”
- [How to Write A Strategic Plan During This COVID Economic Downturn](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/how-to-write-a-strategic-plan-during-this-covid-economic-downturn/) - We should know and plan in advance who and what we would cut in what order if the market declines.
- [17th Crisis-era Message to Contractors from Dr. Tom Schleifer: The Concept of “Flexible Overhead”](https://simplarfoundation.org/business-of-construction/weekly-construction-message/17th-crisis-era-message-to-contractors-from-dr-tom-schleifer-the-concept-of-flexible-overhead/) - 17th Weekly Crisis-era Message to Contractors from: Dr. Tom Schleifer The Concept of “Flexible Overhead”
- [16th Crisis-era Message to Contractors from Dr. Tom Schleifer: Preparing for the Next Construction Market Cycle](https://simplarfoundation.org/business-of-construction/weekly-construction-message/16th-crisis-era-message-to-contractors-from-dr-tom-schleifer-preparing-for-the-next-construction-market-cycle/) - Sixteenth Crisis-era Message to Contractors from Dr. Tom Schleifer: Preparing for the Next Construction Market Cycle
- [Construction May Be Our Long-Term Salvation](https://simplarfoundation.org/built-environment/leadership/construction-may-be-our-long-term-salvation/) - The construction industry is about to be called upon again to rebuild our country battered, this time, by a viral pandemic.
- [15th Crisis-era Message to Contractors from Dr. Tom Schleifer: Market Brief - Recommended Defenses](https://simplarfoundation.org/business-of-construction/weekly-construction-message/15th-crisis-era-message-to-contractors-from-dr-tom-schleifer-market-brief-recommended-defenses/) - Fifteenth Crisis-era Message to Contractors from Dr. Tom Schleifer: Market Brief – Recommended Defenses
- [14th Crisis-era Message to Contractors from Dr. Tom Schleifer: Construction Market Downturn's Impact on Profitability](https://simplarfoundation.org/business-of-construction/weekly-construction-message/14th-crisis-era-message-to-contractors-from-dr-tom-schleifer-construction-market-downturns-impact-on-profitability/) - Fourteenth Crisis-era Message to Contractors from Dr. Tom Schleifer: Construction Market Downturn’s Impact on Profitability
- [The Destructive Low Bid Myth](https://simplarfoundation.org/project-delivery/business-development-project-delivery/the-destructive-low-bid-myth/) - Research study into comparative cost growth factors shows that Best Value is the better means to procure more qualified contractors who are able to deliver successful construction services. BV procurement also ties to solid cost performance.
- [13th Crisis-era Message to Contractors from Dr. Tom Schleifer: The Dynamics and Patterns of a Construction Market Downturn](https://simplarfoundation.org/business-of-construction/weekly-construction-message/13th-crisis-era-message-to-contractors-from-dr-tom-schleifer-the-dynamics-and-patterns-of-a-construction-market-downturn/) - Thirteenth Crisis-era Message to Contractors from Dr. Tom Schleifer: The Dynamics and Patterns of a Construction Market Downturn
- [Compression](https://simplarfoundation.org/business-of-construction/business-development-business-construction/compression/) - Compression occurs during construction market downturns when the larger and biggest contractors, determined to take any available work to keep their people employed and move down into smaller projects they would not normally be interested.
- [12th Crisis-era Message to Contractors from Dr. Tom Schleifer: The Potential and Timing of Recovery](https://simplarfoundation.org/business-of-construction/weekly-construction-message/12th-crisis-era-message-to-contractors-from-dr-tom-schleifer-the-potential-and-timing-of-recovery/) - Twelfth Crisis-era Message to Contractors from Dr. Tom Schleifer: The Potential and Timing of Recovery
- [If You Take Your Eye Off the Ball You’ll Strike Out](https://simplarfoundation.org/built-environment/business-development/if-you-take-your-eye-off-the-ball-youll-strike-out/) - Embracing the relatively new concept of flexible overhead provides a contractor with a rapid and secure response to market ups and downs.
- [11th Crisis-era Message to Contractors from Dr. Tom Schleifer: The Ripple Effect of this Economic Disruption](https://simplarfoundation.org/business-of-construction/weekly-construction-message/11th-crisis-era-message-to-contractors-from-dr-tom-schleifer-the-ripple-effect-of-this-economic-disruption/) - Eleventh Crisis-era Message to Contractors from Dr. Tom Schleifer: The Ripple Effect of this Economic Disruption
- [The Top Ten Leadership Skills Needed To Navigate the Current Pandemic Business Environment](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/the-top-ten-leadership-skills-needed-to-navigate-the-current-pandemic-business-environment/) - A steady hand on the tiller is needed to guide construction companies through this pandemic storm and into calmer waters. It is a good time to go a little deeper and see what a “steady hand”looks like in these troubled times.
- [10th Crisis-era Message to Contractors from Dr. Tom Schleifer: The Construction Market: Recovery, Timing, Profit](https://simplarfoundation.org/business-of-construction/weekly-construction-message/10th-crisis-era-message-to-contractors-from-dr-tom-schleifer-the-construction-market-recovery-timing-profit/) - Tenth Crisis-era Message to Contractors from Dr. Tom Schleifer: The Construction Market: Recovery, Timing, Profit
- [Cut the Payroll Not the Culture](https://simplarfoundation.org/built-environment/business-development/cut-the-payroll-not-the-culture/) - If your long-term strategy is to preserve your corporate culture, your short-term tactics should help you preserve precious capital while protecting that culture.
- [9th Crisis-era Message to Contractors from Dr. Tom Schleifer: The Construction Market Bracing for Long-Term Disruption](https://simplarfoundation.org/business-of-construction/weekly-construction-message/9th-crisis-era-message-to-contractors-from-dr-tom-schleifer-the-construction-market-bracing-for-long-term-disruption/) - Ninth Crisis-era Message to Contractors from Dr. Tom Schleifer: The Construction Market Bracing for Long-Term Disruption
- [Pivot to Planning](https://simplarfoundation.org/business-of-construction/change-management/pivot-to-planning/) - Firms with effective change management protocols can position themselves to more efficiently manage the transition, thereby potentially reducing resource expenditures and accelerating the pace of change where feasible. The result is that successful organizational change management enables firms to better respond to evolving market conditions and differentiate themselves from their competitors.”
- [Reimagining Your Company](https://simplarfoundation.org/business-of-construction/business-development-business-construction/reimagining-your-company/) - We see this pandemic pause as an opportunity for contractors to take a break and reimagine their business.
- [Building Effective Teams](https://simplarfoundation.org/built-environment/project-teams/building-effective-teams/) - How does human personality factors impact the effectiveness of teams?
- [7th Crisis-era Message to Contractors from Dr. Tom Schleifer: The Long-Term Outlook](https://simplarfoundation.org/business-of-construction/weekly-construction-message/7th-crisis-era-message-to-contractors-from-dr-tom-schleifer-the-long-term-outlook/) - 7th Crisis-era Message to Contractors from: Dr Tom Schleifer The Long-Term Outlook The “Wait-and-See” contingency is convinced it is too early to predict the effect of this crisis on their businesses. I expect the optimism out of Washington, DC, and some in the news media are feeding this opinion. The construction industry has already been
- [8th Crisis-era Message to Contractors from Dr. Tom Schleifer: New Worksite Protocols - The Impact](https://simplarfoundation.org/business-of-construction/weekly-construction-message/8th-crisis-era-message-to-contractors-from-dr-tom-schleifer-new-worksite-protocols-the-impact/) - Eighth Crisis-era Message to Contractors from Dr. Tom Schleifer: New Worksite Protocols – The Impact
- [6th Crisis-era Message to Contractors from Dr. Tom Schleifer: Impact of Back-to-Work Restrictions](https://simplarfoundation.org/business-of-construction/weekly-construction-message/6th-crisis-era-message-to-contractors-from-dr-tom-schleifer-impact-of-back-to-work-restrictions/) - Sixth Crisis-era Message to Contractors from Dr. Tom Schleifer: Impact of Back-to-Work Restrictions
- [Mother Nature - Is Taking Us to School](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/mother-nature-is-taking-us-to-school/) - Change is Mother Nature’s constant state of affairs. In itself, change is neither good nor bad; it simply is. It only becomes “bad” when we resist it. We defy Mother Nature at our own peril.
- [Embrace Change](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/embrace-change/) - EMBRACE CHANGE Because the only thing permanent in life is change
- [5th Crisis-era Message to Contractors - From Dr. Tom Schleifer - Pace of Recovery-Impact on Construction](https://simplarfoundation.org/business-of-construction/weekly-construction-message/5th-crisis-era-message-to-contractors-from-dr-tom-schleifer-pace-of-recovery-impact-on-construction/) - Fifth Crisis-era Message to Contractors – From Dr. Tom Schleifer – Pace of Recovery-Impact on Construction
- [The New Normal](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/the-new-normal/) - Almost four weeks into this crisis, with the business environment crumbling around us, let’s make sure we are not wasting time worrying about horror stories or figuratively whistling past the graveyard which often ends up with “Wait and See.”
- [SUICIDE: EVERYONE IS VULNERABLE](https://simplarfoundation.org/built-environment/leadership/suicide-everyone-is-vulnerable/) - Those in the construction industry are four times more likely to experience a suicide death than any other industry…Learn the signs, call for help, and never, never leave anyone at risk alone.
- [3rd Crisis-era Message to Contractors - From Dr Tom Schleifer - Three Steps to Surviving the Pandemic](https://simplarfoundation.org/business-of-construction/weekly-construction-message/3rd-crisis-era-message-to-contractors-from-dr-tom-schleifer-three-steps-to-surviving-the-pandemic/) - Third Crisis-era Message to Contractors – From Dr Tom Schleifer – Three Steps to Surviving the Pandemic
- [4th Crisis-era Message to Contractors - From Dr Tom Schleifer - Time is Not on Our Side](https://simplarfoundation.org/business-of-construction/weekly-construction-message/4th-crisis-era-message-to-contractors-from-dr-tom-schleifer-time-is-not-on-our-side/) - Fourth Crisis-era Message to Contractors – From Dr Tom Schleifer – Time is Not on Our Side
- [2nd Crisis-era Message to Contractors - From Dr Tom Schleifer - Immediate Measured Response](https://simplarfoundation.org/business-of-construction/weekly-construction-message/2nd-crisis-era-message-to-contractors-from-dr-tom-schleifer-immediate-measured-response/) - Second Crisis-era Message to Contractors – From Dr Tom Schleifer – Immediate Measured Response
- [Why a Measured Response and When?](https://simplarfoundation.org/business-of-construction/weekly-construction-message/why-a-measured-response-and-when/) - Third Crisis-era Message to Contractors from: Dr Tom Schleifer Why a Measured Response and When?
- [Asset and Work Management Software](https://simplarfoundation.org/procurement/financial-management-and-risk-procurement/asset-and-work-management-software/) - You cannot wait to innovate, The time is now, It is not the technology, It is the people and the process.
- [1st Crisis-era message to Contractors - From Dr Tom Schleifer](https://simplarfoundation.org/business-of-construction/weekly-construction-message/1st-crisis-era-message-to-contractors-from-dr-tom-schleifer/) - First Crisis-era message to Contractors – From Dr Tom Schleifer
- [Flexibility = Profitability](https://simplarfoundation.org/built-environment/business-development/flexibility-profitability/) - I have been talking for years about “Flexible Overhead” as a fundamental management tool in the construction industry.By Flexible Overhead I mean the ability to expand or contract overhead with the same speed as the construction market expands and contracts.
- [The Yin and Yang of Construction](https://simplarfoundation.org/business-of-construction/business-development-business-construction/the-yin-and-yang-of-construction/) - The Yin and Yang of Construction If blue was the only color, there would be no blue. Without sound there is no silence.
- [Strategy Defined](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/strategy-defined/) - Strategic planning is not an academic exercise. It is the instinctive, practical response of experienced professionals.
- [Stop the Madness - A Subcontractor's Perspective](https://simplarfoundation.org/built-environment/business-development/stop-the-madness-a-subcontractors-perspective/) - We must stop letting politicians and lawyers manage our industry. Collectively, we are at fault if we continue to play along with a one-sided contracting tradition that puts every contractor at greater risk.
- [Two Steps To Project Selections](https://simplarfoundation.org/business-of-construction/project-selection/two-steps-to-project-selections/) - We recommend a two-step strategic evaluation processthat enables contractors to measure the risk of each new project during the planning stage and evaluate their organization’s ability to absorb that level of risk.
- [Reaction to the Skilled Labor Shortage](https://simplarfoundation.org/built-environment/labor-labor-issues/reaction-to-the-skilled-labor-shortage/) - Aggressive tactics will not solve the current strategic skilled labor problem but will exacerbate it by ballooning wages and shuffling available labor resources.
- [Succession Dilemmas](https://simplarfoundation.org/built-environment/succession-planning/succession-dilemmas/) - Succession Dilemmas When Construction Companies Outgrow the Founder
- [Construction Dispute Resolution](https://simplarfoundation.org/business-of-construction/dispute-resolution/construction-dispute-resolution/) - Construction Dispute Resolution Threshold In Disagreements Size Matters
- [2020 The Year of Solutions](https://simplarfoundation.org/business-of-construction/change-management/2020-the-year-of-solutions/) - n 2020,we will highlight solutions for 4 specific risks in each functional area, demonstrate how the best-in-class contractors mitigated these risks, and offer suggestions as to how you can apply their solutions to your unique business environment.
- [Where-How-Why](https://simplarfoundation.org/business-of-construction/change-management/where-how-why/) - If you don’t let everyone else in your company know where you’re going, they won’t end up going with you.
- [Facility Size and Type](https://simplarfoundation.org/built-environment/facility-management/facility-size-and-type/) - The accurate projection of the total cost of ownership is critical to the long-term management of capital expenditures for facility acquisition and ownership in universities, government installations, and corporate headquarters.
- [Strategic Planning #2 Trends](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/strategic-planning-2-trends/) - Turbocharge the impact of your natural planning instincts by formalizing your plan in written form and communicate it to your entire organization.
- [Beyond "Low Bid" What Now?](https://simplarfoundation.org/procurement/proposal-writing-procurement/beyond-low-bid-what-now/) - With the passing of the age of the “low bidder, high cost”, contractors, owners, and designers must now identify alternative performance factors that determine whether a quality project will be delivered on time and on budget
- [Planning for 2020](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/planning-for-2020/) - Construction business managershave long-held beliefs that formal strategic planning is not appropriate for the construction industry.
- [Dangerous DNA](https://simplarfoundation.org/business-of-construction/growth/dangerous-dna/) - Although this competitive spirit resides in our DNA, it is not necessarily for the better. Thirty years of research into the causes of contractor failure overwhelmingly proves that careless project selection for the sake of growth is one of the main causes of contractor failure.
- [One Size Does Not Fit All](https://simplarfoundation.org/business-of-construction/managing-subcontractors-business-construction/one-size-does-not-fit-all/) - how you design your organization can have a dramatic effect on your firm’s profitability.
- [The Impact of Beliefs](https://simplarfoundation.org/built-environment/leadership/the-impact-of-beliefs/) - Perhaps no other single factor has a greater impact on the management of construction concerns than the unexamined beliefs held by senior management.
- [Managing Risk in the Current Boom](https://simplarfoundation.org/business-of-construction/risk-management/managing-risk-in-the-current-boom/) - Managing Risk in the Current Boom: What are your Peers doing?
- [Peer Pressure - Leadership: Side by Side](https://simplarfoundation.org/business-of-construction/leadership-business-construction/peer-pressure-leadership-side-by-side/) - In the case of matrix organizations (two or three bosses), there are significant correlations between several variables such as the quality of the relationship, perceived importance and the time spent with each stakeholder, as well the inclination of the participant towards leadership actions. The driving relationship in matrix organizations is the one with “the most important peer”.
- [Fixed-Price Rest In Peace](https://simplarfoundation.org/project-delivery/business-strategic-and-project-planning-project-delivery/fixed-price-rest-in-peace/) - the recent dramatic events around SNC-Lavalin, Fluor and Granite portend the adoption of Best-Value Procurement protocols across the entire construction industry in the not-too-distant future.
- [Expertise Project Delivery - A Best Value Approach](https://simplarfoundation.org/project-delivery/business-strategic-and-project-planning-project-delivery/expertise-project-delivery-a-best-value-approach/) - As the construction industry struggles with the inevitable transition of prequalification to digital platforms, senior managementshould continue to develop in-house prequalification expertise while the digital platforms complete the evolution of their business model.
- [Current Construction Recovery](https://simplarfoundation.org/business-of-construction/business-failure/current-construction-recovery/) - The euphoria of top line growth can mask the concurrent inflation in costs and put the all-important bottom-line in serious peril. After participating in the past nine years of steady sales growth, it is time to engage in risk mitigation and adjust focus toward profitability and cash flow.
- [Cash is Slippery](https://simplarfoundation.org/business-of-construction/growth/cash-is-slippery/) - People think finance and accounting are fundamentally the same when, in fact, much of the finance approach is a reaction against accounting.
- [Key Personnel Retention](https://simplarfoundation.org/business-of-construction/growth/key-personnel-retention/) - Management, distracted by the immediate shortage of skilled labor, has been largely unaware of the more insidious key personnel crisis. If you’ve been frantically trying to keep up with more and larger projects, you might not have noticed the increasing burden being heaped upon your key people.
- [The Surety](https://simplarfoundation.org/business-of-construction/risk-management/the-surety/) - Sureties operate the “sports book” for the construction industry. They handicap risk by setting rates and issuing bonds. They “book” the contractor’s bet that he will complete a project as contracted. They “set the line”.
- [Risk Minimization](https://simplarfoundation.org/procurement/risk-management-procurement/risk-minimization/) - Thorough planning, quality control, and equitable contract negotiations all play a part in risk minimization.
- [Construction's "No-Win"](https://simplarfoundation.org/procurement/risk-management-procurement/constructions-no-win/) - Risk is best managed through cooperation not confrontation.
- [Reality Check #3](https://simplarfoundation.org/built-environment/current-events-interests/reality-check-3/) - Risk Mitigation in Growth Markets
- [Productivity a Risk Factor](https://simplarfoundation.org/project-delivery/productivity/productivity-a-risk-factor/) - One of the most important factors in accurate estimating, planning, and executing profitable contracts is forecasting a productive labor force that can produce the desired output.
- [Help Wanted, Work Boots and Skills Provided](https://simplarfoundation.org/built-environment/labor-labor-issues/help-wanted-work-boots-and-skills-provided/) - The power of creative thinking, industry insights into coping the the critical manpower shortage.
- [Sources and Uses of Funds](https://simplarfoundation.org/business-of-construction/financial-management-and-risk/sources-and-uses-of-funds/) - Contractors must be able to see where their cash was used in order to understand their capital position at the end of an accounting period, the statement of cash flows provides an active portrayal (like a film rather than a snapshot) of where all the money went.
- [Reality Check](https://simplarfoundation.org/built-environment/labor-labor-issues/reality-check/) - Reality Check – Construction Labor Shortage
- [Schedule Busting](https://simplarfoundation.org/business-of-construction/scheduling/schedule-busting/) - The common belief that contractors are the cause of project delay is completely false.
- [Strategic Planning](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/strategic-planning/) - Dr. Kenn Sullivan and I discuss managing risk through a process of strategic thinking in our book, Managing the Profitable Construction Business.
- [If You Don't Know Where You're Going...](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/if-you-dont-know-where-youre-going/) - If You Don’t Know Where You’re Going You’re Probably Not Going to Get There
- [Customer Anti-Relations](https://simplarfoundation.org/built-environment/contracting-methods/customer-anti-relations/) - Contractors have a contentious relationship with owners, architects, and designers and most owners see contractors as potentially problematic vendors that bear watching.
- [Another Low-Bid Loophole](https://simplarfoundation.org/business-of-construction/risk-management/another-low-bid-loophole/) - Although the main goal of low-bid procurement is to maximize project value, the approach can actually increase project cost and duration if construction document deficiencies are not resolved early on.
- [Too Much of a Good Thing](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/too-much-of-a-good-thing/) - The common elements of construction business failure take place during profitable years—success precedes failure.
- [Pre-Contract Planning](https://simplarfoundation.org/built-environment/business-strategic-and-project-planning/pre-contract-planning/) - Contractors should begin to audit the skill-set and time management required to incorporate pre-contract planning into their everyday business practice.
- [Risk Encounter](https://simplarfoundation.org/business-of-construction/risk-management/risk-encounter/) - Project risk in construction is defined in basic terms as unplanned cost or schedule changes that crop up during a construction project.
- [Best Value](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/best-value/) - the principles of the Best Value Procurement method applied in the construction and services industries have been documented to significantly affect quality and efficiency in construction performance.
- [The Flash Report](https://simplarfoundation.org/business-of-construction/financial-management-and-risk/the-flash-report/) - We recommend that the CFO of every construction concern, both large and small, be required to produce performance metrics on a monthly basis and, if necessary, on a weekly basis in the form of a what we call Flash Reports for management.
- [Liquidity](https://simplarfoundation.org/business-of-construction/financial-management-and-risk/liquidity/) - If I learned anything from ten years operating the world’s largest workout firm for sureties engaged in construction bonding, it’s that liquidity (or the lack thereof) is the most important predictive metric on a construction company’s balance sheet.
- [Let's Get Real](https://simplarfoundation.org/business-of-construction/risk-management/lets-get-real/) - Six principles an industry leader is teaching his team as they "wade back in" to the growth market.
- [Common Sense](https://simplarfoundation.org/procurement/procurement-procurement/common-sense/) - The purpose of this blog is to translate research arrived at by the careful application of the scientific process into common sense solutions that can easily be grasped and utilized by construction people in the field.
- [O Captain My Captain](https://simplarfoundation.org/built-environment/leadership/o-captain-my-captain/) - The construction company CEO is like a cruise ship captain; he hires a crew, tells them where he wants to go, then checks to see if they are getting him there, he doesn’t get lost in the minutiae of accounting or engineering or design. He instinctively attends to the strategic direction of the company.
- [Building on Shifting Sands](https://simplarfoundation.org/business-of-construction/risk-management/building-on-shifting-sands/) - Recognize that the shifting sands of the construction marketplace are affected by not only macro-economic factors but also factors of scale, standardization, education, and advances in technology.
- [Out of Tune](https://simplarfoundation.org/project-delivery/contractor-default/out-of-tune/) - A construction project is an intricate labyrinth of independent/inter-dependent craftsmen making carefully coordinated contributions requiring more precise complex coordination then a 100-piece orchestra over multiple years
- [Some Company Founders Forget](https://simplarfoundation.org/business-of-construction/succession-planning-business-construction/some-company-founders-forget/) - SOME COMPANY FOUNDERS FORGET THEY WON’T LIVE FOREVER However, Researchers Find Many Don’t
- [PDP - Professional Development Program](https://simplarfoundation.org/built-environment/leadership/pdp-professional-development-program/) - A Professional Development Program is much more than simple training, a means of keeping up-to-date, or a way to build a career.
- [Corporate Darwinism](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/corporate-darwinism/) - Digital technologies are disrupting the industry, providing new opportunities to address the challenges of poor profitability/productivity, project performance, skilled labor shortages, and sustainability concerns. Managers of mid-size and small firms must be alert to this changing environment and be “ready to respond”.
- [Pride Goes Before Destruction](https://simplarfoundation.org/business-of-construction/risk-management/pride-goes-before-destruction/) - “Pride goes before destruction, and haughtiness before a fall.” (Proverbs 16:18)
- [The Role of the Board of Directors](https://simplarfoundation.org/business-of-construction/board-of-directors/the-role-of-the-board-of-directors/) - When a construction company founder trusst his board and invites them to hold him accountable as the manager, his board will become his most powerful management tool.
- [Without Skilled Labor....](https://simplarfoundation.org/built-environment/labor-labor-issues/without-skilled-labor/) - ALERT Without Skilled Labor YOU’RE OUT OF BUSINESS
- [You Can't be a Surety](https://simplarfoundation.org/business-of-construction/risk-management/you-cant-be-a-surety/) - Recognize, identify, and assess risk, then act like a Surety to reduce it for your company.
- [The Dozer is Not Free](https://simplarfoundation.org/business-of-construction/equipment-management/the-dozer-is-not-free/) - Too often a portion of equipment cost, sometimes substantial, is not recognized, estimated or properly attributed to job expense. This is one of the big unseen holes in accounting for the real cost of equipment ownership
- [How to Go Bankrupt](https://simplarfoundation.org/business-of-construction/business-failure/how-to-go-bankrupt/) - “How did you go Bankrupt?” “Two Ways…gradually…then suddenly.” (The Sun Also Rises, Ernest Hemingway)
- [SUCCESS...ion](https://simplarfoundation.org/built-environment/succession-planning/success-ion/) - If you are a construction professional in a construction enterprise, recognize it or not, you are living in the glacial and unrelenting progression we call succession
- [When Even a Rolex Stops Ticking](https://simplarfoundation.org/business-of-construction/current-events-interests-business-construction/when-even-a-rolex-stops-ticking/) - To avoid the persistent risk of catastrophic failure in the future, the construction industry must adopt an entirely new business model.
- [Introduction to Business Planning](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/introduction-to-business-planning/) - As the construction industry becomes more complex, we need to learn how to codify and annotatethe intuitive planning skills of experienced contractos.
- [Closing the Barn Door After the Horse has Bolted](https://simplarfoundation.org/business-of-construction/overhead/closing-the-barn-door-after-the-horse-has-bolted/) - Strategic management of overhead helps companies increase their preparedness for future periods of decline, predicated on how disciplined they are during periods of growth.
- [The Truth About General Contractors](https://simplarfoundation.org/built-environment/managing-subcontractors/the-truth-about-general-contractors/) - Selecting, employing, and managing teams of skilled companies and craftsmen is a highly complex and demanding process that requires a specialist skill set not a general practitioner. General contractors are more than builders; they are highly-skilled management consultants.
- [Russian Roulette](https://simplarfoundation.org/built-environment/financial-management-and-risk-built-environment/russian-roulette/) - If you’re content with your income and cash flow statements, but unfamiliar or uncomfortable with analyzing your balance sheet to arrive at in-depth management decisions, you are playing Russian Roulette and don’t know it.
- [To See Ourselves As We Really Are](https://simplarfoundation.org/business-of-construction/growth/to-see-ourselves-as-we-really-are/) - A study of more than 1,000 closely held construction firms revealed that there are five distinct stages of growth, knowing how to recognize what stage your company is in and how to manage the transition from one stage to another is critical.
- [How to Use Let's Talk Business](https://simplarfoundation.org/business-of-construction/business-strategic-project-planning/how-to-use-lets-talk-business/) - This blog is an ongoing discussion of the challenges construction enterprise face and an opportunity for construction professionals to share solutions.
- [Never Ask a Texan](https://simplarfoundation.org/business-of-construction/prospering-cyclical-market/never-ask-a-texan/) - In my experience, contractors measure success by total sales and the size of the projects they have built. The bigger the better. However, this be very dangerous.
- [Insights into the Risk of Failure](https://simplarfoundation.org/business-of-construction/business-failure/insights-into-the-risk-of-failure/) - If that’s all it takes to succeed in the construction business is a pickup truck, a box of tools, a cast-iron stomach, and a forgiving wife, why do so many contractors fail?
- [Don't Shoot the Messenger](https://simplarfoundation.org/business-of-construction/financial-management-and-risk/dont-shoot-the-messenger/) - In our industry the accounting function is not given the status and significance it should have.
- [YOU are the Company](https://simplarfoundation.org/built-environment/succession-planning/you-are-the-company/) - “A closely held construction company is the sum and substance of its experience. All of that sum and substance resides in its people”. (Dr. Thomas Schleifer)
- [All Management is Change Management](https://simplarfoundation.org/business-of-construction/change-management/all-management-is-change-management/) - All Management Is Change Management Doing the same thing over and over and expecting different results simply does not and will not work.
- [For Want of a Nail](https://simplarfoundation.org/built-environment/labor-labor-issues/for-want-of-a-nail/) - In the construction business if it’s not one thing, it’s another. The recession of 2007 is finally abating in earnest and everyone is busy, but the workforce can’t keep up with the demand.
- [The Other Side of the World](https://simplarfoundation.org/built-environment/current-events-interests/the-other-side-of-the-world/) - DOES WHAT HAPPENS ON THE OTHER SIDE OF THE WORLD… MATTER TO US?
- [How to Always Make a Profit](https://simplarfoundation.org/business-of-construction/overhead/how-to-always-make-a-profit/) - Profit growth, not revenue growth is the secret to success, embrace the new reality.
- [Boom and Bust](https://simplarfoundation.org/business-of-construction/growth/boom-and-bust/) - Construction business failures are worse during market recoveries than during market slowdowns.
- [Recognizing and Managing Risk](https://simplarfoundation.org/business-of-construction/risk-management/recognizing-and-managing-risk/) - Recognizing and Managing Risk
- [Construction Market Cycles](https://simplarfoundation.org/business-of-construction/prospering-cyclical-market/construction-market-cycles/) - Construction Market Cycles
- [Project Selection](https://simplarfoundation.org/business-of-construction/project-selection/project-selection/) - Project Selection
- [Personal Professional Development](https://simplarfoundation.org/built-environment/leadership/personal-professional-development/) - Personal Professional Development
- [Financial Risk](https://simplarfoundation.org/business-of-construction/financial-management-and-risk/financial-risk/) - Financial Risk
- [Overhead the Silent Killer](https://simplarfoundation.org/business-of-construction/overhead/overhead-the-silent-killer/) - Planning overhead in advance is the answer; not cutting it after it becomes a problem.
- [Project Selection Process](https://simplarfoundation.org/business-of-construction/project-selection/project-selection-process/) - Project Selection Process

## Pages

- [Home](https://simplarfoundation.org/) - [et_pb_section fb_built=”1″ fullwidth=”on” _builder_version=”4.16″ _module_preset=”default” global_colors_info=”{}”][et_pb_fullwidth_slider _builder_version=”4.16″ _module_preset=”default” custom_padding=”192px||180px|||” animation_style=”fade” animation_duration=”2000ms” auto=”on” auto_speed=”4000″ auto_ignore_hover=”on” global_colors_info=”{}”][et_pb_slide heading=”Research In Procurement & Supply Chain” button_link=”mailto:research@simplarfoundation.org” use_bg_overlay=”on” bg_overlay_color=”rgba(255,255,255,0.61)” _builder_version=”4.16″ _module_preset=”default” header_font=”|600|||||||” header_text_color=”#2b3a67″ background_enable_color=”off” background_image=”https://simplarfoundation.org/wp-content/uploads/2020/11/PROCUREMENT-AND-SUPPLY-CHAIN.jpg” background_enable_image=”on” custom_button=”on” button_text_color=”#2b3a67″ global_colors_info=”{}” sticky_transition=”on”][/et_pb_slide][et_pb_slide heading=”Research In Partnering, Planning & Project Management” button_link=”mailto:research@simplarfoundation.org” use_bg_overlay=”on” bg_overlay_color=”rgba(255,255,255,0.61)” _builder_version=”4.16″ _module_preset=”default” header_font=”|600|||||||” header_text_color=”#2b3a67″ background_enable_color=”off” background_image=”https://simplarfoundation.org/wp-content/uploads/2020/11/cityscape.jpg” background_enable_image=”on” custom_button=”on” button_text_color=”#2b3a67″ filter_hue_rotate=”131deg”
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- [FM Business Case](https://simplarfoundation.org/fm-business-case/)
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- [About the Journal](https://simplarfoundation.org/journal-about/) - [et_pb_section fb_built=”1″ _builder_version=”4.27.4″ _module_preset=”default” custom_padding=”5px||5px||false|false” global_colors_info=”{}”][et_pb_row _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”][et_pb_text _builder_version=”4.27.4″ _module_preset=”default” text_font_size=”16px” header_font_size=”44px” global_colors_info=”{}”]About the Journal A practice-first, open access journal connecting real industry challenges with applied research, case studies, and emerging technology.[/et_pb_text][/et_pb_column][/et_pb_row][/et_pb_section][et_pb_section fb_built=”1″ _builder_version=”4.27.4″ _module_preset=”default” custom_padding=”10px||10px||true|false” global_colors_info=”{}”][et_pb_row column_structure=”1_2,1_2″ _builder_version=”4.27.4″ _module_preset=”default” custom_padding=”||||false|false” global_colors_info=”{}”][et_pb_column type=”1_2″ _builder_version=”4.27.4″ _module_preset=”default” custom_padding=”24px|24px|24px|24px|true|true” border_radii=”on|12px|12px|12px|12px” border_width_all=”1px” border_color_all=”#eaeaea” box_shadow_style=”preset1″
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- [testing ai](https://simplarfoundation.org/testing-ai/) - [et_pb_section fb_built=”1″ make_equal=”on” specialty=”on” bg_img_1=”https://simplarfoundation.org/wp-content/uploads/2024/10/0-82e6167c-f4b2-4233-a990-128141c08fae.png” custom_css_main_1=”border-radius: 6px;” admin_label=”Hero” _builder_version=”4.25.2″ _module_preset=”default” locked=”off” collapsed=”on” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_column type=”1_2″ _builder_version=”4.16″ _module_preset=”73121f80-a3ef-4484-8763-c3f18e3c56d2″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||” theme_builder_area=”post_content”][et_pb_divider show_divider=”off” _builder_version=”4.23.1″ _module_preset=”default” height_tablet=”50vw” height_phone=”50vw” height_last_edited=”on|phone” max_height=”2px” global_colors_info=”{}” theme_builder_area=”post_content”][/et_pb_divider][/et_pb_column][et_pb_column type=”1_2″ specialty_columns=”2″ _builder_version=”4.16″ _module_preset=”default” custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||” theme_builder_area=”post_content”][et_pb_row_inner _builder_version=”4.16″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_column_inner saved_specialty_column_type=”1_2″ _builder_version=”4.16″ _module_preset=”73121f80-a3ef-4484-8763-c3f18e3c56d2″ global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_heading title=”Exploring the Future of Procurement” _builder_version=”4.24.3″ _module_preset=”f0c675ea-2574-4d0e-b725-30f8550a8550″ title_level=”h4″
- [FM Research](https://simplarfoundation.org/fm-research/) - [et_pb_section fb_built=”1″ _builder_version=”4.21.0″ _module_preset=”default” background_enable_color=”off” use_background_color_gradient=”on” background_color_gradient_stops=”#ffffff 0%|rgba(206,203,202,0.21) 100%” background_color_gradient_start=”#467baa” background_color_gradient_end=”rgba(206,203,202,0.21)” background_enable_image=”off” background_position=”top_center” background_blend=”lighten” custom_padding=”35px||0px|||” filter_contrast=”123%” mix_blend_mode=”lighten” global_colors_info=”{}”][et_pb_row _builder_version=”4.21.0″ _module_preset=”default” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.21.0″ _module_preset=”default” global_colors_info=”{}”][et_pb_image src=”https://simplarfoundation.org/wp-content/uploads/2023/01/IFMA-LOGO-C.png” title_text=”IFMA LOGO C” align=”center” _builder_version=”4.22.1″ _module_preset=”default” width=”41%” global_colors_info=”{}”][/et_pb_image][/et_pb_column][/et_pb_row][et_pb_row _builder_version=”4.21.0″ _module_preset=”default” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.21.0″ _module_preset=”default” global_colors_info=”{}”][et_pb_text _builder_version=”4.22.2″ _module_preset=”default” global_colors_info=”{}”]FM Research Updates[/et_pb_text][/et_pb_column][/et_pb_row][et_pb_row _builder_version=”4.22.1″ _module_preset=”default” custom_margin=”-27px||||false|false” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.21.0″ _module_preset=”default” global_colors_info=”{}”][et_pb_text _builder_version=”4.22.2″
- [State of Women in Facility Management](https://simplarfoundation.org/women-in-fm/) - [et_pb_section fb_built=”1″ _builder_version=”4.21.0″ _module_preset=”default” background_enable_color=”off” use_background_color_gradient=”on” background_color_gradient_stops=”#ffffff 0%|rgba(206,203,202,0.21) 100%” background_color_gradient_start=”#467baa” background_color_gradient_end=”rgba(206,203,202,0.21)” background_enable_image=”off” background_position=”top_center” background_blend=”lighten” custom_padding=”35px||0px|||” filter_contrast=”123%” mix_blend_mode=”lighten” global_colors_info=”{}”][et_pb_row _builder_version=”4.21.0″ _module_preset=”default” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.21.0″ _module_preset=”default” global_colors_info=”{}”][et_pb_image src=”https://simplarfoundation.org/wp-content/uploads/2023/01/IFMA-LOGO-C.png” title_text=”IFMA LOGO C” align=”center” _builder_version=”4.22.1″ _module_preset=”default” width=”41%” global_colors_info=”{}”][/et_pb_image][/et_pb_column][/et_pb_row][et_pb_row _builder_version=”4.21.0″ _module_preset=”default” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.21.0″ _module_preset=”default” global_colors_info=”{}”][et_pb_text _builder_version=”4.22.2″ _module_preset=”default” global_colors_info=”{}”]State of Women in Facility Management[/et_pb_text][/et_pb_column][/et_pb_row][et_pb_row _builder_version=”4.22.1″ _module_preset=”default” custom_margin=”-27px||||false|false” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.21.0″
- [IFMA Technology Report](https://simplarfoundation.org/fm-technology/) - [et_pb_section fb_built=”1″ _builder_version=”4.21.0″ _module_preset=”default” background_enable_color=”off” use_background_color_gradient=”on” background_color_gradient_stops=”#ffffff 0%|rgba(206,203,202,0.21) 100%” background_color_gradient_start=”#467baa” background_color_gradient_end=”rgba(206,203,202,0.21)” background_enable_image=”off” background_position=”top_center” background_blend=”lighten” custom_padding=”35px||0px|||” filter_contrast=”123%” mix_blend_mode=”lighten” global_colors_info=”{}”][et_pb_row _builder_version=”4.21.0″ _module_preset=”default” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.21.0″ _module_preset=”default” global_colors_info=”{}”][et_pb_image src=”https://simplarfoundation.org/wp-content/uploads/2023/01/IFMA-LOGO-C.png” title_text=”IFMA LOGO C” align=”center” _builder_version=”4.21.0″ _module_preset=”default” width=”62%” global_colors_info=”{}”][/et_pb_image][/et_pb_column][/et_pb_row][et_pb_row _builder_version=”4.21.0″ _module_preset=”default” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.21.0″ _module_preset=”default” global_colors_info=”{}”][et_pb_text _builder_version=”4.21.0″ _module_preset=”default” global_colors_info=”{}”]Procurement Resources for FM Technology[/et_pb_text][/et_pb_column][/et_pb_row][et_pb_row _builder_version=”4.21.0″ _module_preset=”default” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.21.0″ _module_preset=”default” global_colors_info=”{}”][et_pb_text
- [ENR - Supply Chain Snarls Aren't Going Away Do Something About Them](https://simplarfoundation.org/enr-supply-chain-snarls-arent-going-away-do-something-about-them/) - [et_pb_section fb_built=”1″ admin_label=”Features” _builder_version=”4.16″ background_color_gradient_direction=”174deg” background_enable_image=”off” custom_padding=”100px|0px|100px|0px” global_colors_info=”{}”][et_pb_row _builder_version=”4.19.5″ _module_preset=”default” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.19.5″ _module_preset=”default” global_colors_info=”{}”][et_pb_image src=”https://simplarfoundation.org/wp-content/uploads/2023/02/Scan_0005_1.jpg” _builder_version=”4.19.5″ _module_preset=”default” hover_enabled=”0″ global_colors_info=”{}” title_text=”Scan_0005_1″ sticky_enabled=”0″][/et_pb_image][et_pb_image src=”https://simplarfoundation.org/wp-content/uploads/2023/02/Scan_0005_2.jpg” _builder_version=”4.19.5″ _module_preset=”default” title_text=”Scan_0005_2″ hover_enabled=”0″ sticky_enabled=”0″][/et_pb_image][et_pb_image src=”https://simplarfoundation.org/wp-content/uploads/2023/02/Scan_0005_3.jpg” _builder_version=”4.19.5″ _module_preset=”default” title_text=”Scan_0005_3″ hover_enabled=”0″ sticky_enabled=”0″][/et_pb_image][et_pb_text _builder_version=”4.19.5″ _module_preset=”default” hover_enabled=”0″ global_colors_info=”{}” sticky_enabled=”0″]PDF[/et_pb_text][/et_pb_column][/et_pb_row][/et_pb_section]
- [Leadership](https://simplarfoundation.org/leadership/) - [et_pb_section fb_built=”1″ fullwidth=”on” _builder_version=”4.6.6″ _module_preset=”default”][et_pb_fullwidth_header title=”Leadership” background_overlay_color=”rgba(255,255,255,0.44)” _builder_version=”4.6.6″ _module_preset=”default” title_font=”|700|||||||” title_text_color=”#2b3a67″ title_font_size=”48px” background_enable_color=”off” background_image=”https://simplarfoundation.org/wp-content/uploads/2020/11/steps-to-success.jpg” custom_padding=”138px||150px|||”][/et_pb_fullwidth_header][/et_pb_section][et_pb_section fb_built=”1″ _builder_version=”4.9.4″ background_color=”#FFFFFF” custom_padding=”||200px|||”][et_pb_row column_structure=”1_3,1_3,1_3″ _builder_version=”4.9.4″ _module_preset=”default”][et_pb_column type=”1_3″ _builder_version=”4.9.4″ _module_preset=”default”][dnxte_flip_box front_icon_switch=”off” front_image_switch=”on” front_image=”https://simplarfoundation.org/wp-content/uploads/2021/04/smithwick.jpg” front_content=” Jake Smithwick Assistant Professor UNC Charlotte ” front_bgc_color=”#FFFFFF” front_image_color=”#496A81″ front_image_size=”299px” front_image_alignment=”center” front_dnext_flipbox_use_mask=”on” front_dnext_flipbox_mask_size=”cover” front_dnext_flipbox_image_horizontal=”1″ back_icon_switch=”off” back_content=” Dr. Jake Smithwick is a faculty member at the University
- [Subscribe](https://simplarfoundation.org/subscribe/) - [et_pb_section fb_built=”1″ admin_label=”Subscribe” _builder_version=”4.8.1″ background_color=”#496A81″ custom_margin=”100px||100px|” custom_padding=”25px|0px|0px|0px||” global_module=”30744″ saved_tabs=”all”][et_pb_row column_structure=”1_4,1_2,1_4″ _builder_version=”3.25″ custom_margin=”|||” custom_padding=”0px|0px|0px|0px”][et_pb_column type=”1_4″ _builder_version=”3.25″ custom_padding=”|||” custom_padding__hover=”|||”][/et_pb_column][et_pb_column type=”1_2″ _builder_version=”3.25″ custom_padding=”|||” custom_padding__hover=”|||”][et_pb_signup provider=”constant_contact” constant_contact_list=”Simplar CC|1021116519″ name_field=”on” title=”Join Our Newslog” _builder_version=”4.8.2″ form_field_text_color=”rgba(0,0,0,0.7)” header_font=”|||on|||||” header_text_color=”#2B3A67″ header_font_size=”38px” header_line_height=”1.4em” body_font=”Poppins||||||||” body_font_size=”16px” body_line_height=”2em” result_message_font=”||||||||” background_color=”#ffffff” custom_button=”on” button_text_color=”#ffffff” button_bg_color=”#66999B” button_border_width=”0px” button_border_radius=”0px” button_letter_spacing=”1px” button_font=”Saira Extra Condensed|600||on|||||” button_icon=”%%3%%” text_orientation=”center” background_layout=”light” custom_margin=”-60px||-60px|” custom_padding=”60px|60px|60px|60px” custom_padding_tablet=”” custom_padding_phone=”|40px||40px”
- [RFQ](https://simplarfoundation.org/rfq/) - [et_pb_section fb_built=”1″ admin_label=”Landing Hero” _builder_version=”4.6.6″ background_color=”#66999b” background_enable_image=”off” background_blend=”overlay” custom_padding=”15px|0px|0px|0px||” animation_style=”slide” animation_direction=”top” animation_intensity_slide=”2%” locked=”off”][et_pb_row _builder_version=”4.6.6″ custom_margin=”|||” custom_width_px=”1280px”][et_pb_column type=”4_4″ _builder_version=”3.25″ custom_padding=”|||” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.6.6″ header_font=”|on|||” header_font_size=”42px” header_line_height=”1.3em” background_layout=”dark” custom_padding=”|||” header_font_size_last_edited=”off|desktop” locked=”off”]Request For Qualifications[/et_pb_text][/et_pb_column][/et_pb_row][/et_pb_section][et_pb_section fb_built=”1″ admin_label=”Features” _builder_version=”4.6.6″ background_color_gradient_direction=”174deg” background_enable_image=”off” custom_padding=”55px|0px|100px|0px||”][et_pb_row _builder_version=”4.6.6″ _module_preset=”default”][et_pb_column type=”4_4″ _builder_version=”4.6.6″ _module_preset=”default”][et_pb_text _builder_version=”4.6.6″ _module_preset=”default” hover_enabled=”0″ sticky_enabled=”0″]OVERVIEW The Foundation is issuing a Request For Qualifications (“RFQ”) for
- [Construction Resources](https://simplarfoundation.org/construction-resources/) - [et_pb_section fb_built=”1″ fullwidth=”on” admin_label=”Hero Section” _builder_version=”3.22″ bottom_divider_color=”#FFFFFF” bottom_divider_flip=”horizontal” bottom_divider_height_tablet=”” bottom_divider_height_phone=”53px” bottom_divider_height_last_edited=”on|desktop”][et_pb_fullwidth_header title=”CONSTRUCTION RESOURCES” background_overlay_color=”rgba(0,16,73,0.71)” content_max_width=”1080px” _builder_version=”4.0.9″ title_font=”|||on|||||” title_text_color=”#ffffff” title_font_size=”54px” content_font=”Poppins||||||||” content_letter_spacing=”1px” content_line_height=”2em” subhead_font=”||||||||” subhead_text_color=”#f0b800″ subhead_font_size=”33px” subhead_letter_spacing=”3px” subhead_line_height=”1.3em” background_image=”https://simplarfoundation.org/wp-content/uploads/2020/06/Calendar-Background.jpg” custom_button_one=”on” button_one_border_width=”1px” button_one_border_color=”rgba(255,255,255,0.3)” button_one_border_radius=”0px” button_one_letter_spacing=”1px” button_one_font=”Saira Extra Condensed|600||on|||||” button_one_icon=”%%3%%” button_one_icon_color=”#edbb5f” custom_button_two=”on” button_two_border_width=”1px” button_two_border_color=”rgba(255,255,255,0.3)” button_two_border_radius=”0px” button_two_letter_spacing=”1px” button_two_font=”Saira Extra Condensed|600||on|||||” button_two_icon=”%%3%%” button_two_icon_color=”#edbb5f” module_alignment=”right” custom_margin=”|||” custom_padding=”4%||5%|” title_font_size_tablet=”” title_font_size_phone=”31px” title_font_size_last_edited=”on|desktop” content_font_size_tablet=””

## Journal Articles

- [The Exodus of Women in the Facility Management Workforce](https://simplarfoundation.org/journal/the-exodus-of-women-in-the-facility-management-workforce/)
- [Independent Cost Estimation (ICE) in Public and Private Project Delivery: Definitions, Statutory Frameworks, and Delivery-Method Comparisons](https://simplarfoundation.org/journal/independent-cost-estimation-project-delivery/)
- [Enhancing Project Scheduling with AI Driven Analysis: A Case Study on Helipad Construction](https://simplarfoundation.org/journal/enhancing-project-scheduling-with-ai-driven-analysis-a-case-study-on-helipad-construction/)
- [Where Do Preconstruction Schedules Go Off Track? An Evidence-Informed Industry Commentary](https://simplarfoundation.org/journal/where-do-preconstruction-schedules-go-off-track/)
- [Togal.AI vs On-Screen Takeoff: A Comparative Analysis of Time Efficiency and Accuracy](https://simplarfoundation.org/journal/togal-ai-vs-on-screen-takeoff-a-comparative-analysis-of-time-efficiency-and-accuracy/)

## Categories

- [Uncategorized](https://simplarfoundation.org/category/uncategorized/)
- [Business of Construction](https://simplarfoundation.org/category/business-of-construction/)
- [Procurement](https://simplarfoundation.org/category/procurement/)
- [Built Environment](https://simplarfoundation.org/category/built-environment/)
- [Partnering, Planning, PM](https://simplarfoundation.org/category/partnering-planning-pm/)
- [Project Delivery](https://simplarfoundation.org/category/project-delivery/)
- [Facility Management](https://simplarfoundation.org/category/fm/)
- [Organization Transformation](https://simplarfoundation.org/category/organization-transformation/)
- [Business, Strategic & Project Planning](https://simplarfoundation.org/category/business-of-construction/business-strategic-project-planning/)
- [Business, Strategic and Project Planning](https://simplarfoundation.org/category/built-environment/business-strategic-and-project-planning/)
- [Financial Management and Risk](https://simplarfoundation.org/category/business-of-construction/financial-management-and-risk/)
- [Financial Management and Risk](https://simplarfoundation.org/category/project-delivery/financial-management-and-risk-project-delivery/)
- [Financial Management and Risk](https://simplarfoundation.org/category/procurement/financial-management-and-risk-procurement/)
- [Financial Management and Risk](https://simplarfoundation.org/category/built-environment/financial-management-and-risk-built-environment/)
- [Leadership](https://simplarfoundation.org/category/built-environment/leadership/)
- [Project Selection](https://simplarfoundation.org/category/business-of-construction/project-selection/)
- [Leadership](https://simplarfoundation.org/category/business-of-construction/leadership-business-construction/)
- [Leadership](https://simplarfoundation.org/category/procurement/leadership-procurement/)
- [Project Selection](https://simplarfoundation.org/category/built-environment/project-selection-built-environment/)
- [Project Selection](https://simplarfoundation.org/category/procurement/project-selection-procurement/)
- [Project Selection](https://simplarfoundation.org/category/project-delivery/project-selection-project-delivery/)
- [Prospering Cyclical Market](https://simplarfoundation.org/category/business-of-construction/prospering-cyclical-market/)
- [Prospering Cyclical Market](https://simplarfoundation.org/category/built-environment/prospering-cyclical-market-built-environment/)
- [Risk Management](https://simplarfoundation.org/category/business-of-construction/risk-management/)
- [Risk Management](https://simplarfoundation.org/category/built-environment/risk-management-built-environment/)
- [Risk Management](https://simplarfoundation.org/category/procurement/risk-management-procurement/)
- [Risk Management](https://simplarfoundation.org/category/project-delivery/risk-management-project-delivery/)
- [Growth](https://simplarfoundation.org/category/business-of-construction/growth/)
- [Growth](https://simplarfoundation.org/category/built-environment/growth-built-environment/)
- [Overhead](https://simplarfoundation.org/category/business-of-construction/overhead/)
- [Current Events/Interests](https://simplarfoundation.org/category/built-environment/current-events-interests/)
- [Current Events/Interests](https://simplarfoundation.org/category/business-of-construction/current-events-interests-business-construction/)
- [Current Events/Interests](https://simplarfoundation.org/category/partnering-planning-pm/current-events-interests-partnering-planning-pm/)
- [Current Events/Interests](https://simplarfoundation.org/category/organization-transformation/current-events-interests-organization-transformation/)
- [Current Events/Interests](https://simplarfoundation.org/category/fm/current-events-interests-fm/)
- [Current Events/Interests](https://simplarfoundation.org/category/procurement/current-events-interests-procurement/)
- [Current Events/Interests](https://simplarfoundation.org/category/project-delivery/current-events-interests-project-delivery/)
- [Labor & Labor Issues](https://simplarfoundation.org/category/built-environment/labor-labor-issues/)
- [Labor & Labor Issues](https://simplarfoundation.org/category/business-of-construction/labor-labor-issues-business-construction/)
- [Change Management](https://simplarfoundation.org/category/business-of-construction/change-management/)
- [Change Management](https://simplarfoundation.org/category/project-delivery/change-management-project-delivery/)
- [Change Management](https://simplarfoundation.org/category/organization-transformation/change-management-organization-transformation/)
- [Change Management](https://simplarfoundation.org/category/built-environment/change-management-built-environment/)
- [Succession Planning](https://simplarfoundation.org/category/built-environment/succession-planning/)
- [Succession Planning](https://simplarfoundation.org/category/business-of-construction/succession-planning-business-construction/)
- [Business Failure](https://simplarfoundation.org/category/business-of-construction/business-failure/)
- [Business Failure](https://simplarfoundation.org/category/built-environment/business-failure-built-environment/)
- [Managing Subcontractors](https://simplarfoundation.org/category/built-environment/managing-subcontractors/)
- [Managing Subcontractors](https://simplarfoundation.org/category/business-of-construction/managing-subcontractors-business-construction/)
- [Change Orders](https://simplarfoundation.org/category/built-environment/change-orders/)
- [Change Orders](https://simplarfoundation.org/category/business-of-construction/change-orders-business-construction/)
- [Equipment Management](https://simplarfoundation.org/category/business-of-construction/equipment-management/)
- [Equipment Management](https://simplarfoundation.org/category/built-environment/equipment-management-built-environment/)
- [Developer Delimas/Issues](https://simplarfoundation.org/category/business-of-construction/developer-delimas-issues/)
- [Developer Delimas/Issues](https://simplarfoundation.org/category/project-delivery/developer-delimas-issues-project-delivery/)
- [Procurement](https://simplarfoundation.org/category/procurement/procurement-procurement/)
- [Board of Directors](https://simplarfoundation.org/category/business-of-construction/board-of-directors/)
- [Dispute Resolution](https://simplarfoundation.org/category/business-of-construction/dispute-resolution/)
- [Dispute Resolution](https://simplarfoundation.org/category/built-environment/dispute-resolution-built-environment/)
- [Proposal Writing](https://simplarfoundation.org/category/business-of-construction/proposal-writing/)
- [Proposal Writing](https://simplarfoundation.org/category/procurement/proposal-writing-procurement/)
- [Contractor Default](https://simplarfoundation.org/category/project-delivery/contractor-default/)
- [Contractor Default](https://simplarfoundation.org/category/business-of-construction/contractor-default-business-construction/)
- [Contracting Methods](https://simplarfoundation.org/category/built-environment/contracting-methods/)
- [Contracting Methods](https://simplarfoundation.org/category/project-delivery/contracting-methods-project-delivery/)
- [Scheduling](https://simplarfoundation.org/category/business-of-construction/scheduling/)
- [Scheduling](https://simplarfoundation.org/category/project-delivery/scheduling-project-delivery/)
- [Productivity](https://simplarfoundation.org/category/project-delivery/productivity/)
- [Business Development](https://simplarfoundation.org/category/built-environment/business-development/)
- [Business Development](https://simplarfoundation.org/category/business-of-construction/business-development-business-construction/)
- [Business Development](https://simplarfoundation.org/category/project-delivery/business-development-project-delivery/)
- [Business Development](https://simplarfoundation.org/category/procurement/business-development-procurement/)
- [Weekly Construction Message](https://simplarfoundation.org/category/business-of-construction/weekly-construction-message/)
- [Project Teams](https://simplarfoundation.org/category/built-environment/project-teams/)
- [Project Teams](https://simplarfoundation.org/category/procurement/project-teams-procurement/)
- [Project Teams](https://simplarfoundation.org/category/project-delivery/project-teams-project-delivery/)
- [Cash Flow (Getting Paid)](https://simplarfoundation.org/category/project-delivery/cash-flow-getting-paid/)
- [Cash Flow (Getting Paid)](https://simplarfoundation.org/category/business-of-construction/cash-flow-getting-paid-business-construction/)
- [Organizational Change Management](https://simplarfoundation.org/category/business-of-construction/organizational-change-management/)
- [Organizational Change Management](https://simplarfoundation.org/category/built-environment/organizational-change-management-built-environment/)
- [Organizational Change Management](https://simplarfoundation.org/category/organization-transformation/organizational-change-management-organization-transformation/)
- [Business, Strategic and Project Planning](https://simplarfoundation.org/category/project-delivery/business-strategic-and-project-planning-project-delivery/)
- [Business, Strategic and Project Planning](https://simplarfoundation.org/category/procurement/business-strategic-and-project-planning-procurement/)
- [Proposal Writing](https://simplarfoundation.org/category/project-delivery/proposal-writing-project-delivery/)
- [Facility Management](https://simplarfoundation.org/category/built-environment/facility-management/)
- [Leadership](https://simplarfoundation.org/category/organization-transformation/leadership-organization-transformation/)
- [Business, Strategic and Project Planning](https://simplarfoundation.org/category/partnering-planning-pm/business-strategic-and-project-planning-partnering-planning-pm/)
- [Procurement](https://simplarfoundation.org/category/business-of-construction/procurement-business-of-construction/)
- [Labor & Labor Issues](https://simplarfoundation.org/category/organization-transformation/labor-labor-issues-organization-transformation/)
- [News Flash](https://simplarfoundation.org/category/newsflash/)

## Tags

- [test](https://simplarfoundation.org/tag/test/)
- [#CLN](https://simplarfoundation.org/tag/cln/)
- [#constructionsleadershipconference](https://simplarfoundation.org/tag/constructionsleadershipconference/)
- [#simplar](https://simplarfoundation.org/tag/simplar/)
- [#construction](https://simplarfoundation.org/tag/construction/)
- [#ConstructionLeadership](https://simplarfoundation.org/tag/constructionleadership/)
- [#Contractors](https://simplarfoundation.org/tag/contractors/)
- [#ConstructionPros](https://simplarfoundation.org/tag/constructionpros/)
- [#SimplarTalks](https://simplarfoundation.org/tag/simplartalks/)
- [#JeffSawyer](https://simplarfoundation.org/tag/jeffsawyer/)
- [#DrKennSullivan](https://simplarfoundation.org/tag/drkennsullivan/)
- [#Networking](https://simplarfoundation.org/tag/networking/)
- [#ConstructionFuture](https://simplarfoundation.org/tag/constructionfuture/)
- [#BuildYourFuture](https://simplarfoundation.org/tag/buildyourfuture/)
- [#ConstructionConference](https://simplarfoundation.org/tag/constructionconference/)
- [#LoewsVentanaCanyonResort](https://simplarfoundation.org/tag/loewsventanacanyonresort/)
- [#TucsonArizona](https://simplarfoundation.org/tag/tucsonarizona/)
- [science of construction](https://simplarfoundation.org/tag/science-of-construction/)
- [#momandpopconstructioncompanies](https://simplarfoundation.org/tag/momandpopconstructioncompanies/)
- [#teambuilding](https://simplarfoundation.org/tag/teambuilding/)
- [#constructionblog](https://simplarfoundation.org/tag/constructionblog/)
- [#leadership](https://simplarfoundation.org/tag/leadership/)
- [science of business management](https://simplarfoundation.org/tag/science-of-business-management/)
- [dvantageous Business Decisions](https://simplarfoundation.org/tag/dvantageous-business-decisions/)
- [decisiontree](https://simplarfoundation.org/tag/decisiontree/)
- [Construction Company Management](https://simplarfoundation.org/tag/construction-company-management/)
- [Management Tools](https://simplarfoundation.org/tag/management-tools/)
- [the Schleifer mba](https://simplarfoundation.org/tag/the-schleifer-mba/)
- [#winningteam](https://simplarfoundation.org/tag/winningteam/)
- [#functional analysis](https://simplarfoundation.org/tag/functional-analysis/)
- [Construction Company Structure](https://simplarfoundation.org/tag/construction-company-structure/)
- [Team Building](https://simplarfoundation.org/tag/team-building/)
- [management maturity](https://simplarfoundation.org/tag/management-maturity/)
- [Hiring](https://simplarfoundation.org/tag/hiring/)
- [managing](https://simplarfoundation.org/tag/managing/)
- [Profit margines](https://simplarfoundation.org/tag/profit-margines/)
- [unexamined beliefs](https://simplarfoundation.org/tag/unexamined-beliefs/)
- [contracts](https://simplarfoundation.org/tag/contracts/)
- [#reputation](https://simplarfoundation.org/tag/reputation/)
- [acquisitions](https://simplarfoundation.org/tag/acquisitions/)
- [Commercial Activity](https://simplarfoundation.org/tag/commercial-activity/)
- [management](https://simplarfoundation.org/tag/management/)
- [Billing](https://simplarfoundation.org/tag/billing/)
- [profits](https://simplarfoundation.org/tag/profits/)
- [#business](https://simplarfoundation.org/tag/business/)
- [#growth](https://simplarfoundation.org/tag/growth/)
- [#maturity](https://simplarfoundation.org/tag/maturity/)
- [#generational wealth in construction](https://simplarfoundation.org/tag/generational-wealth-in-construction/)
- [contractor survival](https://simplarfoundation.org/tag/contractor-survival/)
- [contractor beliefs](https://simplarfoundation.org/tag/contractor-beliefs/)
- [tricks](https://simplarfoundation.org/tag/tricks/)
- [balance](https://simplarfoundation.org/tag/balance/)
- [Accounting](https://simplarfoundation.org/tag/accounting/)
- [Statements](https://simplarfoundation.org/tag/statements/)
- [CFO](https://simplarfoundation.org/tag/cfo/)
- [Construction Accounting](https://simplarfoundation.org/tag/construction-accounting/)
- [financial report](https://simplarfoundation.org/tag/financial-report/)
- [financial statements](https://simplarfoundation.org/tag/financial-statements/)
- [direct method](https://simplarfoundation.org/tag/direct-method/)
- [failures](https://simplarfoundation.org/tag/failures/)
- [cash position](https://simplarfoundation.org/tag/cash-position/)
- [gettingpaid](https://simplarfoundation.org/tag/gettingpaid/)
- [financialmanagementrisk](https://simplarfoundation.org/tag/financialmanagementrisk/)
- [growthinconstruction](https://simplarfoundation.org/tag/growthinconstruction/)
- [profitinconstruction](https://simplarfoundation.org/tag/profitinconstruction/)
- [construction profits](https://simplarfoundation.org/tag/construction-profits/)
- [Strategic planning](https://simplarfoundation.org/tag/strategic-planning/)
- [succession planning](https://simplarfoundation.org/tag/succession-planning/)
- [financial planning](https://simplarfoundation.org/tag/financial-planning/)
- [vision](https://simplarfoundation.org/tag/vision/)
- [construction project](https://simplarfoundation.org/tag/construction-project/)
- [project risk](https://simplarfoundation.org/tag/project-risk/)
- [risk management](https://simplarfoundation.org/tag/risk-management/)

## Topics

- [Scheduling](https://simplarfoundation.org/journal-topic/scheduling/)
- [AI](https://simplarfoundation.org/journal-topic/ai/)
- [Primavera P6](https://simplarfoundation.org/journal-topic/primavera-p6/)
- [Project Controls](https://simplarfoundation.org/journal-topic/project-controls/)
- [Risk Management](https://simplarfoundation.org/journal-topic/risk-management/)
- [Planning](https://simplarfoundation.org/journal-topic/planning/)
- [Preconstruction](https://simplarfoundation.org/journal-topic/preconstruction/)
- [Permitting](https://simplarfoundation.org/journal-topic/permitting/)
- [Utilities](https://simplarfoundation.org/journal-topic/utilities/)
- [Supply Chain](https://simplarfoundation.org/journal-topic/supply-chain/)
- [Workforce](https://simplarfoundation.org/journal-topic/workforce/)
- [Estimating](https://simplarfoundation.org/journal-topic/estimating/)
- [Quantity Takeoff](https://simplarfoundation.org/journal-topic/quantity-takeoff/)
- [AI Tools](https://simplarfoundation.org/journal-topic/ai-tools/)
- [Productivity](https://simplarfoundation.org/journal-topic/productivity/)
- [Construction Technology](https://simplarfoundation.org/journal-topic/construction-technology/)
- [Construction Education](https://simplarfoundation.org/journal-topic/construction-education/)
- [Alternative Project Delivery](https://simplarfoundation.org/journal-topic/alternative-project-delivery/)
- [Facility Management](https://simplarfoundation.org/journal-topic/facility-management/)

## Collections

- [Volume 1](https://simplarfoundation.org/journal-collection/volume-1/)
- [Issue 1 (Dec 2025)](https://simplarfoundation.org/journal-collection/issue-1-dec-2025/)
- [Volume 2](https://simplarfoundation.org/journal-collection/volume-2/)
- [Issue 1 (Jun 2026)](https://simplarfoundation.org/journal-collection/issue-1-jun-2026/)