Cutting Edge Contracting, Inc.

by Emily Blackburn

Sean Kelly

Vancouver, WA
GQ All-time Recommend Rate: 97%
GQ 2020 Recommend Rate: 100%
Number of Jobs in 2020: 42
Type of Firm: Home improvement/Replacement
CEO: Sean Kelly

1. Demand for services is stronger than ever. Supply delays are widespread. Building product prices are rising. Please name the concrete steps you take to keep customers satisfied as timelines and prices are fluctuating?

Clear communication and extremely thorough job preparation are the biggest steps our company emphasizes in order to make sure our customers stay completed satisfied. Setting proper expectations regarding project timelines in the first place and making sure our clients know the state of the market helps them understand what is going on when we run into potential project delays, and keeping them up to date on the status of supply delays ensures our clients know we care and that they remain a priority for us regardless of delays.

With rising prices and production delays, we also have taken steps to ensure that when our clients first contract with us, we start performing as much of the job preparation process as possible to minimize the impact of these price increases and supply delays. Even if our production schedule is two months out for certain jobs, we perform thorough walkthroughs and critical measurements with our production and project management teams right away to create and place material orders so that we get materials on site early and mitigate any potential price increases.

2. A good remodeling or home improvement firm knows the limits of its capabilities to take on additional work. What do/would you communicate to clients when you cannot handle their job and must decline their inquiry?

When business is good and you have a lot of referrals coming in, there are always projects that will come your way that are outside of the scope of what you do, or even projects that your company may not be suited well for. We take pride in being straight forward with our clients, and we explain why our company may not be a great fit in those circumstances. When we can, we do our best to make other recommendations, or at least help to point them in the right direction.

3. During busy times like these, operational adjustments are needed in order to take on more work, often with the same level of staffing. What steps have you taken to ensure a quality experience despite the added workloads for your team?

“First and foremost, our company lives and dies by the mantra of “”the separation is in the preparation.”” Placing a larger priority on thorough job preparation, with a focus on critical material orders and items that can cause project delays, go backs, or any extra material runs, helps us cut down on a ton of critical time when our company is operating at full capacity.

In the past, we have also taken steps to help cross train employees for other roles and responsibilities in order for other team members to step in and help when needed. This has been critical in helping our company to run at maximum capacity. For example, our original office manager is a former field employee that can now perform those same duties with limited time in the office, and can also help with material deliveries, trailer and dump runs, etc. This allows our company to maximize the effectiveness of all team members’ time across the entire company.”

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