Paragon Construction Company

by Emily Blackburn

Jeremy Shank

Midlothian, Va.
www.ParagonRVA.com
GQ All-time Recommend Rate: 98%
GQ 2020 Recommend Rate: 100%
Number of Jobs in 2020: 61
Type of Firm: Full-service Remodeler
CEO: Jeremy Shank

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?

Setting Expectations and Communication. These two tenets are critical in making sure we and our customers are on the same page for for their project, their project timeline and the challenges that exist with today’s supply chain.

The expectations are set during the sale process and we are transparent with product availability and lead times, permitting lead times, and dynamically changing prices.

Communication is continuous during the sale process, project preparation process and once construction begins. We have a number of customer in-person touch points post-closing – final measurements, trade reviews, project manager introductions. Using BuilderTrend to manage all of our projects, we deliver communications through the BT portal, complete selections and provide a detailed schedule for the customer see well before their project begins.

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?

This truly has been a challenge for us and better knowing our ideal customer and ideal project types have been key to us being able to communicate this to prospective customers. Our team been amazing in being direct with about our current capacity and provide prospective customers, that fit our ideal customer/ project criteria, to schedule an appointment for a date in the future. For those prospective customers that don’t fit our project criteria, we let them know and most are understanding.

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?

Our project planning and management meetings each week have been and continue to be key to our success in undertaking, managing and completing the increased number and complexity of projects. We touch on every project in-progress, upcoming and in backlog – prioritizing permitting, ordering of materials, scheduling of project, etc. These meetings and the results that come from them have helped us continue to deliver an exceptional renovation experience for our customers, more efficiently manage our resources to get more done without materially changing the workloads of our project and carpentry teams.

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