Richard Perdue
Bothell, Wash.
perduebuilders.net
GQ All-time Recommend Rate: 98%
GQ 2020 Recommend Rate: 100%
Number of Jobs in 2020: 52
Type of Firm: Full-service Remodeler, Home improvement/Replacement
CEO: Richard Perdue
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?
Regarding demand and supply delays: We do our best to communicate with customers clearly from the get-go. Before even selling a job we try to be as realistic as possible as to where the customer will be on the schedule, we then explain that the industry is ever-changing and things can be fluid– whether there’s unexpected delays due to material, rot/repairs, etc.– timeline can change and we will do our best to keep them informed. Scheduling in this industry has never been simple, but with material delays, customer demand and labor shortage, it seems harder than ever. My team and I spend more time on the schedule/timeline than ever before as it is constantly changing and being updated.
Regarding pricing increases: Once we price/quote something for a customer, we honor that price, even if it means that we come out in the negative. Getting a grasp on industry pricing, our company’s costs and finding the “”sweet spot”” where we can make money but be fair and stay competitive– it has been difficult. To answer the question specifically though, we have taken good care of our customers when it comes to offering fair pricing. Staying loyal to our customers is extremely important to us, and our customers appear to almost always be satisfied.
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 is such a relevant question! In the past I would always message people in response to their inquiry, but lately with how complicated our scheduling is, I usually call so that I can make sure I’m communicating how important their inquiry is to us, even if we can’t help them. Quickly in the conversation while asking how they would like to be helped, I ask when they would like their job completed by and if they have flexibility with the timing. Regardless of their answer, I then tell them what month we are currently scheduling for for new jobs, and ask if that will work for them.
We are so busy that we can’t take on repairs in-between jobs at this time, so with people calling about small jobs or repairs, I always verbalize that their job is important to us regardless of it’s size, but the soonest we would be able to help them is (whenever we are booked until). My aim is to make them feel cared about and important, even if we aren’t the contractor that will be able to help them within their timeline.
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 crews are paid hourly, so there’s no incentive for them to hurry through a job, and we can always count on quality work from them. They are always offered over-time, and that helps with completing jobs faster. Everyone on our team, regardless of their role, has seemed open to wearing different hats when they need to step it up. One thing that matters to us the most is the quality of the work we do, so even if a job is going to take a few extra days, we would rather finish that well before we start the next job. All of this comes back to communication– team/staff communication and customer communication– they both need to be done well in order to ensure a quality experience for customers.