by Emily Blackburn

Scott Whitlock

Charlotte, NC

GQ All-time Recommend Rate: 98%
GQ 2020 Recommend Rate: 95%
Number of Jobs in 2020: 63
Type of Firm: Other: Full-service remodeler and custom homebuilder
CEO: Scott Whitlock

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?

We are working hard to manage the lead indicator which means we are:
– Following up with trade contractors to verify material availability and lead times immediately upon being
made aware of selections
– Regularly speaking with trades on supply chain issues and anticipated price increases
– Discussing supply and price in depth at production meeting to be sure the whole team is informed
– Working ahead to complete our buy-out on any and all items at the earliest possible convenience
– Regularly communicating with clients the headwinds the industry is facing and the steps we are taking to stay a step ahead in the game

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?

– Understand our capacity and limitations and set realistic goals to ensure we do not over commit
– Prepare and constantly monitor our master schedule and schedule new work with he proper perspective
– Remain resourceful and leverage the skills and talents of all our people and resources to ensure we provide the best possible service for every client.
– Work to educate the client about the benefits of waiting for a well-timed start.

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 successes in of light growing demand must be attributed to our leadership team. We focused annual planning and monthly reporting on the key GuildQuality survey questions we wanted to address. We stated what we wanted to improve in company-wide and departmental goals. Production and administration took ownership of significant projects and process improvements. We re-emphasized our longstanding process of lessons learned sessions where parallel thinking makes sure everyone gets heard. Operational and organizational questions received the same treatment. We harvested often low-hanging fruit and we solved problems. The leadership team exists to make sure each customer gets the Whitlock experience whatever variables confront us during their project.

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