Qualified Remodeler Magazine

AUG 2015

Qualified Remodeler helps independent remodeling firms to survive, become more professional and more profitable by providing must-have business information, namely best business practices, new product information and timely design ideas.

Issue link: https://qualifiedremodeler.epubxp.com/i/563357

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Page 20 of 79

What would be your ideal project to complete? My ide- al project is one where we are retained by a homeowner to address a signifcant challenge with the current function, fow and aesthetics of their home, and be provided the unfet- tered freedom to explore a myriad of options to provide the best result. Nothing provides me greater satisfaction than to see our team transform a home and create a raving fan, with limited involvement from me. I have a harder time getting excited about jobs where we are asked to implement a predetermined solution. Fortunately, the majority of our projects ft in the former category as opposed to the latter. As a result, I get to complete my ideal project many times each year! What is the best advice you've received in your ca- reer? Unless you actively defne and nurture the culture of your company, the employees will do it for you and, ultimately, you may end up with a company where you no longer want to work. (Tis came out of an R A conference many years ago focused on company culture.) When and why did you join Remodelers Advantage? We joined Remodelers Advantage 20 years ago as part of a company goal of achieving rapid, but proftable growth. We have stayed because the information and insights we receive from both R A and the companies in our peer group continue to provide great beneft. What has been the most im- portant lesson you've taken away from your peers at Remodelers Advantage? Te single biggest limitation a streamlined organization. More adminis- trative functions are being outsourced, a lot of attention continues to be directed at cost control, and we are limiting company growth despite the favorable environment. Finally, we have changed the sales process to adjust to a more reluctant buyer. Right now, what is your fo- cus as a remodeler — more growth or steady revenue at greater proftability? Steady revenue at greater prof- itability. After being put in the position of having to make signifcant staf reductions as a result of the economic downturn just to continue operating in the black, I'm not anx- ious to return to growth mode. It is happening naturally with larger average project sizes, but we are using current stafng to perform the work and improve proftability. | Visit QualifiedRemodeler.com to read the complete interview on the company's success is my own "head trash." Whatever reason I have for why some- thing another company is doing successfully in their market will not work in mine, I am wrong. Indeed, some of the most dramatic, positive changes in my company are a direct result of simply trying something I learned from another R A member and fnding out that it works. If you could change one thing about the remodeling indus- try, what would it be? Te proverbial "free estimate." Architects and designers get paid for their creativity. Engineers get paid for their technical knowledge. Yet, contractors are asked to provide their expertise for free and most are doing it. Even companies that advertise themselves as design-build frms are putting together preliminary designs and estimates for free. I am unable to think of another profession that provides as much information free of charge as we do in this industry. Perhaps this is why the remodel- ing industry has a horrible reputation for professionalism. If companies aren't acting like professionals at the start of a project, is it realistic to expect them to start acting like professionals thereafter? How has your business changed since weathering the economic downturn? We have be- come much more efcient — applying the lessons learned during the economic down- turn, when proftability meant continually re- inventing the company to handle smaller jobs, longer sales cycles, stifer competition,and general uncertainty. Even as business has picked up, we have focused on maintaining Defne, Nurture Company Culture Be proactive in maintaining the type of company you want, yet stay open to learning new lessons By Laurie Banyay DANIEL WEIDMANN, CR, CAPS Weidmann & Associates Inc., Roswell, Ga., weidmannremodeling.com TITLE: President YEAR FOUNDED: 1989 NUMBER OF TEAM MEMBERS: 11 INDUSTRY INVOLVEMENT: Remodelers Advantage, NARI, Certified Remodeler, Certified Aging in Place Specialist Weidmann likes projects that address a challenge within a home's existing function. QualifiedRemodeler.com QR August 2015 19 PROFITS: Remodelers Advantage Peer Profile

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