Biggest Nightmares in Construction Start-Up Eliminated

Step Simple Steps to Starting and Running a Successful Construction Business

Starting your own construction outfit requires planning and hard work. Following are the steps for a new construction company.

The construction industry is a big part of the American economy. You can become one of the over 700,000 employers nationally. But you’ll need to piece one of these small businesses together using the following suggestions.

Are you asking, How many construction contractors fail in America each year?

Percentage of businesses that fail in the U.S.

The business failure rate in the U.S. within the first year is nearly 20% — 18.4%, to be exact — according to a BLS data. (All one-year data examines the March 2021 status of businesses that opened a year earlier in March 2020.) Here are further statistics, based on BLS data, on how businesses fare over their first 10 years.

Nearly 1 in 5 U.S. businesses fail within the first year, according to the latest data from the U.S. Bureau of Labor Statistics (BLS). With 32.5 million small businesses across the nation, some are undoubtedly bound to fail, whether small or large.

The construction industry is full of risks can challenges that can lead to failure. According to data from BizMiner, of the 1,021,350 building, heavy/highway, and specialty trade contractors operating in 2014, only 722,281 were still operating in 2020. That’s a failure rate of nearly 30%. Let that sink in for a bit.

Industry	Business failure rate within 1 year	Business failure rate after 5 years	Business failure rate after 10 years

Construction

17.1%

41.4%

62.4%

https://www.lendingtree.com/business/small/failure-rate/

According to data from the U.S. Bureau of Labor Statistics, about 20% of U.S. small businesses fail within the first year. By the end of their fifth year, roughly 50% have faltered. After 10 years, only around a third of businesses have survived.

Here’s the full list of the top reasons startups fail

Ran out of money/couldn’t raise new capital: 38%
Lack of market need: 35%
Beat by competition: 20%
Wrong business model: 19%
Regulatory/legal hurdles: 18%
Didn’t properly price things: 15%
Wrong team members: 14%
Bad timing for product/service: 10%
Flawed product/service: 8%
Friction among team/investors: 7%
Failed pivot: 6%
Burned out/no passion: 5%

Willing to Gamble $37,390 to Start a Construction Business?

Wondering how much it costs to start a construction company?

The minimum startup costs for a construction company: $62
The maximum startup costs for a construction company: $67,551
The average startup costs for a construction company: $37,390

Potential owners need to have the funds to get started. Most construction companies average startup costs are $37, 390.

Worth of Construction Industry

The American construction industry was worth $1.36 trillion in 2021.

How to succeed in your first year of business

Step-by-step Start-Up Guide to Help Turn your Big Idea into a Successful Construction Business

Here’s everything you need to know about how to start a construction business.

There are no limits on who can become a great construction entrepreneur. You don’t necessarily need a college degree, a bunch of money in the bank or even business experience to start something that could become the next major success. However, you do need a strong mastermind, team, plan and the drive to see it through.

If you’re reading this odds are you already have the drive, but you might not know how to start building your Construction Business Empire.

That why we are here.

Step 1. Research Nearby Construction Companies

Market research is necessary to get a handle on the competition. Local industry publications are good. Don’t forget to look to publications from the government and trade associations. Search engine results are great.

Step 2. Stand Out from Your Competitors

Narrowing your focus to a specific target market is one way to be successful. Niche is important. Begin by choosing between commercial or residential work .

Step 3. Create a Business Name and Brand

Every general contractor needs a brand. Be consistent. Your website and company vehicles should have the same logo. Engage prospects and customers on social media. Watch your enterprise grow.

Step 4. Evaluate yourself

Let’s start with the most basic question: Why do you want to start a business? Use this question to guide what kind of business you want to start. If you want extra money, maybe you should start a side hustle. If you want more freedom, maybe it’s time to leave your 9-to-5 job and start something new. Once you have the reason, start asking yourself even more questions to help you figure out the type of business you should start, and if you have what it takes.

What skills do you have?
Where does your passion lie?
Where is your area of expertise?
How much can you afford to spend, knowing that most businesses fail?
How much capital do you need?
What sort of lifestyle do you want to live?
Are you even ready to be an entrepreneur?

Be brutally honest with your answers. This will create a foundation for everything you do moving forward, so it’s better to know the truth now than later.

Step 5. Think of a business idea.

Do you already have a killer business idea? If so, congratulations! You can proceed to the next section. If not, there are a ton of ways to start brainstorming for a good idea.

Ask yourself what’s next. What technology or advancement is coming soon, and how will that change the business landscape as we know it? Can you get ahead of the curve?
Fix something that bugs you. People would rather have less of a bad thing than more of a good thing. If your business can fix a problem for your customers, they’ll thank you for it.
Apply your skills to an entirely new field. Many businesses and industries do things one way because that’s the way they’ve always been done. In those cases, a fresh set of eyes from a new perspective can make all the difference.
Use the better, cheaper, faster approach. Do you have a business idea that isn’t completely new? If so, think about the current offerings and focus on how you can create something better, cheaper or faster.

Also, go out and meet people and ask them questions, seek advice from other entrepreneurs, research ideas online or use whatever method makes the most sense to you.

And, if you’ve exhausted all your options and you’re still stuck, here are 55 great business options you can start.

Step 6. Do market research

Is anyone else already doing what you want to start doing? If not, is there a good reason why?

Start researching your potential rivals or partners within the market by using this guide. It breaks down the objectives you need to complete with your research and the methods you can use to do just that.

For example, you can conduct interviews by telephone or face to face. You can also offer surveys or questionnaires that ask questions like “What factors do you consider when purchasing this product or service?” and “What areas would you suggest for improvement?”

Just as importantly, it explains three of the most common mistakes people make when starting their market research, which are:

Using only secondary research.
Using only online resources.
Surveying only the people you know.

Step 7. Get feedback

Let people interact with your product or service and see what their take is on it. A fresh set of eyes can help point out a problem you might have missed. Plus, these people will become your first brand advocates, especially if you listen to their input and they like the product.

By pushing out a product or service, getting feedback and then adapting before you push out the next product or service, you can constantly improve and make sure you stay relevant.

Just realize that some of that advice, solicited or not, will be good. Some of it won’t be. That’s why you should have a plan on how to receive feedback. Here are six steps for handling feedback

Stop! Your brain will probably be in an excited state when receiving feedback, and it might start racing to bad conclusions. Slow down and take the time to consider carefully what you’ve just heard.
Start by saying “thank you.’ People who give you negative feedback won’t expect you to thank them for it, but doing so will probably make them respect you and encourage them to continue be honest in the future.
Look for the grain of truth. If someone doesn’t like one idea, it doesn’t mean they hate everything you’ve just said. Remember that these people are trying to help, and they might just be pointing out a smaller problem or solution that you should look into further.
Seek out the patterns. If you keep hearing the same comments, then it’s time to start sitting up and taking notice.
Listen with curiosity. Be willing to enter a conversation where the customer is in control.
Ask questions. Figure out why someone liked or didn’t like something. How could you make it better? What would be a better solution?

Also, one way to help you get through negative feedback is to create a “wall of love,” where you can post all of the positive messages you’ve received. Not only will this wall of love inspire you, but you can use these messages later when you begin selling your product or service. Positive reviews online and word-of-mouth testimonials can help make a big difference.

Step 8. Make it official

Get all of the legal aspects out of the way early. That way, you don’t have to worry about someone taking your big idea, screwing you over in a partnership or suing you for something you never saw coming. A quick checklist of things to shore up might include:

Business structure (LLC, corporation or a partnership, to name a few.)
Business name
Register your business
Federal tax ID
State tax ID
Permits (more on permits here)
License
Necessary bank account
Trademarks, copyrights or patents

While some things you can do on your own, it’s best to consult with a business coach or a lawyer when starting out, so you can make sure you’ve covered everything that you need.

Step 9. Write your business plan

A business plan is a written description of how your business will evolve from when it starts to the finish product.

As angel investor and tech-company founder Tim Berry wrote on Entrepreneur, “You can probably cover everything you need to convey in 20 to 30 pages of text plus another 10 pages of appendices for monthly projections, management resumes and other details.

If you’ve got a plan that’s more than 40 pages long, you’re probably not summarizing very well.” Here’s what we suggest should be in your business plan.

Title page. Start with name the name of your business, which is harder than it sounds. This article can help you avoid common mistakes when picking.
Executive summary. This is a high-level summary of what the plan includes, often touching on the company description, the problem the business is solving, the solution and why now. (Here’s what you should include in the summary and how you can make it appeal to investors.)
Business description. What kind of business do you want to start? What does your industry look like? What will it look like in the future?
Market strategies. What is your target market, and how can you best sell to that market?
Competitive analysis. What are the strengths and weakness of your competitors? How will you beat them?
Design and development plan. What is your product or service and how will it develop? Then, create a budget for that product or service.
Operations and management plan. How does the business function on a daily basis?
Finance factors. Where is the money coming from? When? How? What sort of projections should you create and what should you take into consideration?

For each question, you can spend between one to three pages. Keep in mind, the business plan is a living, breathing document and as time goes on and your business matures, you will be updating it.

10. Finance your business

There are a ton of different ways to get the resources you need to start your business. Angel investor Martin Zwilling, whose business Startup Professionals provides services and products for startups and small businesses, recommends 10 of the most reliable ways to fund your business. Take a look and consider your own resources, circumstances and life state to figure out which one works best for you.

Fund your startup yourself. Bootstrapping your business might take longer, but the good part is that you control your own destiny (and equity).
Pitch your needs to friends and family. It can be hard to separate business from personal relationships, but if you’re considering asking for a loan, here’s a resource you can use to make it as straightforward as possible.
Request a small-business grant. Start by checking out our guide to small-business grants. Then, head over to Grants.gov, which is a searchable, online directory of more than 1,000 federal grant programs. It might be a long process, but it doesn’t cost you any equity.
Start a crowdfunding campaign online. Sometimes power is in numbers, and a bunch of small investments can add up to something major. If you think your business might be a fit for something like Kickstarter or Indiegogo, you should read up on 10 of the best-crowdfunded businesses ever or check out the most popular crowdfunding websites.
Apply to local angel investor groups. Online platforms such as Gust and AngelList and local networking can help you find potential investors who relate to your industry and passion.
Solicit venture capital investors. VCs typically look for big opportunities from proven teams that need a million dollars or more, so you should have some traction before approaching them.

Join a startup incubator or accelerator. These companies are designed to help new or startup businesses get to the next level. Most provide free resources, including office facilities and consulting, along

With networking opportunities and pitch events. Some, also provide seed funding as well.
Negotiate an advance from a strategic partner or customer. If someone wants your product or service bad enough to pay for it, there’s a chance they’ll want it bad enough to fund it, too. Variations on this theme include early licensing or white-labeling agreements.
Trade equity or services for startup help. For example, you could support a computer system for office tenants in exchange for free office space. You might not get paid for this, but you won’t have to pay for an office, either, and a penny saved is a penny earned.
Seek a bank loan or line of credit. A good place to start for loan opportunities is the Small Business Administration.

Step 11. Develop your product or service

After all the work you’ve put into starting your business, it’s going to feel awesome to actually see your idea come to life. But keep in mind, it takes a village to create a product or service.

If you want to make an app and you’re not an engineer, you will need to reach out to a technical person. Or if you need to mass-produce an item, you will have to team up with a manufacturer.

Here is a seven-step checklist — including finding a manufacturer and pricing strategies — you can use for your own product development.

A major point when you’re actually crafting the product, you should focus on two things: simplicity and quality.

Your best option isn’t necessarily to make the cheapest product, even if it lowers manufacturing cost. Also, you need to make sure the product or service can grab someone’s attention quickly. When you are ready to do product development and outsource some of the tasks make sure you.

Retain control of your product and learn constantly. If you leave the development up to someone else or another firm without supervising, you might not get the thing you envisioned.
Implement checks and balances to reduce your risk. If you only hire one freelance engineer, there’s a chance that no one will be able to check their work. If you go the freelance route, use multiple engineers so you don’t have to just take someone at their word.
Hire specialists, not generalists. Get people who are awesome at the exact thing you want, not a jack-of-all-trades type.
Don’t put all your eggs in one basket. Make sure you don’t lose all of your progress if one freelancer leaves or if a contract falls through.
Manage product development to save money. Rates can vary for engineers depending on their specialties, so make sure you’re not paying an overqualified engineer when you could get the same end result for a much lower price.

To help you have peace of mind, start learning as much as you can about the production, so you can improve the process and your hiring decisions as time goes along.

This process will be very different for service-focused entrepreneurs, but no less important. You have several skills that people are willing to pay you for right now, but those skills can be hard to quantify.

How can you establish yourself and your abilities? You might consider creating a portfolio of your work — create a website to show your work if you’re an artist, writing if you’re a writer or design if you’re a designer.

Also, make sure you have the necessary licenses, certificates or educational requirements, so that when someone inquires about your service, you’re ready to jump at a good opportunity.

Step 12. Start building your team

To scale your business, you are going to need to hand off responsibilities to other people. You need a team. Whether you need a partner, employee or freelancer, these three tips can help you find a good fit:

State your goals clearly. Make sure everyone understands the vision and their role within that mission at the very start.
Follow hiring protocols. When starting the hiring process you need to take a lot of things into consideration, from screening people to asking the right questions and having the proper forms.
Establish a strong company culture. What makes a great culture? What are some of the building blocks?

Step 13. Find a location

This could mean an office or a store. Your priorities will differ depending on need, but here are 10 basic things to consider

Style of operation. Make sure your location is consistent with your particular style and image.
Demographics. Start by considering who your customers are. How important is their proximity to your location? If you’re a retail store that relies on the local community, this is vital. For other business models, it might not be.
Foot traffic. If you need people to come into your store or shop or office, make sure that it is easy to find. Remember: even the best retail areas have dead spots.
Accessibility and parking. Is your building accessible? Don’t give customers a reason to go somewhere else because they don’t know where to park.
Competition. Sometimes having competitors nearby is a good thing. Other times, it’s not. You’ve done the market research, so you know which is best for your business.
Proximity to other businesses and services. This is more than just about foot traffic. Look at how nearby businesses can enrich the quality of your business as a workplace, too.
Image and history of the site. What does this address state about your business? Have other businesses failed there? Does the location reflect the image you want to project?
Ordinances. Depending on your business, these could help or hinder you.
The building’s infrastructure. Especially if you’re looking at an older building or if you’re starting an online business, make sure the space can support your high-tech needs. If you’re getting serious about a building, you might want to hire an engineer to check out the state of the place to get an objective evaluation.
Rent, utilities and other costs. Rent is the biggest facilities expense, but check out the utilities, as well, and whether they’re included in the lease or not. You don’t want to start out with one price and find out it’s going to be more later.

Once you know what to look for and it’s time to start searching for a place that fits all of your qualifications, these four tips can help.

Think on your own timeframe. Landlords are starting to offer shorter-term office rentals. Don’t get stuck in a long-term lease if it doesn’t make sense for your business.
Play the whole field. There are all sorts of places to use — co-working spaces, office business centers, sublets and more. Keep your options open.
Click around town. You might be able to find the perfect place by using online resources.
Do the deal on your terms. Again, you have options. Don’t get roped into something that makes you uncomfortable.

Step 14. Research Nearby Construction Companies

Step 15. Stand Out from Your Competitors

Narrowing your focus to a specific target market is one way to be successful. Niche is important. Begin by choosing between commercial or residential work .

Step 16. Create a Business Name and Brand

Every general contractor needs a brand. Be consistent. Your website and company vehicles should have the same logo. Engage prospects and customers on social media. Watch your enterprise grow.

Step 17. Form a Business Entity and Register

Any new enterprise needs to become a legal entity. There’s several to choose from. Personal liability is one of the big concerns for a business owner.

A sole proprietor can find issues with liability.
Partnerships need to define everything in writing.
Corporations offer good protection.

Find out if you even need to register your new business.

Step 18. Open a Business Bank Account

You need an Employer Identification Number (EIN) and a copy of your general contractor’s license. The EIN acts as federal Tax ID.

Step 19. Look into Small Business Loans

Small Business Administration (SBA loans) are a great place to look for funding.

Other options include:

Traditional banks and credit unions. Look for the best interest rates.
A business cash advance.
A line of credit

Factoring is another way to purchase materials and have a cash flow. Sell invoices to third parties.

Step 20. Purchase the Necessary Construction Equipment

You need equipment to open even home based businesses. Check this starter list out.

Most construction work needs excavators. These come on wheels or tracks.
Independent contractors need at least one backhoe. These lift materials and dig trenches.
Bulldozers knock down the topsoil to a certain depth.

Other must haves include ladders, saws and drills for small operations.

Step 21. Create Your Own Construction Company Website

To start a construction outfit today, you need a website to attract potential customers. Many home inspection businesses provide good examples.

They include a separate page for each service. And testimonials.

Step 22. Make Sure You Have the Licenses Required in Your State

State and local governments require different business licenses. Here are some general business license requirements by state. these cover specific licenses.

Each state is different. Insurance is important too and a reputable surety bond agent provides coverage for financial damages.

Step 23. Get Your Taxes in Order

Paying business taxes is part of your new operation. A home inspector pays the following:

tax to the feds as independent business operators.
that means a self employment tax.

It’s important to keep all of your documentation because there are both federal and state payments.

Step 24. Purchase Business Insurance

A construction enterprise needs to buy insurance. Here is a list of the insurance policies needed.

General Liability Insurance. Covers claims for property and bodily injury.
Vehicle Insurance: Prevent company closure. This covers vehicles used for work and employees who drive them.
Workers Compensation Insurance. Occupational safety is important. These policies cover workers injured on the job. Mandatory in every state except Texas.
State Disability Insurance: Another insurance that replaces lost wages. The contributions are tax deductible.
Unemployment Insurance. These programs are managed at the state level. There’s federal oversight.
Property Insurance. Protects company property against theft and damage.

Step 25. Sort Out Your Accounting Systems and Construction Software

Small business administration in construction needs to do several things. Accounting and software should work hand in hand. Look for billing reports, payroll and project budgets in one spot.

Step 26. Hire Employees

Companies need an EIN before they start looking for workers. Putting together your own team means posting jobs in the right places like social media. Offering apprenticeships helps. Look in construction industry publications for advice on trends.

Step 27. Market Your Business

A physical business card was the way to market years ago. Those still apply. But today’s marketing strategy for small businesses in construction needs to be digital too.

Brand image needs to be the same on your website and social media accounts. The same logo applies to your trucks and front yard signs as well. Sharpen up your digital marketing skills with courses.

Remember, whatever strategy you choose, keep your target customers in mind. Your business plan should have some details.

Step 28. Network

Building inspectors and construction owners need to network. There are good opportunities at trade shows and industry associations and companies such as ConstructReach.

The back of a business card is a good place to add some personal assets like updated contact info.

Step 29. Bid for Contracts

Government contracts are golden for construction startups. Start here.

Submitting a document covering the design and construction phases is an early step.

Step 30. Grow Your Construction Company

Now you’ve got the formula for a successful business in construction. Go out and make money. And an impact on your community.

There are a million different ways to grow. You could acquire another business, start targeting a new market, expand your offerings and more. But, no growth plan will matter if you don’t have the two key attributes that all growing companies have in common.

First, they have a plan to market themselves. They use social media effectively through organic, influencer or paid campaigns. They have an email list and know how to use it. They understand exactly who they need to target — either online or off — with their marketing campaigns.

Second, once they have a new customer, they understand how to retain them.

You’ve probably heard many people state that the easiest customer to sell to is the one you already have. Your existing customers have already signed up for your email list, added their credit card information to your website and tested what you have to offer.

In doing so, they’re starting a relationship with you and your brand. Help them feel as good about that relationship as possible.

Start by utilizing these strategies, which include investing in your customer service and getting personal, but realize your work will never be done.

You’ll constantly be competing for these customers in the marketplace, and you can never simply rest on your laurels.

Keep researching the market, hiring good people and making a superior product and you’ll be on your way to building the empire you always dreamed about

Step 31. Start getting some sales

No matter your service, product or industry, your business’s future is going to depend on revenue and sales. Steve Jobs knew this — it’s why, when he was starting Apple, he spent day after day calling investors from his garage. There are a ton of different sales strategies and techniques you can employ in your construction company, but here are four tenets to live by:

Listen. “When you listen to your clients/customers, you find out what they want and need, and how to make that happen.
Ask for a commitment, but don’t be pushy about it. You can’t be too shy to ask for a next step or to close a sale, but you also can’t make customers feel as though you’re forcing them into a sale.

Don’t be afraid of hearing “no. Most people are too polite. They let you make your pitch even if they

Have no interest in buying. And that’s a problem of its own. Time is your most important resource.”
Make it a priority. Actually creating revenue, and running a profitable business, is a good strategy for business. Where are we that people think users or visits or time on site is the proxy to a successful business?

But how do you actually make those sales?

Start by identifying targets who want your product or service. Find early adopters of your business, grow your customer base or put out ads to find people who fit your business. Then, figure out the right sales funnel or strategy that can convert these leads into revenue.

CONTACT MICHAEL KISSINGER TO HELP YOU

About the author Michael Kissinger has over 30+ years in the construction industry. He obtained his CLSB license: 439928 many years ago.

He worked for many major San Francisco Bay Area contractors on residential and commercial projects.

He started as a laborer, joined Carpenters Local #22 in San Francisco.

He has over 10 years “hands-on the job” experience. He worked his way to superintendent.

He completed the Carpenter’s Union apprentice program, became a journeyman carpenter. He, worked as journeyman carpenter, foreman, assistant superintendent for such companies as Plant Brothers, Swinerton construction company, Page Construction Company, Rothschild and Raffin Inc., Riser construction company, Sunset Streams Homes, Doelger Homes of Daly City, Page Construction in Novato, and many others through Local #22 in San Francisco.

He graduated from the University of San Francisco in business management, obtained a construction management degree from San Francisco State University.

He successfully taught in the Construction Certificate Program at San Francisco State University for over 16 years. Over 500+ contractors or subcontractors attended these classes.

He also successfully taught the information in the “California Construction Law Manual. It provides extensive coverage of California Construction Law along with expert commentary.

This course Contract Documents and Construction Law focused on understanding the relationship between contract documents and the construction process. It explored contractual relationships, legal roles and responsibilities, and contract types. It included regulatory issues, liens, bonds, insurance, and how standardized forms are used. General conditions clauses that affect levels of decision-making authority, project close-out and the superintendent’s role as agent of the contractor will be studied.

He focused on legal issues that often result in construction disputes including differing site conditions, time, and schedule impacts, change orders and changed conditions.

He also focused on contract dispute resolution including negotiations, alternative dispute resolutions, and litigation of disputes.

He taught the important information on: Arbitration, Claims of subcontractors and suppliers on public jobs, Contractors’ license law, Contracts – what to include and what to keep out, Mechanics’ liens, stop notices, and payment bonds, Miscellaneous rules, Public contracts Tort law in the construction context, Construction defects, Public contracts, etc.

He also successfully taught Architects and Engineers at Golden Gate University in the Masters and Ph.D Construction Management Program for 16 years. He successfully taught over 500+ architects and engineers. He was promoted to the status of adjunct professor.

He taught information in the “California Construction Law Manual. It provides extensive coverage of California construction law along with expert commentary.

He also taught Architects and Engineers. Their professional responsibilities, Attorneys Guide to California Construction Contracts and Disputes. Construction Arbitration, A Simplified Guide to Construction Law, and California Public Construction Contracts.

He wrote numerous articles for the Daily Pacific Builder on Business Management and Construction Contacts i.e. Arbitration, Claims of subcontractors and suppliers on public jobs, Contractors’ license law, Contracts – what to include and what to keep out, Mechanics’ liens, stop notices, and payment bonds, Miscellaneous rules, Public contracts Tort law in the construction context, Construction defects, Public contracts and More.

Generally contractors, managers and staff who completed his Construction Management an Law Coaching

Understood the importance of contract documents and construction law as they pertain to on site construction supervisors.
Were able to understand and use common legal terms.
Understood the different forms of formal dispute resolution including litigation, arbitration and mediation.
Understood the roles of partnering in avoiding construction conflicts by communicating and building trust between contractual parties.
Were able to differentiate between various contractual relationships by understanding the roles and responsibilities of contractual parties.
Understood the different types of construction contracts and how the construction supervisors role may be affected by them.
Were able to determine the levels of decision making authority and relationships as defined by the general conditions.
Were able to recognize, develop and manage a documentation system
Understood the effects of changes as they are encountered and develop methods to react to potential conflicts resulting from changes.
Know how to recognize differing business and project conditions and understand the importance of knowing the legal solutions available in their business and on their projects for greater profitability

Obtained his own general contractors license from the California State Contractors License Board-License #439928.

He worked and served as a construction business coach and consultant for 30+ years. Focusing on such areas as Business Development, Marketing and Sales, Business Performance, Team Building, Arbitration, Claims of subcontractors and suppliers on public jobs, Contractors’ license law, Contracts – what to include and what to keep out, Mechanics’ liens, stop notices, and payment bonds, Miscellaneous rules, Public contracts Tort law in the construction context, Construction defects, Public contracts and More.

He was a senior area manager, a construction business analyst, coach and consultant with International Profit Associates.

International Profit Associates, Inc. (IPA), was a controversial small business management consulting firm based in Buffalo Grove, Illinois. The company helped more than 175,000 small and medium-size businesses by offering corporate strategy, tax advice, mergers and acquisitions help, and executive coaching services. Michael helped this company do $188 million annually.

IPA associated itself with prominent politicians, including former Presidents Gerald Ford, George H. W. Bush, and Bill Clinton, all of whom have spoken at the company’s annual Christmas “Celebration of Success” dinner.

The company’s main selling point was to promise that the client would see a three dollar return on every dollar spent on consulting fees.

Process: The survey analyst spends two or three days studying the business, then provide an oral analysis, the purpose of which is to have the client agree to coaching.

The client would then agree to bring in a team of IPA consultants to address the problems the analyst has uncovered.

REVENUES REACH $250 MILLION 2006. Michael left the firm in late 2005.

He was also a keynote speaker before various California Builders Associations where he focused on the above referenced areas.

He was also trained by over 300 New York Best Selling Authors from the Nightingale Conant Corporation in the areas of Personal Development, Business Development, Marketing and Sales and Financial Development. Nightingale-Conant is the World Leader in Business Success, Personal Development and Motivation since 1960, with over 2 million loyal customers.

Long before Deepak Chopra and Tony Robbins showed us how to improve our lives, Nightingale-Conant pioneered the publishing of self-development audiotapes. Its Psychology of Winning, produced in 1978, is one of the best selling audio self-improvement programs in history. Its recordings offer advice from business authors, inspirational authors, etc.

He is also a 4th Degree Kukkiwon Certified Taekwondo Blackbelt. He was trained by Grand Master Jerry Reitenbach and Grand Master Sydney Reitenbach at the Institute of Taekwondo in Daly City California. He eventually became an instructor.

He is an Honorably Discharged Vietnam Veteran from the US Army Special Forces.

He also served as the Business Development Director for Swords to Plowshares and Vietnam Veterans of California for several years.

He was a minister at Unity Church in San Francisco and served on the Board of Directors. He is now a minister at St Stevens Church in San Francisco, California.

Our Owner’s Coaching Can Help You Eliminate Nightmares

Each step you work through will have exponential growth, followed by a flattening off and slight decline before the next stage kicks in and propels you to the next level of profitability.

But when you have construction business coaching, you’ll get the roadmap to make sure each change of gear is as painless and seamless as possible.

Construction business coaching gives you the tools you need in order to increase your margins, lead your team, establish a strategic direction and systemize your building company. CONFIDENTIAL TESTIMONIALS – mksmasterkeycoaching.com

WE HELP YOU IN THE OFFICE, ON THE JOB and ONLINE

Construction Business and Management Coaching
Financial Coaching
Operational Coaching
Performance and Productivity Coaching
Legal Strategy Coaching
Construction Business Marketing Coaching
Construction Sales Coaching
Construction Human Resources Coaching
Construction Owner and Employee Self-Improvement Coaching

OUR OBJECTIVE TO BE YOUR “GO TO” BUSINESS COACH

Our objective is to work with your company offering coaching or consulting services of the highest value based on a proven track record of “Hands-On-Performance”.

The key to a successful building company is a business owner that spends more time and energy working ON the business, rather than IN it…

In order to grow your building company, you need to spend more time on profit-generating activities, rather than meaningless tasks that just leave the wheels spinning in your business.

All professional builders know this to be true, but the problem is they don’t know where to start.

There’s no doubt that you’ve heard of business coaching before – maybe you’ve even been coached yourself at some point in the past.

But our construction business coaching is different…

We don’t provide generic advice or solutions…

It’s business coaching FOR BUILDERS.

We tailor our coaching to you building nightmares.

Meaning you don’t have to decipher through generic BS that doesn’t actually apply to your nightmare. Our proven coaching for your construction business is ready to deploy into your building company immediately!

We’ve worked with hundreds of builders across the United States. So you can rest assured that everything we offer has been tested by other builders just like you and has been proven to work.

If you’re thinking that you’re already flat out with work and you just don’t have the time, you need this more than anyone.

It’s not about working longer hours.

Construction business coaching allows you to systemize your building company so you can spend more of your time on profit-generating activities!

Now, we know what you’re thinking…

If you don’t increase your profits, you’ll be losing money with all those extra expenses…

But, here’s the thing.

Growth, unfortunately, is not linear.

In construction, net profit follows what we call the S curve. Which means, in order to move forward, you’ll need to move slightly backward.

Think of it like changing gears in a race car – as you change gears, you lose a small piece of momentum, but you have to go through that to be able to take your speed to the next level.

It’s exactly the same in business!

Your Guaranteed Coaching Results

[1]: We Guarantee to get results, and that you’ll be able to “Find our Fee” in your business within 17-weeks of our coaching your company, or your coaching is FREE.

Our coaching programs have been tested and proven across America, so when you hire us, you WILL get results. Even if you have done your part in good faith, have done all assignments, and have attended all coaching sessions, events, and workshops–but you’re still not satisfied or not seeing the results you want by the seventeenth week, we will coach you FREE until you get the results, no questions asked!

[2]: We Guarantee to tell the truth about you and your business no matter how uncomfortable it may be, or how hard it is to share with you the realities of your business and the changes you need to make. When you hire us, you will have the “unreasonable friend” and the personal business mentor you and your business need to succeed. You will be accountable for everything you say you will do, and your business will get the push it needs so you can get the results you want.

[3]: We Guarantee you a “business re-education” about how your business really works and how to successfully grow your company, as well as how to apply your new education and knowledge to any business situation. Your coach will guide you with proven systems and strategies that will allow you to make more profit whether you need more time, a better team, and more money.

You’ll be in the “driver’s seat” of your own business equipped with a “map” and a “license” to take it wherever you want to go with us by your side unlocking the potential of your company.

[4]: We Guarantee complete confidentiality. Our Coaching relationship with you will involve trust and understanding about the nature of our strategy and of your business. We guarantee the privacy of our work together.

[5]: We Guarantee a personalized approach to your business. Your business is unique, and since you are relying on our vast construction industry business experience, we guarantee a full disclosure of the programs we recommend to you. We shall meet your expectations with the desired outcomes and results.

[6]: We Guarantee to show you how we define construction business success, and how to build a commercial, profitable enterprise that works with or without you. Even if you are an owner who loves business and who loves working “in” your business every day, we will show you how to build a company you can work “on” whether you show up every day or not. Regardless of your ultimate goals, you will learn the strategies, systems, and advantages of our definition of a successful business.

If you want to learn more about our construction business coaching contact us now.

Michael Kissinger

Reitenbach-Kissinger Success Institute

Phone: 650-515-7545

LinkedIn Profile: https://www.linkedin.com/in/michael-kissinger-a66b214/