Restoration businesses come in all shapes and sizes. Market, specialization, competition; there are many variables that play into the overall business structure.
The problem is that a lot of owners are deciding how to handle their business tax situation way past the point where they could have really had a meaningful impact on what they will have to pay.
Most of the companies I met with in 2010 were not doing the amount of business they want to do and need to do. I can guarantee that you also will not get what you want and what you need unless you change your efforts in 2011.
Remember when you first got the idea to start your business? Remember when you were the only one doing all the work? Remember when you hired your first employee? It seems like forever ago, doesn’t it?
It seems that the current trend in the industry is to grow one’s business by opening an additional office in another town, the logic being that if your existing office is doing $1 million, then opening a second office will bring in an additional $1 million.
As an employee of a restoration firm, I don’t have to tell you that owners are weird, because you figured that out a long time ago. What I would like to do is to try to explain some of the reasons why they are weird.
In business, the only person (usually) not at risk to be “let go” is the owner. I’ve found that the majority of owners are willing to admit their shortcomings, but a lot of them are unaware as to what they can do about them.
I spent 20 years working as
a commercial airline pilot at the same time I ran my own construction company.
I would drive to the airport from my office, actively empty my mind of my
company’s business, and fill it with what I needed to know and do to fly the
aircraft as safely and as efficiently as possible.