By Emma Peterson. 

John Kenney discusses three common contractor challenges and how to build your business beyond them. 

John Kenney has been around the trades and construction industries for a bit. He has over 45 years of experience as a contractor and has become an invaluable resource to professionals in his current position as CEO of Cotney Consulting Group. To tap into his expertise, we invited him to OutdoorCoffeeShop™ for an episode of From the Ground Up™. During the episode, John discussed the topic of scaling your business and shared his thoughts on how to overcome some of the top operational pitfalls that can stunt business growth.  

1 – Avoiding bringing in subcontractors 

The first issue that John highlighted was when contractors hesitate to hire subs. He shared, “I know a lot of contractors who want to be a full-service provider, but they also hesitate to hire subs. Instead, they invest a lot into specialization and trying to do everything in house.” Why is this an issue? By trying to get everything done in-house you run the risk of spreading your crew too thin, and by diving into a specialization, you lose out on jobs and profits if they fall out of the realm of your specialty. 

John’s advice? Find good subcontractors that you can hire. He explained:  

Contractors need to get used to where they're able to manage multiple subs under them so that when they encounter something not in their wheelhouse, they can say, ‘Hey, that's not within my wheelhouse to do in-house, but I can certainly get some trusted subcontractors that I'm willing to oversee and bring in to price this out for what you're looking for.’ By doing so, you are not only bringing in more business and profit, but you are also building a strong reputation for working with clients.  

2 – Missing the big picture 

Another issue he sees contractors encounter is getting caught up in the day-to-day due to a lack of strong structure and processes. He explained, “You will never get to the success level that you want to be at if you establish processes that let you step back... If you ever want to get to the point where you're working on your business instead of in your business every day, you have to document your processes.” 

Where does one start when it comes to a project as massive as documenting each of your processes and organizing your structures? John always recommends going back to the basics, the core parts of your business:  

You start with your estimating, because pricing is the foundation of success. Once that’s sorted, fix your operations and track what you’re doing. You can’t grow if you can’t measure your production... And then guess what happens? Profits are going to grow as you work on building a strong structure and foundation.  

3 – Investing in your people proactively 

And last but not least, John touched on the struggle of labor. This is not a new issue; labor issues go back more than four decades and have consistently given people trouble when it comes to growing and maintaining a successful business. John’s best recommendation for handling this? Invest in the people already there. He explained:  

The problem that we're having is entry level labor is harder to find and harder to keep. And it can be tempting to put all your resources into recruiting. But I argue that you should actually put the resources on workforce training within your company and building career paths. Because people want that, they want to see how your company will help them grow. Not only will this help you retain the talent you have, but it’s also something that will get around and draw in new talent. 

Want more tips on avoiding pitfalls and growing your business? Listen to the whole episode or Watch the recording.

By Emma Peterson. 

John Kenney explains the importance of specificity in contracts and other official paperwork. 

One of the most complex parts of running a business is navigating the legal landscape. From employee classification to payroll management, it can be a lot. But it is crucial that contractors don’t shy away from the legal paperwork just because it can be overwhelming. Yet, these things must be delt with, as contracts are more than just a piece of paper – they are protection for you, your people and your business. To learn more about avoiding costly paperwork mistakes, we invited John Kenney of Cotney Consulting Group to join us for an episode of From the Ground Up™. 

One of the biggest things that John highlighted was the importance of specificity in your contracts. He explained:  

A misunderstanding of scope is a silent killer. If your scope says something like, ‘complete installation per plans or complete installation per our owners,’ then you basically accepted everything. Even if it wasn't in your estimate, you own it. So, that's why you have to be very careful about what you're signing up for and make sure that your language is very specific. 

The result of this lack of scope is not only frustrating for your timeline, but it can also be a business-killer. John explained, “Issues with misunderstood scope causes profit to quietly disappear. Take this as an example, maybe you’re working on a pool or irrigation system and there’s underground work. You have to make sure scope and responsibility is clear, because if it’s not you might become the contractor in charge of all the utility coordination on the project and suddenly you have permits and inspections and all these unexpected costs.” 

How do you avoid this problem? The answer is two-fold. One, make sure your contracts are written clearly. John elaborated on this, sharing, “Every contractor should have clear language in the contract.  If there's something that is ambiguous and it doesn't sound right, then more than likely it's going to get you into trouble later on down the job and defending yourself from that is going to take two to three times more time and a lot more money than getting your contract in order with an attorney before a project starts.” 

Two, make sure all your teams are on the same page. John explained: 

I’ve seen it often; a field team proceeds with extra work without the proper written approval. And then you send the invoice, and the customer is looking at their original contract, saying, ‘Wait a minute, we didn't authorize that. We shouldn’t pay.’ And if you don't have an approved change order to point to, that customer is actually right. So, you have to make sure all your teams know to wait for a written change order that shows the change in your contractual obligations before anything happens. 

At the end of the day, the legal paperwork might seem frustrating and tedious, but it is always better to make sure it’s all clear and aligned before a project than to deal with the fallout of ambiguity down the line. As John put it, “Remember, it’s not just a piece of paper. They're going to bind you to a lot of things you're not going to want to be bound to unless you understand them. So, if it's not clear and it's not included or clearly excluded, then you're exposed and it's definitely going to be a financial problem for you.” 

Listen to the podcast or Watch the recording to learn more about managing the legal paperwork that keeps your operations protected and profitable. 

By John Kenney, Cotney Consulting Group. 

In tile and stone work, safety and craftsmanship are inseparable — and both begin with staying grounded.

Walk onto any tile or hardscape job, and you’ll see craftsmanship in motion — crews lifting heavy stone, moving pallets of pavers or setting large-format tiles with precision. But behind that artistry lies one of the most common job-site hazards in our trade: material handling injuries. Whether it’s a strained back from lifting awkward loads or a crushed toe from a dropped slab, improper handling techniques can end a good day’s work in seconds. 

The hidden weight of the job 

Tile and hardscape contractors often underestimate how physically demanding this work really is. A single stone paver can weigh 20–30 pounds, and crews may handle hundreds in a day. Add the repetitive bending, twisting and kneeling that come with installation, and you’ve got a recipe for fatigue and long-term injury risk. 

In many cases, the problem isn’t the weight itself — it’s how it’s lifted. Workers who rush through setup or skip the extra step of staging materials correctly often end up overreaching, carrying too much or lifting from awkward angles. These shortcuts don’t save time; they cost productivity and sometimes careers. 

Field reality: The wrong setup 

Every tile or hardscape foreman has seen it: materials stacked too far from the work zone, heavy pallets left on uneven ground or crews manually hauling stone across soft soil because the forklift can’t access the site. These are preventable situations — but only if we plan material flow as carefully as we plan the layout pattern. 

Before a job begins, supervisors should designate clear, level staging areas for tile, mortar and stone delivery. Use mechanical aids — dollies, lifts or even makeshift rollers — whenever possible. Keep pathways free of debris and wet materials that can cause slips or sudden shifts in footing. 

Proper lifting technique isn’t optional 

A strong back is not a substitute for safe technique. Train crews to: 

• Bend at the knees, not the waist. 
• Keep the load close to the body. 
• Avoid twisting while lifting or setting. 
• Work in pairs or use lifting straps for oversized materials. 

Even minor adjustments — such as rotating tasks to reduce repetitive strain or scheduling short stretch breaks — help protect workers and maintain consistent energy throughout the day. 

Using mechanical assistance 

The industry has come a long way in developing ergonomic tools for setting tile and hardscape. Vacuum lifters, slab trolleys and powered carriers reduce strain dramatically when used correctly. Unfortunately, many crews still avoid them, citing time or convenience. The truth: using assistive equipment not only prevents injuries but also increases accuracy and production consistency. A fatigued installer makes mistakes that cost rework later. 

Jobsite culture matters 

Safety isn’t just about rules — it’s about culture. When foremen model correct lifting practices and enforce limits on manual handling, it shows that the company values its people as much as its product. Encourage every crew member to speak up if a load feels too heavy or the setup feels unsafe. There’s no pride in risking permanent injury for a few saved minutes. 

The business case for safer handling 

Reducing material handling injuries pays off in ways that go beyond safety records. Fewer injuries mean fewer callouts, lower workers’ compensation premiums, and stronger crew morale. A contractor known for protecting their team’s well-being gains loyalty, reputation and a stronger brand image — all of which lead to better retention and customer confidence. 

The next time you’re on-site, take a look around. Are your materials staged in a way that makes sense? Are your crews using the tools that save their backs? If not, that’s where your next improvement starts. In tile and stone work, safety and craftsmanship are inseparable — and both begin with staying grounded. 

OCS Influencer John Kenney says contractors who invest in training, embrace cross-training opportunities and foster mentorship are building more than crews; they're building future leaders.

If you talk to almost any contractor in the outdoor living, landscape or pool construction business today, you'll hear a familiar concern: Finding good people is hard. Finding good people who stay is even harder. 

Labor challenges aren't unique to outdoor trades. Still, the seasonal nature of the work, increasing demand and competition for skilled workers have made workforce development one of the biggest challenges facing the industry. The companies that continue to grow aren't necessarily the ones paying the most or offering the newest equipment. More often, they're the ones who have figured out how to create a workplace where people can build a future. 

I've spent most of my career working with contractors across the construction industry, and one thing has remained consistent. The companies with the strongest crews view workforce development as a long-term investment, not a short-term hiring exercise. 

One of the first shifts that needs to happen is how these careers are presented. Too often, outdoor construction, landscaping and pool installation are viewed as temporary jobs rather than skilled professions. That's a mistake. 

These industries offer opportunities for people to learn technical skills, manage projects, supervise crews and build rewarding careers. Whether someone starts installing pavers, maintaining pools or assisting with landscape construction, there should be a visible path for growth. When employees can see where they are headed, they're more likely to stay committed to the company and help it get there. 

Cross-training is one of the most effective tools available to support that growth. 

Many outdoor contractors operate in related service areas. Pool builders often work alongside landscape contractors. Maintenance teams interact with installation crews. Hardscape professionals coordinate with irrigation specialists. Those connections create opportunities to develop broader skill sets across the workforce. 

Cross-training benefits both employees and employers. Workers gain valuable experience and become more versatile. Contractors gain flexibility when scheduling crews and managing workload fluctuations throughout the year. During slower periods in one area of the business, employees may be able to contribute in another, helping stabilize both staffing and production. 

I've seen companies significantly reduce turnover simply by exposing employees to multiple aspects of the business. People are more engaged when they're learning, developing and expanding their capabilities. Repeating the same task every day eventually leads to burnout. Learning new skills creates opportunity. 

Mentorship also plays a major role in retention. 

Most skilled tradespeople can point to someone who helped them early in their career. It may have been a foreman, a supervisor or an experienced technician who took the time to explain not just how something was done, but why. Those moments matter. 

The best contractors create environments where that knowledge transfer happens naturally. Experienced employees understand that part of their role is helping develop the next generation. New employees gain confidence because they know they have someone to turn to when challenges arise. 

Mentorship doesn't require a formal program or complicated structure. Often, it starts with leadership recognizing the value of experience and encouraging seasoned employees to share what they've learned. 

The companies that excel at workforce development also recognize that retention goes beyond compensation. Competitive pay is important, but employees also want consistency, communication and respect. They want to know what's expected of them and how they contribute to the company's success. 

Strong cultures are built through daily interactions. Clear expectations, honest communication and opportunities for advancement create an environment where people want to stay. When employees feel valued and see a future for themselves, loyalty follows. 

The outdoor living and pool industries continue to grow, but that growth will depend heavily on the ability to develop and retain skilled people. Contractors who invest in training, embrace cross-training opportunities and foster mentorship are building more than crews. They're building the future leadership of their companies. 

At the end of the day, projects don't build themselves. Success still comes down to people. The contractors who understand that — and invest accordingly — will be the ones best positioned for long-term growth. 

By Jenny Yu.  

From profitability habits to artificial intelligence, OutdoorCoffeeShop™ readers prioritized insights for long-term success. 

As outdoor living professionals look for strategies to navigate growth and change across the industry, OutdoorCoffeeShop™ readers gravitated toward content about leadership, growth and innovation in the month of May. 

The top article of the month was “Seeing the big picture” by Emma Peterson, which explored how contractors can move beyond daily operations to focus on long-term vision and sustainable business planning. The article resonated with readers looking to strengthen leadership skills while managing growth in a competitive market. Similarly, Emma’s article “When your company grows beyond you” examined how successful contractors can adapt as their companies expand, emphasizing delegation, trust and building systems that support long-term scalability. 

Another standout was “Beyond the roof: Taking care of families in need,” also by Emma, which highlighted the importance of community involvement and giving back. Readers connected with the message that strong businesses are built not only on profitability but also on supporting the communities they serve. 

Artificial intelligence stayed a hot topic throughout May, making “Is AI coming for our jobs?” one of the top-read articles. Emma's piece explored how AI is changing the trades while reinforcing the importance of skilled professionals and human expertise in the outdoor construction industry. 

Rounding out the top five was “The operational habits that separate profitable contractors from busy ones” by Cotney Consulting Group, which focused on the processes and discipline required to turn activity into profitability. The piece inspired discussions around efficiency, accountability and operational consistency. 

Find the top 5 articles here! 

5 - The operational habits that separate profitable contractors from busy ones by Cotney Consulting Group. 

4 - Is AI coming for our jobs? by Emma Peterson 

3 - When your company grows beyond you by Emma Peterson 

2 - Beyond the roof: Taking care of families in need by Emma Peterson 

1 - Seeing the big picture by Emma Peterson 

By John Kenney, Cotney Consulting Group.

Preventing back and knee injuries in hardscape work.

Hardscape work demands skill, strength and precision. Every day, crews lift stone, carry pavers, kneel on rigid surfaces and maneuver awkward loads into place. It’s some of the most physically demanding work in the outdoor living industry — and because of that, chronic back and knee injuries are far more common than most contractors realize. 

You don’t always see these injuries happen. They develop quietly over months and years. A worker kneels too long on a slab, twists while lifting a paver or spends an entire shift bending over in the same pattern. By the time the pain shows up, it’s often too late. And when an experienced installer goes down with an injury, productivity suffers, projects slowand companies lose the skill and craftsmanship that keep their reputations strong. 

What the job does to the body 

Hardscape crews spend much of their day in positions the human body wasn’t designed to maintain: bent over, kneeling, lifting, carrying and pivoting with weight. Unlike a single, sudden incident, these strains build up over time. A paver only weighs 20–30 pounds, but lifting hundreds of them in a day places continuous stress on the spine and joints. 

Knee pain is widespread. Extended kneeling on stone or compacted soil compresses the knee joint, inflames soft tissues and irritates existing injuries. Add in uneven terrain and constant up-down movement and you have a perfect recipe for long-term joint damage. 

Back injuries often follow the same predictable pattern. Workers pick up materials with rounded backs, twist while carrying loads or lift from awkward angles because the staging area wasn’t set correctly. Even the strongest worker can only do that for so long before something gives. 

Prevention starts with better planning 

Preventing strain doesn’t begin with equipment — it starts with job setup. If materials are staged too far from the work zone, crews will naturally lift and carry more than they should.By reducing unnecessary movement, you relieve excessive stress. 

Before work begins, foremen should evaluate: 

• Where pallets will be placed for the least manual handling 
• How tools and materials will flow through the job 
• Whether mechanical aids like carts, dollies or vacuum lifters can reduce repetitive lifting 
• How terrain affects footing and knee load 

Hardscape work requires planning for both layout and ergonomics. Ignoring one undermines the other. 

Teach crews the right way to lift 

Proper lifting is still one of the most effective ways to prevent back injuries. Train your crews to: 

• Bend at the knees, not the waist 
• Keep the load close to the body 
• Use both hands and avoid one-sided lifting 
• Step, don’t twist, when changing direction 
• Ask for help with oversized materials 

It sounds basic, but on busy jobsites, basic safety is often the first thing sacrificed. Reinforcement from foremen and lead installers is key. When supervisors model the right behaviors, crews follow their lead. 

Protect the knees — The crew’s most valuable tools 

Knee injuries sideline more hardscape workers than almost any other musculoskeletal issue. The fix isn’t complicated, but it requires consistency. 

Use: 

• Padded knee protection (hard-shell pads, gel pads or cushioned supports) 
• Kneeling boards or mats to distribute pressure on stone surfaces 
• Frequent position changes to avoid long-term compression 
• Rotation of tasks so workers aren’t kneeling all day 

Crews often resist knee pads because they’re uncomfortable or feel restrictive. Modern pads are far better than what we had 20 years ago. The right equipment makes a difference — and so does regular replacement. 

Mechanical assistance isn’t optional anymore 

Hardscape materials are heavier and larger than ever. Large-format pavers, oversized slabs and stone veneer panels require mechanical assistance. Too many contractors rely on “strong backs” instead of innovative tools. 

Lift-assist devices, vacuum lifters and powered carriers dramatically reduce strain. More importantly, they improve accuracy and minimize material breakage. When companies invest in ergonomic equipment, they invest in their people — and their production. 

Build a culture that doesn’t ignore pain 

Workers often hide discomfort to avoid slowing the crew, but pain is an early warning sign. Encourage installers to speak up before a minor strain becomes a serious injury. Create an environment where asking for help or using a mechanical aid isn’t seen as a weakness but as a sign of professionalism. 

A crew that feels valued takes better care of themselves, their tools and the job. 

A strong crew starts with strong practices 

Hardscape contractors depend on the skill and experience of their crews to deliver high-quality, long-lasting installations. Protecting back and knee health isn’t just a safety issue — it’s a business issue. Less fatigue means better workmanship. Fewer injuries mean more consistent staffing. And a company known for looking out for its people is a company workerswant to build a career with. 

The longevity of your team is one of your most important assets. When you prioritize ergonomic practices, you protect the craft, the crew and the future of your business. 

By Emma Peterson. 

Seasoned business consultant John Kenney dives into the traits of top-performing contractors. 

With over 45 years of experience as a contractor in the field prior to switching to his current role as a consultant, John Kenney of Cotney Consulting Group has seen a lot of businesses succeed, and a fair few fail as well. To share about what separates the successful companies from the rest, he stopped by OutdoorCoffeeShop™ for an episode of From the Gound Up™. 

The biggest thing that John highlighted as a marker of success is structure. He explained:  

Top performing contractors don't work project-to-project operations. They have operating procedures, SOPs, processes, structures, whatever term you want to use, that guide their operations. They know their numbers, their accurate burden rates, their equipment costs, their production rates, etc. They are not guessing because they have structure. 

Hand-in-hand with this structure, they have clear training and communication channels so their entire team can operate efficiently within that structure. John gave an example of what this looks like, sharing, “If you train your people correctly and you communicate with them extremely well, everyone knows what to do and it stops those common questions that slow things down, lead to issues and overall delay your operations.”  

In today’s digital era, making sure that you are choosing the right technology for your company is a key part of building a strong team and structure. John elaborated, “You need to get the technology that works for your business model. There are all kinds of software and technology out there. That doesn't mean it's all going to work for you. You've got to be able to ask the right questions and find the technology that works with the way you operate.” 

Overall, John’s advice for setting your business up for success comes back to systems and structure. As he put it, “Build your business around systems, not yourself. Contractors who win and become successful top performers in the next decade are going to be the ones who run operationally disciplined companies that are supported with the right technology and tools.”  

Listen to the whole episode or Watch the recorded conversation to learn more about building a successful business. 

OCS Influencer John Kenney says that the projects that stand out most are usually the ones that balance design with practicality.

Outdoor living projects have changed significantly over the last several years. What used to be considered an “extra” space has become an extension of how people live and entertain. Homeowners are spending more time outside, investing more in their properties and thinking differently about how outdoor environments should function year-round. As a result, contractors are seeing projects become more integrated, more customized and more focused on long-term usability. 

One of the biggest trends shaping outdoor projects right now is the move toward complete outdoor environments instead of isolated features. Clients are no longer asking only for a pool or a patio. They want spaces that work together — pools connected to seating areas, outdoor kitchens integrated into entertainment zones and fire features positioned to create gathering spaces that feel comfortable in every season. 

From a construction and planning standpoint, that changes how projects need to be approached. Contractors can no longer think about features independently. Drainage, lighting, traffic flow, utilities and material transitions all need to be considered as part of a larger design strategy. The most successful outdoor projects today feel connected rather than pieced together over time. 

Pools and spas continue to anchor many outdoor spaces, but the surrounding environment is becoming just as important as the water itself. More homeowners are prioritizing usability around the pool — shade structures, seating areas and outdoor dining spaces that encourage people to spend time outside beyond simply swimming. That shift is creating opportunities for contractors who understand how to coordinate multiple elements into one cohesive environment. 

Water features are also evolving. Instead of oversized or highly decorative installations, many projects are moving toward cleaner and more natural integrations. Sheer descents, scuppers, spillover spas and subtle water walls are being used to create movement and sound without overwhelming the overall design. In many cases, these features are designed to complement the architecture of the home rather than compete with it. 

Material selection is another area seeing noticeable change. Homeowners are gravitating toward finishes that feel natural, durable and lower maintenance. Earth tones, textured surfaces and materials that blend with the surrounding environment continue gaining popularity. Travertine, porcelain pavers, natural stone looks and mixed-texture hardscapes are all showing up more frequently in outdoor projects. 

At the same time, clients are paying closer attention to durability and long-term performance. Materials that hold up well under weather exposure and require less maintenance are becoming more attractive than purely decorative options. Contractors who can explain the difference between appearance and long-term performance tend to guide clients toward better decisions. 

Color trends are also shifting slightly. While lighter tones remain popular around pools because they help reduce heat absorption, there’s growing interest in contrast and layered textures. Darker accent features, natural wood tones and matte finishes are becoming more common in kitchens, pergolas and fire features. The overall look tends to feel more relaxed and organic rather than overly polished. 

Lighting continues to play an increasingly important role in outdoor design as well. Clients want spaces that function beyond daylight hours, and thoughtful lighting design helps extend usability significantly. Accent lighting around walkways, seating areas and water features adds both atmosphere and safety while helping outdoor spaces feel more complete. 

What I find most interesting is that homeowners are becoming more intentional with these investments. They’re not just building outdoor projects for appearance — they’re building spaces they plan to use regularly with family and guests. That mindset is pushing contractors to think more about comfort, functionality and long-term experience instead of simply installing features. 

For contractors, the opportunity goes beyond construction alone. Clients increasingly value guidance. They want help understanding how materials will age, how layouts will function and how different features will work together over time. Contractors who can provide that level of perspective position themselves as trusted advisors instead of simply installers. 

Outdoor living is continuing to evolve, but the projects that stand out most are usually the ones that balance design with practicality. Beautiful spaces matter, but spaces that function well, hold up over time and fit the way people actually live are the ones clients continue appreciating long after construction is complete. 

By Emma Peterson.  

Understanding when fighting a claim is the right move, and when settling makes more sense.  

In a new episode of From the Ground Up™, Karol Weyman talks to John Kenney about handling legal claims. John is the CEO of Cotney Consulting Group, where he offers training and operations advice to professionals across the construction industry. And a fair bit of that advice is how to navigate the legal side of owning a contracting business. 

Claims and disputes are frustrating but not uncommon challenges for contractors. When asked about how to navigate this process, John’s first piece of advice was to find a way to distance emotion from the situation. He explained, “The first thing I love to tell contractors is keep emotion out of your decision because emotion is going to get you into trouble. And you can't decide based on being right, sometimes we can be right and it costs us way too much. You have to decide based on business impact.” 

So, how do you make the correct business decision about fighting or settling a claim? John tells contractors to look at three things – cost, time and recovery. He elaborated:  

The cost of the fight is related to attorney fees but also lost value. How much time are you spending focusing on this and missing other opportunities? The way I look at it is if you're going to spend money chasing it, then you're going to spend more time, which we all know is money, to recover, then, even if you're technically right, you're still losing.  

What contractors have to do is step back and use these three factors to assess whether they want to fight to prove a point or to move their business forward. If it’s the former, it might not be the time or the place. As John put it, “We want to make sure that it's a business decision. Sometimes it's just better off to get it settled, move on and be back to fight for another day.” 

And fighting another day doesn’t always have to be in court. In fact, the best business decision you can make is to proactively set up systems to avoid future claims as much as possible. John explained, “Honestly, a lot of the issues I see are not legal problems at the start. They're communication and documentation issues that turn into legal problems. So in the outdoor space, especially like landscaping, hardscaping, pool, etc., you have multiple trades overlapping, fast-moving projects and a lot of assumptions.”  

By removing those assumptions through clear communication and documentation, John shared what this looks like in practice:  

You need good documentation. Don't look at it as just having a bunch of paper. It needs to tell the story of the job clearly and consistently. To tell that story, you’ll want to have daily reports, photos from all stages of the project (including before and after images) as well as written change orders. There's no such thing as verbal. If you can't prove it, it can't be done.  

At the end of the day, John’s advice when it comes to claims is to avoid them. But if you do find yourself dealing with one, it’s key to ask yourself whether fighting or settling makes more sense for your business. And if you choose fighting, it's best to have the documentation in place to tell the story of what really happened.  

Listen to the podcast or Watch the recording to learn more about handling claims and other legal issues. 

By Cotney Consulting Group. 

Busy seasons will always come and go. The companies that last are the ones that build habits strong enough to handle the pressure. 

Being busy has never been the same thing as being profitable. Yet many contractors confuse the two. They measure success by backlog, trucks on the road or how hard everyone is working. The calendar is full. Crews are moving. Phones are ringing. From the outside, everything looks strong. But when the numbers are reviewed, margins are thin, cash is tight and leadership feels like they’re constantly chasing the following problem.

After decades in this industry, one pattern consistently emerges. Profitable companies don’t operate faster than everyone else. They operate with better habits. 

The first habit is clarity. Profitable contractors are transparent about how work flows through their company, estimating hands-off jobs the same way every time. Project managers know precisely what they’re responsible for and what they’re not. Foremen understand the plan before they ever step on the job site. There is less guessing, fewer assumptions and far fewer surprises. Busy contractors, on the other hand, rely heavily on tribal knowledge. People are expected to “just know” what to do. Sometimes that works. Often it doesn’t. 

Another key habit is disciplined estimating feedback. Profitable contractors don’t treat estimating as a one-way street. They review how jobs actually performed and feed that information back into future bids. Labor assumptions get tested. Production rates get adjusted. Risk items get flagged earlier. Busy contractors rarely close that loop. Once the job is sold, estimating moves on to the next bid and the same mistakes quietly repeat themselves. 

Scheduling habits also tell the story. Profitable companies schedule with intention. They consider crew capability, material delivery, weather exposure and job complexity. They don’t oversell capacity and hope it works out. Busy companies stack jobs on the calendar because sales momentum feels good. The result is crews bouncing between sites, production slowing and costs climbing without anyone fully understanding why. 

Communication is another separator. Profitable contractors communicate early and often. Problems are addressed when they’re still small. Change conditions are documented. Customers are kept informed. Field and office stay aligned. Busy contractors communicate reactively. Issues get discussed after they’ve already caused damage. Documentation lags behind reality. Customers feel the stress even if no one says it out loud. 

There’s also a difference in how time is treated. Profitable contractors protect it. Meetings have purpose. Job reviews happen on schedule. Leaders carve out time to look ahead instead of constantly reacting. Busy contractors spend most of their time responding to the loudest issue of the day. Planning gets postponed. Reviews get skipped. Decisions get rushed. Over time, that pace becomes exhausting and expensive. 

One of the most overlooked habits is how profitable companies handle job closeout. They don’t rush past it. They review what went right and what didn’t. They confirm costs, collect documentation and resolve loose ends. That discipline protects cash flow and improves future performance. Busy contractors move straight to the next job, leaving unresolved issues behind them. Those issues eventually resurface, usually at the worst possible time. 

Profitable companies also tend to be more selective. They don’t chase every job. They understand their strengths and avoid work that doesn’t fit their operation. Busy companies often say yes too often. The volume feels good, but the mix of work creates strain on crews, managers and systems. Over time, that strain shows up in turnover and margin erosion. 

Leadership behavior also plays a significant role. Profitable contractors are visible in their operations. They don’t micromanage, but they stay connected. They know what’s happening in the field and in the office. They reinforce expectations consistently. Busy contractors are often pulled in too many directions. Leadership becomes distant from daily execution, and problems grow quietly until they demand attention. 

None of these habits is dramatic. They don’t require new software or major restructuring. They require discipline. They require consistency. And they require leadership commitment. That’s why so many companies struggle to adopt them. It’s easier to stay busy than it is to stay controlled. 

The truth is that most companies already have the ingredients for profitability. They have capable people, solid demand and years of experience. What they lack isn’t effort. It’s operational habits that hold the line when things get hectic. 

Busy seasons will always come and go. The companies that last are the ones that build habits strong enough to handle the pressure. Profitability doesn’t come from working harder. It comes from working with intention, clarity and control. 

And in the trades, that difference is everything.