The building industry is incredibly vibrant, dynamic and invigorating. It is also burdened by inordinate risk and too often ruled by deeply engrained but misguided business practices. Whether imposed upon us by external forces or reflective of internal inefficiencies, the experience and the outcomes are frequently less than ideal. Most obstacles to optimum outcomes (and there are many) are symptomatic of root issues that are either cultural, organizational or operational. Being in balance and performing at the highest level in these 3 areas is not only achievable, but essential for those companies not satisfied with the status quo. Weakness in any or all of these areas can, will and do throw us out balance, making the difficult all that much harder. Conversely, strength in all these areas brings us into balance and puts us back in control of our destiny as a company. These three pillars are the foundation for organizational health, and the path to internal success, extraordinary outcomes, and ultimately, transformation of an industry that’s literally as old as dirt. This is why we exist – to bring balance to builders - culturally, organizationally and operationally.
