Masonry Magazine March 2004 Page. 14
Contractor
to Contractor
MCAA member contractors respond to the industry issues of the day.
Neal House
Central Masonry Corporation
▼Central Masonry Corporation
Littleton, Colo.
Like many MCAA members, Neal House has learned from the ground-up what it takes to create a masonry business that works. With a passion for learning the trade, he started out in the industry by working with some of the largest masonry firms in the western U.S. Before he started Central Masonry Corporation (CMC), he knew that understanding business management, as well as masonry, was key to his success. "You need a strong desire to be a business owner," says House, "and I wouldn't recommend going into the construction business to just anyone." House certainly has the desire and business sense, and he took the time to share a little bit of it with us.
Masonry: What do you think has been the key to your company's growth and success over the years?
House: The key to our company's growth is taking every opportunity available and making the best of it. In other words, we will collaborate with each general contractor and organize our forces to timely complete projects in a very professional manner, focusing on quality to the satisfaction of each and every building owner.
Our foremen are highly trained in-house, and we will spend years training them as an assistant foreman before we will use them on any project as foreman. Consequently, our foremen do not make many mistakes. Another key to this is to keep them focused on each project they are building. If we concentrate and manage each project efficiently, the foremen are very successful in bringing the project into budget.
Also, another primary factor in construction business success is your financial controls. CMC has a very professional accounting staff. They are critical in maintaining flow, helping with various field issues, and allowing review of each project's finances.
Masonry: You strive to work with and motivate owners, architects, engineers, contractors and your own personnel to effectively use CMC's services. How do you accomplish this?
House: CMC is a leader in the masonry industry, and our goal is to give the owner, engineers and general contractor a quality project that will fulfill their most demanding requirements. CMC is requested time and again to build projects for the same architects and general contractors who are some of the most renowned in the local industry. Although we do not please all, our entire management staff is honest, fair and professional, and I confidently think there is not a substantial contractor we have worked with who would differ.
Masonry: With approximately 250 crewmembers, 15 foremen, two project managers and two estimators, and averaging over 60 projects a year, how do you keep track and on top of what's going on in your company?
House: First, we seek to employ the most professional and knowledgeable people in the masonry industry.
Next, we consistently send our project managers, estimators, office staff and project foremen to construction management courses and seminars. We also do in-house training bi-weekly for all managers.
You need a strong desire to be a business owner, and I wouldn't recommend going into the construction business to just anyone.
Finally, since we have brought most of our foremen up from masons, I can trust them and their decisions. My management people relay information and/or research each scenario in a timely fashion. At that point, I can give them a reasonable solution so they can keep moving forward.
Masonry: Why have you added budget analysis and value engineering to your company's repertoire, and how has it helped?
House: With all parties concentrating on getting a project into budget so it can be built, cost is a primary concern.