Vailes recalls a recent issue for a kitchen remodel that included moving the kitchen sink. “Over a year later, the clients found a water spot where the old sink used to be. We looked at the pictures of the plumbing lines that we took before we installed drywall. It was clear that the damage was not caused by our water line. It was actually a contractor who had installed an AC system that had tied the condensation line into an old pipe,” Vailes says.
Otterbeck advises remodelers to ask homeowners to sign a consent form for the photos taken during a remodel. “Since we use them for advertising, too, we have them sign a consent giving us the right to use the photos or video for promotional needs,” he says.
During Construction Gervais carefully documents phone calls and meeting notes during design and construction phases. “This is more important than any contract,” he says. He encourages his employees to keep notes on the job. “We get a buy-in from the employees by providing a profit-sharing plan. They know everything goes to bottom line,” he says.
Sullivan purchased daily job forms bound in a book. “We were advised by our attorneys not to use a loose-leaf book or something where the pages can be removed. If you have to use it in court, it needs to be bound,” he says.
Instead of a job log, Otterbeck asks employees to note daily work on a list of 27 tasks on their time cards. He and his salesperson also note any calls or conversations in the project folder. Vailes provides his lead carpenters with a notebook that includes drawings, floor plans, and specified products. The company checks products in its shop before sending them to the site, but as an added precaution, it includes details and a photo of each product in the lead’s notebook so the lead can easily spot any discrepancies.
Change Orders Both Otterbeck and Gervais ask clients to pay for change orders before the change occurs. “We used to ask for payment at the end of the job, and it was verbal. But after getting nickel-and-dimed over the change order total, we changed our policy,” Otter-beck says.
Gervais says he educates both his staff and subs about change orders. “I tell them we’re all in this together, and we provide a good product for a fair price. These small things can add up,” he says. Wardell inputs signed change orders onto a spreadsheet that also includes proposed change orders. “How you communicate the data back to the client is important,” he says.
Post-Job Communication Wardell speculates that most liability claims happen on finished projects as clients notice details — once they are living in the space. Wardell Builders checks in with clients after 2 weeks, 6 months, and 11 months. He also provides a maintenance program that helps the company find issues before they become problems. “Managing clients is also where referrals come from,” he notes.
Vailes waits one month after completion to send his clients a quality audit. He says that provides him with an opportunity to address any issues. “As soon as we get the audit, we contact them to set up a time to fix any problems,” he says. Ruzanski gives clients a small gift along with the evaluation and delivers both in person.