JLC • SEPTEMBER 1996 Like many builders, I started my contracting business with an old van, a small assortment of tools, and an unflinching desire to be my own boss. Through constant hard work, what started as a part-time business grew into a corporation grossing over $2 million, with 15 full-time employees. An excellent reputation allowed my company to focus solely on the design and construction of high-end custom homes. To even out the peaks and valleys of our construction cycles, we decided to build a few spec homes each year. Work had never been so plentiful. In fact, the volume soon started to become unmanageable. I found myself spending less time developing new projects and more time chasing
Going Belly Up: A Builder Looks Back
"If you don’t handle success carefully, it can become your biggest failure"
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