Managing Your Restoration Business

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After combing through a successful company’s financial history and seeing gains in both sales and profitability year after year, it can often be difficult to suggest there is still opportunity for improvement.

The first reason is because a lot of you did not do a budget for this year and maybe not for all of the previous years that you have ever been in business!

With franchises continuing to advance as a player in the restoration industry, it can be difficult for an independent company to flourish, especially if that company is newly established and doesn’t have long-standing relationships with area adjusters, property managers and clients or a sizable marketing budget.

In the restoration business, there is a tendency to constantly evaluate opportunities to expand our services and/or add to our in-house capabilities. 

 Adjusters really take a bum rap! 

Poor communication cost my average client nearly $236,000 in 2013, thanks to a common discussion between an estimator and a project manager.

For Justin Tubero, President of Alliance Disaster Kleenup, the commitment to “go green” all boils down to one word.

 Cash flow management is a discipline that every restoration company must master.  

It’s three months after the completion of a fairly routine water loss, and you are still waiting to get paid.

Whether one functions as an owner, estimator, secretary, bookkeeper, accounts receivable person or field technician within the company, each individual needs to know the individual part of the budget that they are each being held responsible for.