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Timothy E. Hull, CR, is the general manager for Violand Management Associates (VMA), a highly respected consulting company in the restoration and cleaning industries. As the company's former director of operations and a business development advisor, Hull understands the complexities involved in scaling and growing a small business. He is a leading expert in operational systems, policies and procedures, as well as restoration project management training, with almost 20 years of experience in the restoration industry. Through Violand, Hull works with companies to develop their people and their profits by providing leading edge coaching and training. To reach him, visit Violand.com or call (800) 360-3513.
One of the greatest pains Timothy Hull sees small business owners endure is the cycle of being so busy working in their business that they can’t find the time to do the fundamental things necessary to grow it beyond where it is at that moment. They are literally slaves to their business.
In a time when production schedules are full, lead times are long, and resources thin, what exactly are contractors to do to appease their customers? The answer can be found in improving project communication. While this might seem to be a daunting task for some, a simple tool that can be used to guide the efforts is a project communication plan.
If restorers don’t embrace some of the same cost-saving measures as the service industry post-pandemic, they may find themselves taking a back seat to national conglomerates and franchise groups that are already moving in this direction.
It’s baseball season! For diehard fans of America’s favorite pastime, this is an exciting time of the year. Just the sounds and smells of the stadium on a warm summer night are enough to get the heart of most enthusiasts pumping a little faster.
Imagine coming home from work one day to find a real estate broker sitting in your driveway. They get out of the car, approach you, and politely make a cash offer to buy your house at the current market value.
2020 has certainly proven to be an eventful year. Aside from a global health pandemic, national economic shutdown, social unrest, and a heated presidential election, the events of this year have wreaked havoc on the emotional well-being of almost every American.
In the midst of what may arguably be the most significant global event since World War II, economists, politicians, community leaders, and most members of civilized society are struggling to come to grips with what the real fallout of COVID-19 will look like.
Tim Hull, Director of Operations and a Business Development Advisor at Violand Management Associates, answers four questions related directly to business management and leadership during these massive, sudden changes in business.
One would normally not think of a tailgate party for an NFL football game as an appropriate venue for providing inspiration for sage business advice. However, when you bring together some pretty intelligent folks, good food, and a few high-octane beverages, you never know where a conversation might go.
Most people do not like change. While some forms of change can be exciting, most associate it with risk and uncertainty—especially project managers. Managing change in a project can be one of the most challenging aspects of the job.
