There’s a new group of remodelers on the block. They are young, full of knowledge and are putting their mark in every aspect of remodeling. They might not have 20-plus years in the business, but they are steadfast and quickly joining the ranks of top remodeling companies in the country. This group of company owners is proving that running a business in this industry is just as important as a perfectly built home.

The U.S. Census Bureau released its 2002 Survey of Business Owners report last year, which showed that a quarter of all respondents were between the ages of 25 and 34. Another interesting statistic showed that America’s business owners are highly educated, with 64 percent having at least some college education at the time they started or acquired ownership in their business.

Additionally, these young business owners are also seeking to balance their professional and personal lives. The U.S. Census Bureau reports that when it comes to putting in long hours on the job, more than half of the owners of employer firms reported working overtime in 2002 (more than 40 hours a week, on average), compared to only 26 percent of the owners of nonemployer firms. In contrast, 63 percent of the owners of nonemployer respondent firms reported working less than 40 hours a week, compared to 33 percent of the owners of employer respondent firms.

Whether they are taking over the family business or are starting one up, these remodelers are focused on developing elaborate marketing strategies, incorporating advanced software programs and technology and creating business plans aimed at increasing revenue and broadening company offerings.

 115 West Shiawassee Ave. · Fenton, Michigan 48430    810-629-8400

During high school, Chris Weir, CGR, CAPS, spent his summer breaks helping out at his stepfather’s construction business. Continuing working in the trades throughout his time at Michigan State University, Weir ultimately decided on a construction management degree. “Most people think you can only get a construction management degree at a tech school, but it’s great that they also offer it at large universities.”  

His degree led him to work for Adler Homes, one of Michigan’s premier builders. “I started as an estimator and then eventually got into purchasing as well as becoming head of the estimating department,” explains Weir. “I am happy that I got to see the ‘office’ aspect of the construction business since it has helped me with my own business.” Weir says he was able to get involved in many of the marketing and business plans where he absorbed a lot of useful information.

After five years at the Adler Homes, Weir says he felt “financially ready” and thought he had enough experience and knowledge to venture out on his own. In May of 2000 and at the age of 28, he opened up Weir Building Company in Fenton, Mich.

At first, Weir devoted his efforts into two spec homes. “Since working mostly with new construction, I thought I’d take a shot at building a couple of spec homes and see where that took me,” says Weir. “However, the homes sat there a lot longer than I expected and I had to look for a new direction.”

What he learned from this experience was that he excelled in customer relations, being able to sit with a client, listen to their needs and wants and then bring that to reality. “Remodeling sort of fell into my lap.” he says. “We weren’t busy after the spec homes and took on a lower level remodel and found that remodeling was something I really enjoyed.”

From that point forward, he took on what he calls “the three-headed monster” — building, remodeling and subcontracting.

Like many in this business, Weir found himself working 80+ hours a week just to get by. After sitting down with Les Cunningham and a few other remodelers at a trade show and hearing these guys were working less that 50 hours a week, and running much healthier companies, he decided to reevaluate his business.

Weir immediately joined Business Networks and worked to receive both his CGR and CAPS designations. “The interesting thing about remodeling is that everyone is willing to share their ideas for success,” says Weir, “and being part of Business Networks takes that to the next level.”

Now in his seventh year of business, Weir has begun to implement unique business practices to help grow his $1.7 million company.

Internally, he has increased the communication flow between his employees and himself by putting into practice a “Three-year growth plan.”

With each employee, Weir sets a large goal they both agree on and then focuses on smaller goals throughout the year to ultimately reach that point. “This has relieved a lot of pressure throughout the team,” says Weir. “Now, we are very open about each other’s expectations.”

Another area that Weir feels has helped him grow his business is having up-to-date financial reports. “I’m the type of person who can stay up all night thinking asking myself, ‘did I lose $500 on that, or did I gain $500,’ ” says Weir. “I don’t know if it’s a good or bad thing to have this personality trait, but I do know that I’d sleep much better if I knew the answer.”

To satisfy this “problem” of his, Weir uses a working budget spreadsheet that is updated frequently. This document gives him a more accurate idea of his profit/lost and allows him to see exactly where he stands financially at any given moment.