Contract Exteriors, a South Carolina-based new construction and remodeling company, was founded in 2009. In the four years before Contract Exteriors joined CCN, CEO Randy Hann was feeling alone. His company was successful, but he wanted to grow, flourish, and ensure his bright future in a competitive market. Who could he turn to for advice? Not his competitors.
Hann was also overwhelmed. He was spending too much time on sales. He was the only person handling the company’s growth and he was involved so much in the day-to-day operations of his business that he felt he couldn’t run his business.
Contract Exteriors joined CCN in the Fall of 2013. CCN’s contractor training helped Hann and his team found a better balance between new construction jobs and remodeling jobs. They’re constantly learning and streamlining every business process. They’ve increased revenue. And, just as importantly, Hann now has someone to talk to. He has an entire network of contractors at his disposal.
Since joining CCN, Contract Exteriors has experienced:
- Remodeling Jobs Increased by 20%
- 170% Increase in Revenue
Randy Hann was a construction industry veteran even before he founded Contract Exteriors. He has a degree in Construction Systems Management from Ohio State University, and he’s been working in the South Carolina construction industry since 2000. He isn’t new to the game, to say the least.
Hann believes success comes from hard work and customer satisfaction.
In his own website bio, he writes:
“No matter what type of construction, I believe that when you do the right thing and put the customer first, success follows.”
Hann had the mindset, the skill, the knowledge, and the desire for success. He was working hard and getting results.
Still, there was room for improvement. When he started Contract Exteriors in 2009, Hann felt frustration in at least four areas of his business:
- He needed his business to grow. He didn’t want to stagnate or get left behind.
- He needed to spend less time being involved with every little day-to-day aspect of his business. He didn’t want to handle every sale himself. Instead, he wanted to run his business. He wanted to put his management skills and construction knowledge to work– he wanted to build a better company.
- He needed his business to make more money. A business can’t grow, thrive, and sustain if it’s not profitable.
- He needed a network. He wanted to share ideas with and learn from other contractors. He didn’t want to operate in a bubble.
“If we wanted to grow our business, I couldn’t be the sole purpose for the sales and growth of the company. We needed to hire a sales staff,” Randy Hann says of his desire for business growth.
He needed to generate more leads, and he needed a sales staff to close those leads. Even if he worked himself to death, Hann couldn’t do everything by himself and run a successful business. He was thinking of the bigger picture.
“The other [concern we had] was running a business at a financially healthy level. So that you’re running a business for the long term and not the short term,” says Hann.
Hann couldn’t solve his problems by pulling a magic trick out of his hat. He had the education and the skill, he just needed to see how other contractors overcame the same obstacles he was facing– but that was easier said than done.
“As an owner, most times, whatever city you’re in, you’re by yourself, because you can’t talk to a competitor… you really can’t talk to your competition about what you’re going through,” Hann notes.
“The way I look at it is this: you’re either getting better or getting worse; you’re never staying the same,” he says.
The only solution for Hann was to get better.