7/21/2026: DBM Growth Workshop-Mastermind

This client-only Growth Workshop Mastermind focused on the decisions deck builders make as their businesses change.
The conversation covered paid versus free estimates, project visuals, subcontractor pricing, hiring and managing project teams, software systems, and the operational challenges that come with growing beyond the owner-led model.
The common thread was simple: there is no single business model that works for every builder. The right decision depends on your market, your team, your margins, and the role you want to play in the business.

Why This Matters

As a deck-building company grows, the decisions that worked at one stage may not work at the next.
A free estimate may make sense when you are building market share. Later, it may become a drain on the owner’s time. A subcontractor arrangement may provide flexibility, but only if labor pricing and expectations are clear. Hiring a project manager may create capacity, but it also adds overhead and management responsibility.
These are not decisions to make because another contractor, coach, or software company recommends them.
They need to be evaluated in the context of your business model and current stage of growth.

What We Discussed

1. Free Estimates and Paid Consultations Should Match Your Business Model

The group continued a discussion from Brad Huebner’s previous sales coaching session about whether builders should charge for estimates or consultations.
A paid consultation can make sense when an estimate involves significant time, design work, renderings, or travel. It can also help protect the owner’s schedule by asking a prospect to commit before the builder invests heavily in the opportunity.
However, a paid consultation is not automatically the right choice for every project or company.
For example, a straightforward deck replacement may be profitable because it is relatively simple to estimate, build, and complete. If most competitors in the area provide free estimates, charging for that same type of project could make it harder to compete.
On the other hand, a custom project requiring detailed plans, multiple meetings, or professional renderings may justify charging for the design and consultation work involved.

Questions to consider

  • Who is conducting the estimate? The owner, an admin, a salesperson, or a project manager?
  • How much time does a typical estimate actually take?
  • What percentage of estimates become signed projects?
  • Are competitors in your market charging for consultations?
  • Does a paid model support your current lead volume and growth stage?
  • Are you charging separately for design work or renderings when they become deliverables the homeowner keeps?
The lesson is not “always charge” or “never charge.” The lesson is to understand the economics of your sales process before choosing a model.

2. Project Pages and Simple Video Can Reduce Friction During Sales

One homeowner requested to visit a completed project in person before making a decision. While that may occasionally be appropriate, it can create logistical and privacy challenges for both the builder and the past client.
A stronger first step is to make your website project pages more useful.
A project page can answer many of the questions a prospect has by showing:
  • What the original space looked like
  • What was built
  • The materials used
  • The challenges involved
  • How the finished project looks from different angles
  • The type of homeowner or property the project may be suited for
Video can make these pages even more useful. It does not need to be professionally produced. A short horizontal video recorded on a phone while leaving a completed project can provide valuable context and help a prospect understand the work more clearly.
The purpose is not to create a polished production. It is to give prospective clients more confidence in what you build and how you approach the work.
When a prospect asks to see a project in person, the builder may be able to direct them first to relevant project pages and use a sales conversation to walk through the examples together.

4. Subcontractor Relationships Need Clear Pricing and Expectations

A major portion of the conversation focused on hiring and managing subcontractors.
One approach shared during the session was to create a labor pricing system based on specific construction components. Instead of negotiating every project from scratch, the builder can establish rates for items such as:
  • Deck framing
  • Decking installation
  • Posts
  • Beams
  • Railings
  • Footings
  • Stairs
  • Other project-specific components
This can make labor easier to estimate and give the builder a clearer picture of expected job costs before construction begins.
Brian shared that his labor costs for decks generally target approximately 20–25% of the total project price, while his desired margin before overhead is higher. The exact percentages will vary by company, market, project type, and scope, but the broader principle is useful: Labor pricing should be planned before the project starts—not discovered after the job is complete.
Clear subcontractor agreements should also address:
  • The agreed price or pricing structure
  • Scope of work
  • Expected completion timeline
  • Payment timing
  • Change requests
  • Cleanup and quality expectations
  • Responsibility for mistakes or rework
  • Communication requirements
Several builders also discussed the value of keeping reliable subcontractors consistently busy. A strong relationship can make it easier to schedule projects, maintain quality, and receive help when unexpected issues arise.
At the same time, relying on subcontractors requires due diligence. Builders should confirm qualifications, insurance, references, communication habits, and the quality of completed work before assigning significant responsibility.

5. Growth Can Add Complexity Before It Adds Profit

The session included an honest discussion about hiring project managers and expanding the team.
Adding a project manager can help an owner move out of day-to-day production or sales. But the position also adds salary expense, training requirements, and another layer of communication.
Hiring only creates value when the additional capacity produces enough profitable work—or frees the owner to perform work that is more valuable elsewhere in the business.
Before hiring, consider:
  • How many additional projects would be needed to support the position?
  • What responsibilities will the project manager own?
  • Can your current systems support the role?
  • Is there enough consistent work to keep the person productive?
  • What training and oversight will be required?
  • Will the position reduce the owner’s workload or simply create another person to manage?
The group also discussed the tension between growth and craftsmanship. A smaller company may be more profitable and less stressful when it allows the owner to maintain close oversight and provide a high level of attention to each project.
Growth is not automatically better if it creates more overhead, lower margins, or less control over the customer experience.

6. Systems Only Help When the Team Uses Them Consistently

Several builders discussed transitioning into or improving their use of platforms such as JobTread and Sales Jumpstart.
Software can help organize:
  • Estimates
  • Proposals
  • Scheduling
  • Receipts
  • Subcontractor payments
  • Project tasks
  • Sales appointments
  • Production handoffs
  • Reporting
However, changing software during the busy season can temporarily reduce efficiency. The process requires time to migrate information, train the team, establish workflows, and make sure everyone understands which system is responsible for which part of the process.
The goal is not simply to own better software. The goal is to create a repeatable process that the team can follow without the owner needing to answer every question.

7. Change Orders Require Boundaries and Written Approval

Near the end of the session, the group discussed how small customer requests can turn into unprofitable change orders.
A request that sounds minor—such as changing a material, adding a feature, or modifying work already underway—can create additional costs related to:
  • Labor
  • Materials already purchased
  • Scheduling
  • Rework
  • Delays
  • Communication
  • Project management
If the builder agrees to the request informally or underprices the change, the additional work can reduce or eliminate the expected profit.
A more consistent change-order process should include:
  • A written description of the requested change
  • The added cost
  • Any schedule impact
  • The effect on other project decisions
  • Customer approval before work begins
  • A clear record in the contract or project management system
Builders also need to identify scope changes early. If a customer adds a patio, electrical work, a pergola cover, or another feature, the schedule should be updated along with the price.
The purpose of a written change-order process is not to create conflict with customers. It is to make sure both sides understand what is changing before the work continues.

Key Takeaway

The strongest lesson from this mastermind was that business decisions need to be evaluated in context.
Paid estimates, free estimates, renderings, subcontractors, project managers, software systems, and change-order policies can all work well—but only when they fit the company using them.
Before adopting a new approach, look at the time it requires, the cost it creates, the expectations it sets, and the type of customer or project it attracts.
Sustainable growth is not just about taking on more work. It is about building a business where sales, production, team structure, and customer expectations support one another.
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