David Shove-Brown [35:00] We're super excited. We were able to after like the first few weeks of just sort of shock of a couple of years ago we were able to say, okay, we know that we have this time, and so, we started a list of all the things that we wanted to do in the office that we never had time to do, right? Like, how do you organize the server file structures and you find something and you're like, I don't have time for that I'll just leave them and it just keeps getting kicked down the lane. So we did that stuff. We found time to do those things, which then allowed us to become more strategic as we are moving out of this. We've got the first layer chipped away now, how do we look at being more productive, more profitable, more efficient, working smarter, not harder, all of those things and being able to say, okay, quite frankly, who are the clients that we really want to work with? Who are the people that through all of this in the last couple of years are the ones that are the good humans? Because, I understand something's going to go wrong and you may lose your temper, and that's fine. But at the end of the day, I want to deal with good people. And so for us, we've been able to foster those relationships and we're at a point now where we've got a great backlog. We went from 1000 to zero to 2000 so quickly. We came into December of last year and into the new year going, we have too much work, how are we going to get this done meanwhile, our team is coming to us going, if you guys take one more job, I'm going to stab you in the neck. So then we said, okay, we got to clear some of this out. We've got to work more strategically and come up with a plan. And so, we've been doing that really focused on tracking business development and marketing as we lead into new jobs and understanding staffing. And quite frankly, there was a time when we were doing staffing and projections, we were looking at staffing people saying okay, well, they're probably going to work faster than we think so we're going to staff you, Randy, for 45 hours a week. And in that, take into consideration that nothing can go off the rails. You can't have a question on a project that causes you to have to work an extra hour on something. So we had no comfort factor. We had no safety net. So suddenly, people are going, I’m working 50 or 55 hours, what the hell! So we've actually reframed our thinking to say, okay, let's schedule people for 35 hours, and allow for some of that built-in safety net, so that people can get stuff done. People can spend the right amount of time on projects and not go, I got to get this thing just out the door, and hope that it's correct. Let's spend the right time doing it. So, I mean, we're super excited. We brought staffing back up. We've hired some folks after having to let people go. We were able to give raises and bonuses last year. During COVID, when Dave and I were the only two people in the office, hoping my landlord was not listening to this but we were stealing paper towels from the restroom rather than buying rolls of paper towels. If my rent goes up, I'm going to know why. Now we're at a point where we're able to do some fun things. We're thinking about some office events. We're thinking about, what are the things that we can reward everybody for everything they've done in the last couple of years because it's just been awesome.
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