The Design Builder's Blog

The Marketplace is Improving; Are You Sure You Are Working With The Right Vendors?

The marketplace seems to be picking up for contractors.  Many are reporting increased leads and sales.  With increased demand for the products contractors need to build their projects we will definitely see supply and demand challenges with local lumberyards, the big boxes and specialty product vendors.  This supply and demand challenge is one of the reasons many in the construction industry are predicting as much as a 25% increase in cost on many building products.  Although contractors need to be aware of these increases as they price their projects, I suggest they also need to make sure the vendors and suppliers they purchase their materials and products from will be prepared for the increased demand.

If you are a contractor who has been buying on price from vendors who have been selling on low price to get your business, you might want to think twice.   If that vendor has a good business, low or no debt and is using efficient business systems and technology to keep their costs low, you may be OK.  But if your vendor has very high debt, has cut back on staffing, equipment and service, just so they could sell at low prices, their business may not be prepared for a surge in sales as the economy improves.

Choosing and keeping the right building product dealers for your business and your customers

Here are some things to think about regarding the vendors you are currently using.  This same list can also help you decide which vendor or vendors you should work with going forward:

• Many lumberyards and specialty dealers are short staffed.   To save money and to stay in business many of these businesses have reduced staff during the recession and often times the people they let go were the higher paid employees.   If this is a tactic any of your suppliers used they may have let go many of their most knowledgeable staff.   The remaining staff, often less skilled and far less knowledgeable about building products, construction and contractors, will be challenged to serve contractors as the number of contractors doing work and buying materials picks up.
• Building product suppliers who have high debt may not be able to finance the cost of increasing their inventories to keep up with the predicted supply and demand challenges as the economy improves.   If this happens at your supplier you may find that many products, even common commodities like framing lumber, will be out of stock.  Imagine going to the lumberyard first thing in the morning to get the materials you need to frame a deck or reframe that kitchen, only to find out you can’t get what you need.  To keep working that day you might have to pay for longer lengths than you need, or might even have to drive to a different supplier in the hopes that they will have what you need so you can work that day.  Remember, if you lose two hours chasing materials, in reality you also lost two hours of productive time on the job.   That would mean you lost a total of four hours you could have billed your client for if the materials were already at the jobsite.
• Lumber and building materials dealers who cut back on staff may also be challenged to help you sell to your customers.   If you had a customer who wanted to see the door, cabinets or windows you recommend, will you be able to send them down to your local supplier to see the products they are looking for?  What is the condition of the showroom?  Is there going to be anyone there to make and take the time to meet with and help your customer?   Will the person working at that dealer have the sales skills, product knowledge and knowledge about you and your business to help you make the sale?

The risks of low price

Selling on low price typically puts any business on a path to failure.  Sure, it may seem to help things at first when money gets tight.  However, unless they can ramp up their businesses, and do so before the market place improves, they will be forced to play a game of keep up and catch up as their customers’ needs and demands for products and service increases.   Working with a low price vendor might seem attractive, but can you be confident they will have what you need when you needed it?   If they require a deposit on special order items, are you confident they will still be in business by the time you expect delivery of what you ordered?   What will your customers think of you and your business if their project start date gets delayed and or the completion date gets extended because you can’t get what you need from your vendors to keep their project and your business on schedule?

Summary

Choosing the wrong vendors by saving a few bucks on materials may cost you and your construction business lots of wasted time, money and the valuable referrals your business has enjoyed from what used to be happy customers.  I highly recommend you choose your vendors wisely!

How Contractors Can Make More Money, Faster and By Doing Less

With only so much time in a day, contractors need to maximize the revenue and or gross profit they earn each day in order to cover business overhead costs and contribute to their desired net profit goals.   Selling and producing more work is certainly one option to consider.  However, why not implement ways to increase the selling price and earn more gross profit without having to do any more work in the field or add anymore labor costs at the job site.

Options to consider

If you want to increase your sales volume and earned gross profit you can either produce more work or increase the selling price of your projects.  Here are a few things to consider:

• Producing more work at the job site means you will need more labor and the project will take longer.  Finding and keeping more employees busy can be challenging.    
• Increasing your selling price doesn’t have to be limited to raising the prices of what you sell.  Increasing your selling price can also be accomplished by increasing what is included in the selling price.
• Assuming you mark up everything you sell, if you find the right prospects and sell them higher price point products than you have used in the past, your average sell price goes up and the gross profit earned on each job goes up as well, without adding more labor or days to the project schedule.
• Also, consider that selling product options can be another way of increasing the sell price and earned gross profit, again without having to add any more time, do any more work or add any more labor to get the work done.

Here’s one example of what I am talking about 

At a recent Remodeler Summit event I participated in for Marvin Windows and Doors at their Warroad MN manufacturing facility, contractors learned about Marvin’s new option of prefinishing the interiors of their window and door products.   By selling this option to their customers, contractors can increase the cost of each window they sell by offering an additional service to their customers.  And, they can do so without increasing the production time of a window project and without having to add any additional on site labor to their projects.   The windows are prefinished at the factory, under controlled conditions and can either be prepainted or have a clear finish applied.   Because the prefinishing is done off site, all the mess of prepping and finishing is avoided, no extra job labor is needed and the smell of any finishing products is avoided at the job site.  Selling prefinished construction products can be a win-win, both of the contractor as well as the homeowner.  Selling prefinished products means more gross profit earned for the contractor without doing any more work.  The home owner benefits because more work is done in less time, with less mess and disturbance to their home and their daily lives.

Here’s one more example

At a tour of Reliable Truss and Components Inc., a division of National Lumber in Mansfield MA, I found out they offer prefabricated custom structures and components.  Using this service contractors can have components of their projects prebuilt and even prefinished in a controlled factory environment.  The components are then delivered to the contractor’s job site ready to install.   Partnering with a vendor who can offer this type of service helps the contractor earn more money by doing less work in several ways.  

• The contractor can earn gross profit on the labor as well as the product being provided by the vendor.
• At the same time, the contractor can be earning gross profit on the labor and the products being installed by his own crews while they get the project ready for installation of what is being built off site.
• Some vendors, including Reliable Truss, will also come prepared with the equipment needed and help your crew install the prefabricated and prefinished items at the jobsite.

It just keeps getting better!

Both examples above can help contractors earn more money in less time.   Both examples offer ways contractors can get more work done without having to add any additional talents or skills to their crews.  Both examples also eliminate or reduce the need to find and bring in sub contractors to do work the contractor’s own crews either don’t have the talents for or might not be cost effective at doing.

I bet more and more contractors will be thinking this way as the increasing costs of labor and the lack of available skilled labor puts pressures on their businesses and their profits.

Interesting Considerations For Putting The Right Employee On The Right Job

Just like business owners, all employees have their own strengths and weaknesses.  The key to efficiency and making money is recognizing these differences and putting employees in job positions and on tasks that they can be successful at.   One consideration is how employees learn.   As a business owner I came to discover that some employees are sequential learners while others are global learners.  How they learned new information and used it helped me decide who I should hire or not and ultimately what job positions and activities they should be assigned to.

Sequential Learners

Sequential learners learn best when information is presented to them in logical step by step order.   By presenting information to them in the order tasks should be completed, they can see how one step prepares for the next and or how subsequent steps are dependent on the previous step.   These employees are typically successful at repetitive activities, even activities that require a high level of skill.  Examples could include install crown moldings or estimating projects that can be done using a unit cost method.  However sequential learners might not make for good lead carpenters at a business where every project is different and or projects are highly detailed.   A sequential learner lead carpenter may be challenged if the business does not provide adequate project specifications and facilitated planning opportunities before the project begins.  Also, a sequential learner might not have success selling Design/Build projects to prospects who are global learners.

Global Learners

On the other hand global learners can take in random bits of information about a project or task and can quickly connect the dots between that information to assess a situation or assemble a solution on their own by quickly understanding the connections between those bits of information.   These employees can be very successful at job positions like handyman repairs, troubleshooting roof leaks and or gathering information from Design/Build clients who know why they want to do a project but might not know yet how to get started or what needs to be considered.   Also consider these employees might quickly become bored with repetitive activities or duties.

Why care?

It is important to recognize that every successful remodeling business needs employees with complementary skills.  A team dominated by one or the other of these learning types would definitely run into challenges.   Learning how employees and recruiting candidates learn and process information can help you make better hiring decisions and help promote employee retention.  Having the right employees in the right job positions can also help free the business owner up from “in the trenches” involvement in the business so they can concentrate on big picture and high value opportunities.

Example of why you might need both learning types on staff and in the right positions

Installing windows these days requires building science knowledge and an understanding of installation options regarding the methods and products that can be used.   A lead carpenter who is a global learner can be real good at understanding the science considerations and specifying appropriate installation details.   With those project specific details in hand a sequential learner carpenter can then be instructed by that lead carpenter, right at the jobsite, on how to install all the windows.   While the carpenter installs the windows the lead carpenter can be making the materials list for the next phase of the job so the materials will be ready for the carpenter when the carpenter is done installing the windows.  Unlike a production manager driven production system, because a lead carpenter driven system is being used, the global learner who specified the installation method is at the job site to oversee and if needed trouble shoot the efforts of the carpenter.  With a production manager driven system, after being instructed, the sequential learner carpenter might be on his own without anyone overseeing his or her activities to be sure the windows are being installed correctly. 

Right or wrong?

If you’re frustrated or disappointed with your current employees’ and or your production system’s performance you might have the wrong employees.  On the other hand you might have the right employees assigned to the wrong job duties.   Considering how they learn and process information might be the insight you need to get them and your business on the right track.  Let me know if I can help!

Lumberyard Ambassadors - Partnering With A Lumber Dealer’s Yard Staff

Several recent surveys and polls indicate that contractors, when they have more than one option to consider, put a lot of weight on relationships when they share why they choose one lumber yard or supply house over another. Let’s face it, whether shopping at a lumber yard or at your local grocery store, when you enjoy some type of positive and mutually beneficial relationship with the employees representing that business you become much more motivated to stick with that business and even refer others to that business.   Good lumber dealers know this and make it a priority to offer training and mentoring for their employees.

Earlier this week I presented a webinar hosted by The Northeast Retail Lumber Association (NRLA) and sponsored by The Lumber and Building Material Dealers Foundation (LBMDF).  LBMDF supports and advances the educational and charitable programs of the NRLA.  The webinar was for lumber dealers’ yard staff.  The purpose of the webinar was to help yard staff see and take advantage of how their efforts can help the lumber dealer they work for, the contractors they serve, as well as the yard staff employees themselves. I like to refer to them and hope they see themselves as “Lumberyard Ambassadors”

During the webinar I asked the attendees to share their suggestions for how contractors could help them do their jobs better and make their jobs more enjoyable when doing so. 

Here are some of the suggestions they had to offer and some of my thoughts as well

As a contractor please don't come in with a bad attitude.

This one can go both ways.  Actually, it was also on my list of pet peeves to share with the attendees!  Contractors and yard staff can both have legitimate reasons to be in a bad mood.  However, it doesn’t mean that bad moods need to be shared or demonstrated by either party.  As professionals we all need to control our emotions.   Plus, if you let your bad mood effect how you interact with lumber yard staff, they might just be inclined to return the “favor” the next time you’re in the yard.

Better planning by contractors. When we have to go out multiple times to one jobsite it costs us time, when we could just go there once.

I shared with the attendees that this was one of those things I have been working on for years; trying to help contractors and their employees improve their processes and even use checklists to help make sure everything is on the job site before it is needed.  Here’s the thing; making multiple trips cost both the contractor and the lumber dealer money that could be better invested elsewhere.  Plus, if as a contractor your employees aren’t smart enough or don’t care enough to plan ahead, it might be time to find new employees who can and will plan ahead.  If you or your employees need training to help curb this problem, consider attending this production workshop.

My drivers need good directions from the contractors; many times the contractor isn't very helpful.

Again, I think this is one that both the lumber dealer and the contractor can share responsibility in.  Whoever takes the order at the yard needs to ask for directions and should also probably make a point of always asking if there is anything they should know that would help the driver find the right location for the delivery.  At the same time I think contractors should also be proactive by speaking up and offering advice if they know their job site is difficult to find or access.   Posting a job sign in a visible location could be helpful.  Also, if there’s no room to turn around to strategically drop a load where you want it, why not suggest that the driver back in from the street when you’re placing your order.

Bottom Line

By fostering a good working relationship, contractors and lumber dealers’ yard staff employees can both make their jobs and their day much more enjoyable.   And keep in mind; each has an opportunity to set the example for their peers.  Many thanks to the webinar attendees for sharing their thoughts!

Have a suggestion to add to the discussion?  Please share it by leaving a comment below.

Help Your Clients Prepare For and Deal With Remodeling Fatigue

Even if everything has been going well so far on the project, after about 6 weeks your clients are likely to experience what I call remodeling fatigue.   They’re just sick and tired of the disruption to their home, their normal family schedule and their lives. And, if they’re not aware of remodeling fatigue, it could happen to them and affect your team well before the typical six week mark.

Living through the experience of remodeling your home is not easy.  As creatures of habit its only human nature that remodeling customers get worn out and worn down by the normal remodeling process.  If you have ever remodeled your own home you and your family have probably already experienced this condition.  However there are several ways you can help customers get prepared for, delay and deal with the onset of remodeling fatigue.   A page on your website and or a blog about this topic can help you advice prospects and clients about this condition.

Help them get mentally prepared:   Let them know what to expect they will live through while the construction is under way.  Tell them about things that might affect them like the noise, the dust, shutting off their water, change orders and the decisions that come with final selections and unanticipated challenges.  Just as a doctor would do with patients regarding medications, a good remodeler will warn clients that it is likely there might be side effects experienced during the remodeling process.   By doing so clients can recognize the warning signs so they will be able to mentally and physically adjust.  Also, my experience was that by discussing these realities in advance, the fatigue might not set in as early, or at least would not be as significant, as early, as it might be if my team had not warned them.

Help them get physically prepared: Living through the remodeling process can be much easier with some preparation.  For example, remind customers they will not be able to cook while you remodel their kitchen.   Suggest they consider cooking and freezing easy to microwave meals and or collect take out menus before you start their kitchen renovation.   Some remodelers have told me they actually provide their clients recipe books and or a collection of local restaurant menus to help with this.   If you are renovating their only bathroom as part of a project, ask how they plan to deal without a toilet for a few days or more.  They may not have even thought about such realities.  Maybe you or they can even set up temporary spaces to tide them over until they get their homes and their lives back.

Earning good online customer reviews and referrals for new projects has more to do with the experience your team provides customers than the work they perform.  If you manage their expectations you’re more likely to exceed them and delay the onset of remodeling fatigue.

Guest Blogger: Melanie Hodgdon is a Certified QuickBooks ProAdvisor who has been providing financial analysis and QuickBooks training for contractors since 1994. She’s the author of A Simple Guide to Turning a Profit as a Contractor.  Melanie and Shawn often coordinate their efforts when helping remodelers develop financial systems for their businesses so they serve the contractor, not just their accountant.

Benefits of Rethinking Your Estimating and Job Costing Approach 

What functions should an estimate serve on a fixed/contract price job?

Pricing
The cost of the job determines the price of the job, so knowing the costs allows you to generate a sale price.

Job Costing
The estimate can function like a budget for both time and costs.

In order to price and job cost accurately, the estimate needs a lot of detail. If you (oops!) forget to include windows or a toilet, your only choices are (a) go back to the customer, admit your mistake, and hope he accepts the revised price or (b) eat the cost.

Also, sharing a highly detailed estimate with the project’s lead carpenter can help limit questions from the field back to the office.

But the same high level of detail that can save you when pricing and producing the job can get in your way if you attempt to job cost at that same level of detail. As a QuickBooks ProAdvisor working with literally hundreds of contractors, I have seen two common categories of errors:

Job costing at too high a level of detail can be a problem

Contractors who try to job cost inside QuickBooks at the level of 2x6’s and specific products (Kohler faucet K-13490-CP) produce three problems:

1. Your project manager and bookkeeper will waste time coding out every little line item on a vendor’s bill.
2. The more opportunity for choice, the more likelihood of misclassifying things. Highly detailed job cost reports actually have a greater chance of being inaccurate on a category-by-category basis.
3. Your job cost reports will be so lengthy and complex that you’ll lose the forest for the trees.

Job costing using apples and oranges?

Contractors who continually add job-specific line items in QuickBooks invoices (ex: “repair Jones front porch step”, “Replace damaged shower tile”, “Add backsplash”) produce these two problems:

1. They create a disconnect between the categories used for estimating (apples) and those use for job costing (oranges), making it virtually impossible to compare common estimated and actual categories
2. They create an ever-increasing list of job-specific categories inside QuickBooks with single-use history   

How to do it right

Instead, estimate at a high level of detail but create a way to subtotal these into categories that you use consistently, will be relatively simple to code, and will produce reports that allow you to perform a side-by-side comparison of estimated and actual costs.

For those using a customized spreadsheet for estimating, the process might look like this:

The summarized categories with costs can then be entered in your accounting software and job costed using the same categories. Doing this will keep your cost categories consistent and provide apples to apples comparison.

How to Cover the Cost of Non-Productive Time in Your Remodeling Estimates

As a remodeler you need to know what your labor costs are if you want to price your work properly and for profitability.  Inside estimates, your estimated labor costs for any project must include everything required to compensate and support field employees.  This labor rate is called the burdened cost of labor or your burdened labor rate.   Of course, the total estimated cost is then marked up by a predetermined factor so the selling price also covers your overhead and planned profit.

If you have been guessing at the markup you use, you might want to read this article.

Non-Productive time

Check out the Labor Worksheet below.  An important consideration when determining the burdened cost of labor is the difference between the hourly pay you give an employee and the hours that they actually work producing income. When you add up all of the hours for paid vacations (one week, 40 hours), holidays (five days, 40 hours), paid time while attending training programs or trade events (10 hours total), as well as attending company meetings (2 hours, every other week, or 50 hours annually), where will that money come from if you’re not charging for it in your estimated labor costs? 

Request a FREE copy of Shawn McCadden’s Burdened Cost of Labor Worksheet

How much is non-productive time costing your business?

Many remodelers I’ve worked with never even realize that they’re making this mistake. With the standard fifty-two weeks in a year and a 40-hour work week, your company pays each full time employee for 2080 hours. The time paid for non-productive hours, as listed above, totals 140 hours, or 3 ½ weeks.   Look at row 54 of the worksheet.  The wages alone to be paid to the employee total $2800.00.   That doesn't even include other related costs paid by the business like payroll taxes,  liability insurance and and workers compensation insurance!

No more guessing!

So, when you determine the burdened hourly rate to use in your estimates and for job costing you can't be guessing. To get the accurate rate you must divide the total annual cost to compensate and support each employee by the number of hours he or she will be working producing income. For the example above, you must collect enough money in 1940 hours of productive time so you will have enough money to pay the employee for 2080 hours.  Non-productive time and other labor related expenses are easily calculated into a burdened labor rate using a spreadsheet like the one shown above.

Request a FREE copy of Shawn McCadden’s Burdened Cost of Labor Worksheet

Compliance Checklist: Will You Be Ready If OSHA Visits Your Job Site?

Recently there has been a lot of buzz around the remodeling and home improvement industries regarding OSHA enforcement.   OSHA has definitely stepped up its focus on residential construction.   With the onset of summer weather much more work is being done outside making it easier for OSHA Inspectors to observe not only where work is happening but also easily observe and identify violations by only having to drive by construction sites.  Inspectors have been instructed; if you see it - make a visit.  One contractor even reported that an OSHA Inspector was driving around Cambridge MA on a bicycle!

OSHA requirements are not new, even though you might think so by reading some of the banter on sites like LinkedIn.  Significant OSHA enforcement within the residential construction industry has only recently been happening and has been getting a lot of press coverage.  As a result many contractors are only just now becoming aware that OSHA compliance and the related expenses to comply apply to them.    

When Does OSHA Apply?

OSHA requirements do not apply if you are the business owner and only work alone.   However, OSHA requirements do apply when employees or other workers conduct work activities at your jobsite. So, if you are a general contractor, OSHA will hold you responsible for verifying OSHA compliance and overseeing the actions of your subcontractors while at your jobsites.   

Depending on the type of work you perform, specific OSHA compliance requirements will vary.   To simplify what you need to consider, just assume that no matter what they are doing, your business is responsible to protect the health and safety of all workers at your jobsite.  To protect your business and your employees, I suggest OSHA compliance oversight should be included in the job descriptions for lead carpenters, production managers and project managers.

Be Sure To Document Worker Training

Below is short a list of things contractors should consider if they want to be ready when an OSHA Inspector drives by and or stops in to check out your job site.  This list comes from Mark Paskell of The Contractors Coaching Partnership.  Mark helps contractors and their employees comply with OSHA.  He offers group training classes as well as company specific training and assistance with compliance requirements including jobsite practices and the gamut of required documentation.  When I spoke to Mark about this topic he stressed that OSHA was concentrating heavily on worker training and protection from fall hazards, and that contractors needed to have written documentation of the training they provide.

OSHA Compliance Checklist for Contractors:

• Keep your job site in a clean an orderly manner
• If on roofs above a 4 pitch use anchor points, harnesses and lifelines
• If you do not use harnesses use guard rails
• When setting ladders make sure they are 3 feet above the roof edge and on stable ground
• Don't use ladder jacks with ladders over 20 feet
• If you use ladder jacks over 10 feet makes sure you are tied off from above
• Wear hard hats and safety goggles
• Make sure scaffolding is set properly with planking
• Set ladders at the right angle
• Don't climb scaffolding bracing
• Don't use the top steps of your step ladders
• Use ladders and step ladders only within the manufacturer's parameters 
• Use guard rails on pump staging and do not forget the ends
• Cover skylights in the work area
• Always us guard rails on landings, stairs and ramps
• Use guard rails across large openings on upper levels
• Don't set ladders or staging within 10 feet of power lines

Don’t Underestimate Your Estimating System’s Potential

Knowing what to charge clients for the work you do is often the difference between long term success and eventual failure for the business. Many contractors look at estimating simply as a way to determine the cost of a project. In the traditional design-bid model of project delivery, this simplistic approach may work, assuming your sell price generates enough gross profit to cover your overhead and profit requirements. However, if you’re doing design/build, and your current estimating system is limited to only producing the number you charge clients for a project, you may be missing out on many other possible benefits.

Your Estimating System Should Support Your Business in Several Ways

If you think of Design/Build as a way of doing business, your estimating system must become a tool that facilitates how you do business, not just a way to get to the price.   Here are several ways a Design/Builder or a remodeler can maximize the potential of the method and system used to do estimating:

• A design/builder’s estimating system should be fast and easy to use.
• A computerized system should be used that allows the estimator to concentrate on estimating, not adding up numbers.
• All estimating cost assumptions for labor must be accurate in terms of time per task.
• The system used for estimating should have the ability to use your company’s actual burdened labor cost per hour to determine total labor cost per task.
• The system should also allow for on the spot “what-if” adjustments to quickly estimate the effects of any changes or suggested alternatives to the project during design.
• To increase accuracy, estimating should be done so it is comparable to the company’s job costing system and job costing categories.
• Information within the estimate, and job costing, should be broken down to a level of detail that allows the insight you need to make future estimating adjustments.
• The estimate should also help you or your lead carpenter produce an accurate materials list, not just a materials cost allowance.

Below is screen shot of a simple estimating spreadsheet template used to estimate a deck project. 

Request a free working copy of the template for your own use.

Read more about the potential benefits of your estimating system

Workers Comp Rates Likely To Increase; Budget Now For The Increase

Workers compensation insurance rates have already increased in many states and are expected to increase soon in others.   Often, increased medical costs are cited as a main cause.  Be sure to understand how rate increases will affect your overhead costs and estimating assumptions for labor costs.

Rate increases may be out of your control; but you do have some options to control your total cost.

• Proactively control your claims history
• Provide safety raining relevant to the work your employees perform
• Maintain a safe working environment for employees and subs
• Make sure to report and handle claims in a timely manner
• Create return-to-work programs where practical.
• Make sure your subs have their own coverage

The following information was found in an e-newsletter from Tom Messier at Mason and Mason Insurance.  

Many expect Workers Compensation rates to increase significantly this year. The MA Workers Comp Rating and Inspection Bureau has recently applied for an average rate increase of 19.3%. According to the Insurance Journal, Commissioner Joseph Murphy will be holding a public meeting on March 30th on this request.

Whatever rate increase is approved by the insurance commissioner will be effective September 1st, with the negotiations for the final rates continuing through most of the summer. We believe the final rate increase this year will be in excess of 10%. The rate for residential carpentry is currently 8.68. If the commissioner approves the increase of 19.3% the new rate would be $10.30. This is significant. If you have a payroll of $100,000 this will increase your cost by more than $1,500.  

You might wonder, "Is it possible to avoid these rate increases?" The answer is "yes." There are some insurance programs that are available today that will guarantee your maximum rate for three years. This program is not available to all employers in MA. It is available to the best contractors that have had good experience. So long as your losses are under control and you have premium of over $5000, you may qualify. By making the switch today, you can avoid the increased rates, at least for the next few years. You do not need to wait until your policy comes up for renewal, you can start saving now. 

Remember, Workers Comp costs are controllable, and every dollar you save in Workers Comp premium goes straight to your bottom line as profit.

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The full article can be found here

Email Tom to see if he can help you control your Workers Compensation costs.

Read more about the proposed increase here

Need help understanding workers comp costs and how to budget for them?  Contact Shawn to discuss how he can help