As professionals in the home building industry, it’s important for us to start preparing for what lies ahead.

The residential construction industry is ever-evolving, shaped by various factors such as market trends, consumer preferences, and economic conditions.

To gain a deeper understanding of the current landscape in the industry, the Association of Professional Builders (APB) conducts an annual survey to gather insights from builders across different countries.

That’s why we’re excited to bring you some insights from the APB 2024 State Of the Residential Construction Industry (SORCI) results.

Russ Stevens from the APB joins Rick to delve into the key highlights and findings from the 1,500+ builders who took the survey.

Whether you’re a seasoned veteran or new to the game, this information is sure to provide valuable insights that can help take your business to new heights. So, watch/listen/read this episode and get ready to gain an edge over your competitors as we dive into the future of homebuilding together.

Builder Lead Converter ATTRACTS, CAPTURES & CONVERTS high-quality leads for builders so they can pick & choose their clients & jobs. Find out how at https://www.builderleadconverter.com

For more information about Contractor Staffing Source- https://www.associationofprofessionalbuilders.com

Make sure you download a copy of the report! 👉 https://hubs.ly/Q02mhG-V0

 

 

Transcript:

Rick:  Today in Conversations that Convert we’ll be introducing the results of the Association of professional builders annual State of the Residential Construction Industry survey. You’re going to want to tune in here directly from Russ Stevens from the APB on what builders are thinking just like you what’s most important and also what you may want to consider doing here. It’s part of your overall strategy for 2024. Let’s get started. 

Welcome to conversations that convert every week. We’ll spend about 10 to 15 minutes tackling relevant lead generation, marketing, and sales topics for remodelers, home improvement companies, and home builders. Conversations that convert are brought to you by the builder lead converter, your perfect sales assistant.

Rick: And now. Daiana is off today, but I have a very special guest. This is Russ Stevens from the Association of Professional Builders, direct from Australia. Russ, good morning to you. Thanks so much for joining us. 

Russ: Good morning, Rick. Good to see you again. It’s it’s been a long time.

 Rick: Been a long time, yeah. All of about a week.

We’re recording this right after the International Builders Show, in which Russ came over and brought a team. And so we got to partake in what, 70 some thousand builders and designers descending to Las Vegas and talk everything about home building for a week. The exciting news is The annual State of the Residential Construction Industry survey is just coming out I think it’s you guys are launching it this week as a matter of fact So we’re going to talk about what builders are thinking and what you guys discovered and also Maybe some strategies you want to implement before we do that though Russ give us a little background on association professional builders and how you got to be where you are today  

Russ: Yeah, sure.Rick. So the Association of Professional Builders is a business coaching company dedicated to improving the residential construction industry for both builders and consumers. So everything we do has those two factors in mind. And it’s driven by the belief that builders deserve to be earning a lot more money than they’re currently earning, but also that consumers deserve a better service.

And we are. We believe we can achieve that goal through systemization. So we are helping residential home builders to systemize their businesses to make them more efficient, and more profitable, of course, but also to deliver a better service to their clients.  

Rick: One of the things Russ that you do, which is I think unique in the industry, Is every year you put together this state of the residential construction industry survey.

And so tell us a little bit about what that entails and the different areas that you cover in that survey.  

Russ: Yeah. Well, this this report is now in its fourth year. And like you say we are just releasing the 2024 report right now. It’s it’s hot off the press. And what we do is we go out to residential.

Builders well, I should say owners of residential building companies and ask them a lot of questions, collect a lot of data about their marketing, about their sales operations. Training, remuneration, financials, all aspects of their building company. In the act, we asked them around about 118 questions.

I think it was this year. So as you can imagine, that is a massive commitment for a builder to make, you know,, to answer all those questions. And quite frankly, they wouldn’t do it unless there was a tangible goal.  for, for spending that time and answering that information. And I think the real benefit for builders is it, it kind of opens up gaps in their business and this, when they take part in the report, it also allows them to benchmark their building company against other residential building companies.

And this year we had 1, 800 Builders take part. So obviously that’s a phenomenal amount of data that we’ve been able to sift through and cross-reference.

Rick: How many different countries, Russ, do you guys gather information from? 

Russ: Four countries. So a large amount of builders in the U. S., but also from Canada, Australia, and New Zealand as well.

And we break the data up by country. So you know, in the vast majority of cases, The problems are very, very similar, but there are a few exceptions where things are very different. Safety, for instance, is one thing that springs to mind where some countries are more advanced than others. But yeah four countries with the data broken down by country and overall data structure as well. 

Rick:  So I’m always interested in the, in the marketing end of things, and I wrote a commentary actually for the, for the report. But let’s talk a little bit about some high-level of things that you’ve seen. This is the fourth year that you have done this. And what have you seen from an evolution or what’s different in 2024 than maybe you saw even in 2023  or 22? 

Russ: Yeah, three main things stood out to us in the most recent data. First and foremost, optimism was back at the end of 2023.  And that was, that was great to see. And that was reflected in what builders were looking to do in terms of growing their revenue, but probably more importantly, in terms of Net margins and also increasing their salaries as well.

So that came through very strongly in the data that builders were feeling a lot more confident about the year ahead. Another thing that stood out and sadly, this has kind of been on our radar for the last few years through the COVID boom, and that marketing remains a missed opportunity for the vast majority of building companies.

And it’s, it’s probably become a bigger pain point because of the boom that we experienced during COVID. COVID where leads and sales were very, very easy to get, you know, consumers were queuing up to sign with a building company and, you know, builders didn’t have to try too hard in order to generate opportunities and close contracts. 

I think a lot of builders forgot how to overcome objections over the last manual kind of went in a drawer and has been collecting dust ever since. So, yeah, there are some skills there that need to be, you know relearn, I would say, and probably the third thing that stood out. Again, this has been a bit of an ongoing thing in the amount of builders that are looking at inaccurate financial data.

It was something like 92 percent of residential building companies are looking at incorrectly. Financial data, which means they are making decisions based on incorrect data. And I think to be fair, almost half of the builders understood that they probably knew that they were looking at inaccurate data because they didn’t know how to calculate the work-in-progress figure.

But the same amount, you know, something like  46% believe they didn’t know how to make this calculation or do this calculation. Therefore, they did not realize that the information they were looking at was incorrect because the guys who said they did know how to do this very important calculation.

We then tested them on the following question, and we found a staggering percentage of those guys.  We’re doing the calculation wrong, which meant their financials were wrong as well. So that’s maybe a bigger concern. Cause I think it’s one thing knowing that your accounts though, the financials are, are not correct and you probably shouldn’t be making decisions based on what you see, but if you believe they are correct, then the decisions you’re making are.

Very, very dangerous. So that’s probably a bigger concern. 

Rick: I’m going to step on the limit and take a guess that that is understanding the difference between markup and margin.  

Russ:  No interestingly enough, that has improved over the years and continues to improve. It’s a work in progress, an accounting adjustment.

This is the big Achilles heel within our industry. Very few builders and probably even fewer accountants. I would say almost all general CPAs don’t know how to calculate this figure correctly simply because of the way they’ve been trained on it. And the terminology we use kind of confuses them.

So That’s the Achilles heel. That’s the big issue in our industry right now.  

Rick: Sure. Okay. Well, good, good to know. Switch back to the marketing side of things a little bit, because I did review, the numbers and the comparison between 23 and 24. So I guess I’ll throw. A couple of thoughts out there that I found a number one number one marketing challenge for builders is generating high-quality leads.

And that was almost 50%, just 46%, one out of two builders said, Hey, this is my number one marketing challenge. And then the other thing that I saw that was interesting was. Just having enough leads period was I think the number two issue when you combine the two, it was almost six out of 10 builders said that they, they’re not getting enough high-quality leads or enough leads.

And then there was a third item that stood out  12 percent of respondents said that they are considering advertising this year in 2024  that they did not do in 2023. So we kind of took that and ran with it when I was doing some presentations at the show. As you know, what would that look like as far as if you were going to invest in your marketing, you know, what’s, where’s the best place to find those high-quality leads?

And the other thing, I have learned over the years, Russ, which is interesting is that every builder wants to have that ready, willing to enable lead to fall in their lap. Like, here’s my plans. I have the land purchased. I’m just ready to go. I just need a price to go. And so we call that the ready, willing-to-enable lead.

And more often than not, those leads don’t, they’re not, they’re not a good buyer. They normally you know, have already gotten a proposal from a different builder, already have a relationship established with a different builder. And they’re just trying to validate the price they’ve been given by the different builders.

So oftentimes builders will let used by giving them that price. And then they get all excited that, Hey, this is ready to go. And then the person says, thanks so much for us. Appreciate you, you know, reaffirming my decision to go with your competitor. You know, but you’ve been lovely to work with, and have a nice day.

So we talked about high quality leads are developed over time. Just like a good employee is that you, you develop them over time as you establish trust and value. And then when that lead is ready to contact a builder you’re top of mind and they look to you as being the local expert. So I think that’s another, you talk about an art loss as far as handling objections.

I think that’s another art lost is this managing a database? And developing those high-quality leads and being able to pull sales out of your database, even when the phone isn’t ringing or your market’s not hot, hot, hot. What are your, what are your thoughts on that?

Russ:  Yeah, it was interesting.

Cause as you say, the number one challenge in marketing was generating high-quality leads once again. But what was also interesting was the number one challenge in sales. Was also generating high-quality leads. So the problem in sales was being pushed back to marketing. So yeah, that was quite interesting.

But like you say, the big issue with a lot of residential building companies is that they are attracting people.  design process and you’re being price-checked, aren’t you? Especially if you’re quoting for free, which you know, is a, is a disaster. You’re going to get price-checked all the time when you do that.

And you’re just wasting your time and your resources. So, you know, in, in that respect, the, the. The business model needs to be fixed up for the building company. You know, you can’t be a building company in today’s market. You’ve got to be a design and build company. And as you alluded to there, Rick, that’s when you, your marketing attracts people before they’ve gone into the latter part of the cycle, you’re going to get them before they go into the design process, you’re going to build that relationship. 

And then by the time they are looking for a price on that plan, you’re going to be the only one. They might, they might throw it out to someone else for a price check, but you’re in the box seat. And what we find as well is that they don’t even push it out to someone else when you’ve done this part, right?

Because there’s no reason to, even if someone comes up with a cheaper price, they’re not going to go with them because they, you know, they trust you and your process. 

Rick: They trust you and you, and you know, they feel, they feel like you’re the best builder to solve their housing problem. They’re going to go with you and, you know, they’re making a large investment.

I think I, statistically wise, I think I remember reading this from Brian Tracy, but he quoted that 87 percent of all sales. The decision is made not based on a low price of 87 percent.

Russ: That is so important. Yeah, absolutely. And we’ve done a lot of research on this as well. Years ago we used to provide a contract signing service for builders where, you know, we would collate all the information, ensuring that the contract had everything in it.

That had been discussed and, you know, it helped to stop builders getting caught out. That service was kind of superseded by-products like Co-construct and built a trend that handled that pre-construction process very well and made sure everything was documented. But when we were doing that, we would always.

Ask the client why they decided to sign with this particular builder. And we never came across a client that said they were the cheapest price. It was always because, and they always said as well that I had a cheaper price for another builder, but I went with this guy because you know, he provided more documentation, more information.

The service was good. The communication was good, blah, blah, blah. There was a plethora of reasons why they chose this builder, but it was never the price. Now you ask You know, a hundred building companies, you know, why they lost their last job and the vast majority will say they lost it on price to another competitor.

If they’re not following the APB process, that is, but yeah, it’s interesting that disconnect, isn’t it? Yeah. Our perception. And like you just backed up the facts from Brian Tracy as well. 

Rick: Well,  I think what’s interesting is so we have this,  I call it a value proposition, right? So value as an equation is price performance divided by quality perception.

So it’s a perception of The lead of what they’re getting in exchange for the money you’re asking and so what happens is The builders always put a lot of emphasis on the price So they feel like if a job is lost it’s on the price But the emphasis should be on the quality perception the value proposition that you know If that lead does not feel like you’re they’re getting the most value from the builder They’re going to default and they’re going to say well, you’re too expensive Well the question shouldn’t be asked then Well, why, why do you feel expensive?

Why don’t you feel like you’re getting the value you’re after? Why don’t you feel like this builder is meeting the needs that you’re looking for when you’re picking up, whether it’s a remodeler or, a home builder? And so that leads me to my next question. Cause I get this a lot where you get a builder that they get to the point in their business and they realize there’s a problem.

I need to do something to change, but they can go and they can Focus on the front end, like say, Oh, I just need to generate some better marketing, and then I’ll figure it out once they get leads or they can say, I’m going to start with my internal processes and systems focus on efficiencies and processes and profitability from an APB standpoint.

Put on your coach hat here. Where do you like to start a builder? Do you like to work on the front-end marketing first, or do you like to work on the internal systems and try to fix that first before you go after marketing?

Russ: Yeah, look, this is a great point because pre-COVID and now we’re into the post-COVID period as well, builders tend to come to us because.

They want to generate more leads because if they generate more leads, they’re going to generate more sales, which means more revenue, which means more profit. So that is why they kind of come to us, but we always start with the financials because in a large percentage of building companies, if they were to scale up, they were literally, they’re going to go broke quicker because they’re not charging enough.

That’s the fundamental problem. But a lot of builders don’t. Realize that because their financials aren’t accurate for all the problems that I I kind of mentioned earlier. So our coaches always start by looking at their current financials and getting those fixed up, i. e. by putting the work in progress, and accounting adjustments into their accounts.

Now, once we do that, a builder. Has the realization that they are not earning as much as they thought they were earning. They might have hundreds of thousands or even maybe it’s just tens of thousands in their bank account, but cash is not profit and profit is not cash. So once we do these calculations they understand.

The real position they’re in actually leads to a mindset change. I mean, we talk a lot in business about mindset. This is one of the most powerful things we’ve been able to do for builders to change their mindset because when they realize they’ve been working for nothing, they get a bit angry, but then they get determined to charge their worth.

And that leads to a very different attitude towards pricing. We also have a very different model for pricing jobs as well. We don’t use the traditional model of adding a markup to the cost of sales. We factor in the fixed expenses and the timeline of the job. So they’re writing a net profit, but this transforms the way builders price jobs.

Now,  yeah, I will say.  just because you know you should be charging more doesn’t mean you can suddenly, you know, add another 20 percent to your contract and the client’s going to sign, you know, in some cases they will surprisingly enough, but margins are linked to marketing and this all comes down to the law of supply and demand.

So, You do have to be showing value, like you said, and you’ve got to be generating a lot more demand for your services than you can supply. Because then that leads to another strategy that I know you’ve talked to a lot about in the past. We, call it construction slots. I think you call it slot selling that’s what leads to high margins as well.

It’s a very simple strategy. Very, very powerful. So yeah, to answer your questions. Yeah. Builders.  You know, we talk about what they want, but then we start with what they need, to protect them really because yeah Builders can lose a lot of money by scaling up on the wrong margin.

Rick:  Yeah, you know and I I was hoping you’d say that answer. I knew then I knew the answer to the question 

Russ:  We’re on the same page with a lot of this stuff  Presentations reckon they’re great. 

Rick: Yeah, the numbers don’t lie, right? I mean it’s like And we talked about that. I talked about that today with somebody else. And we talked about, you know how the home is built a lot of builders, you know, build the home because it’s their baby and they build it because they want to build this way and they believe in this.

But if the consumer looks at that home and says, you know what, Russ, that’s beautiful, but I don’t see any value in it. So, you know what, I’m not willing to pay for it. And therefore, where does it come out of what comes out of the profit, right? So the numbers don’t lie. And, and I, and I, and I love that because you, you, you.

Once you get your numbers down and you figured it out and then you go like, Oh wow, this is what I’m making. This is what I should do, what am I worth? And really builders, I mean, you can be the best builder in the world. And I just overheard this conversation at the builder show. In one of my presentations, this guy was talking about how he was such a great builder, but his competitors that he felt were like lower-tiered builders or getting all the leads.

It’s like, yeah, they’re great marketers.  They don’t have to be great builders. They could be great marketers. But when you, when you are a great marketer and you can back it up with a great internal system and deliver that, that product you know, which is that result, that experience you’re offering the customer, the lifestyle they so desire to live in, in there, in their home.

It’s like, man, once you have that down then you can really take market share and you can really, you know, make a huge impact in your business and get to the point where Now my business can run without me having to be there every single waking moment and I have a better quality of life too because that’s another issue I see a lot to where builders come and say I’m working 60 hours a week.

I’m not making any money. Why am I, why am I in this business?  

Russ: It’s a sad fact, isn’t it? In this world, the best product doesn’t always win. It’s you know, a good product with a great marketing strategy will always  Great product with an average marketing strategy. And yeah, that may not seem fair, but that’s, that’s the reality of the world that we’re in.

So, you know, to succeed in business, we have to be good at marketing. 

Rick: The other thing I wanted to just touch on a little bit if you wouldn’t mind, is the accountability factor when you’re working with. Because I see you, you see this too. I see it a lot is that a builder decides like, Hey, I want to make a change and then they start off and their guns blazing and we’re going to do this.

And then all of a sudden life gets busy, gets busy and life gets in the way. And they kind of just fall off. But when you have a coach that you meet with day in and day out, and you have KPIs that you’d have to report, and you’d have those numbers and you’re reviewing it, and you have this accountability partner,  It’s amazing the impact a coach can make but talk a little bit more about that and your your philosophy on coaching and Aligning a builder with a professional coach and what, what impact that will make with that builder. 

Russ: Yeah. Accountability is a massive part of coaching because it’s not just the fact that, you know, you arrive at that meeting, you know, you’re going to be. Asked about all the things that you said you were going to do. It’s the week leading up to that meeting, you know, it’s coming. That motivates you to get things done, which leads to progress.

And I guess one of the sad things is that we see so many builders. They, you know, we, we, we have three levels, of coaching. We have our entry-level group coaching where they access our systems.  And they get to, they get to access everything and do it at their own pace. And a lot of guys don’t take the next step, which is to work directly with a coach because they believe they can do it themselves.

They got all the, you know, all the solutions here, all the answers they just need to do it. But unfortunately, as we all know, they’re not going to be. Disciplined enough, to do what needs to be done to get them to the goal that they’ve set themselves, you know, in a year or three years, et cetera.

And then they fall into what we call opportunity cost and opportunity cost is the cost of not doing something. So, you know, if you were to put in this great marketing strategy within two weeks and start generating, you know, Great leads from there on after if that takes you six weeks or maybe even six months, the gap, you know, that period is the opportunity cost.

And when you, when you calculate how much business you’ve lost, that’s a lot of money and it. It piles into insignificance, the amount that you would pay to be held to account by a coach that, you know, not only can make sure that you’re doing what you need to be doing to reach your goals, but they’ll also keep you on the right path because there are folks in the road all the time when it comes to what should I be working on?

Should I start with my marketing? Should I do my, get my financials straight first, or Is maybe my sales process broken by the coach because they deal with data,  they are looking at your metrics compared to the rest of the industry? They know exactly where the biggest problem is, and it’s never in our experience where the builder thinks it is.

So they’ll go straight to that problem Fix that. And when that’s fixed, that bottleneck is fixed. They will know exactly where the next problem is. And again, it’s, it’s never where the builder thinks is, is a lot inside the builders want to keep working on the thing they just fixed because they now feel comfortable, but we have to pull them out of their comfort zone and go and work in another part of the business.

So that’s why coaching is so powerful. And it’s the reason why, all top athletes have a coach. Why all top business people have a coach, you know, it’s that level of guidance and accountability. Let’s see. 

Rick: Yeah, exactly. And I had a mutual client of ours and Clint is his coach. And he just said, you know what?

I just got it built into my budget. He goes, I’m just going to have Clint as my coach because I need it. I realize it. And it’s just if I’m going to continue to my upward trajectory in my business, I’m going to have a coach. And I thought, wow, what a healthy attitude. He completely gets it. And he understands it that you know, if I’m going to invest Whatever, every dollar I invest in coaching, I’m going to get a tenfold return on that.

And not only do I, do I get that return, but now I’ve got accountability as like he says, I want to grow because you’re right. As a business evolves,  what was the problem one day? Yeah, you can resolve it, but all of a sudden something else is going to pop up when you grow again. This person speaks of the devil, as far as a year ago when he started, it was getting the right leads, and having the right processes and systems.

So talk to him a year later after setting up a system for him and working with Clint for the last year and now his call was,  I got to, I’m too busy. I need to hire somebody now, you know, so now it’s like I got to add staff. I got to get that key person in place, you know, and of course, that’s a new problem that you didn’t have when you’re just starting.

You’re doing everything yourself and you don’t have the overhead or the cash flow to be able to hire that. Well, now he doesn’t. So, you know, you move on to the next problem. 

Russ: Yeah. And that’s a good point as well, because there’s another key metric that our coaches look at, and that is workflow.  That is the difference between the value of the contract signed and the value of work completed and the balance left over is workflow. 

And that is like guaranteed revenue. Now that figure in itself isn’t. Overly significant. But it is a good guide as to the guaranteed revenue coming in over some time. But what is important is when you measure that figure monthly and you watch the trend, because if that figure starts declining, the coach will be jumping onto it and looking to scale down the fixed expenses of a building company to ensure they remain profitable.

’cause they’re effectively gonna be overstaffed. But in the example you mentioned, they’ll be spotting very early. The building, the resources for the building company need to be scaled up so that you don’t get into that situation where all of a sudden you’re burning out because, you know, you’ve been so successful in your marketing and sales that you now work in 60, 70 hours a week.

They will be looking at that a lot earlier and getting the recruitment process firing well before you think you need these people on board, which then allows you to attract the right people and get them trained properly.  

Rick: So Russ, one more question here. Two more questions before we wrap up and we’ll tell everyone how to get a copy of the 2024  report. 

So the first question is, I’m going to go back to slot selling or what you discussed. And so more of a question or statement, because I ask builders this all the time, like, have you heard of slot selling? Do you understand what this is? And a lot of custom builders have not heard of it. A lot of remodeling companies haven’t heard of it.

And so I explained to them very simply to say, well, normally you’re, the way you’re running your business is, you’re letting marketing and sales dictate production.  What we’re doing with SlotsOn is, we’re going to let your production capabilities dictate marketing and sales. And even though it’s not an exact science, and there, some things are floating around, I think what I want everyone to be able to understand is that scarcity creates urgency, and that’s the whole point behind production slot selling.

Number one, understanding what your capabilities are, but number two, where when you call to talk to a lead and you ask them, Hey, Russ, how soon do you want to be living in and enjoying your new space? And they say, Oh, well, you know, we have a graduation party that we want to have it ready for nine months from now.

Now you can work backward and you can say, well, we’d have to start the project by such and such a time. And to do that, you would need to  Do this as part of our sales process. Make this commitment. Otherwise, we will not be able to hit that date. Should I give it to you or I have three more leads that I’m talking to, should I give it to them?

You know, your slot date. And that’s what’s so powerful about it is that now I can slide them in there and now I can build a backlog and get people, you know, targeting that slot date. The other thing that I’ve seen that helps is Giving people that end goal for getting selections done and getting the design completed.

Cause otherwise some people will just lag in design forever and it screws up production schedules and control builders into a tizzy if you will, but that’s a, so that’s just one thing I want to add their words of wisdom. So any builder that’s listening to this right now.

That’s going to look at the report and they’re thinking, wow, I want to make some changes to my business. What are any, words of wisdom you would, you would offer based on sort of the results of what you saw in the report and also, you know, your current clients? 

Russ: Well, I guess there are two very important things.

First of all, I would urge builders,  to remember the mantra. And that is the margins are linked to marketing, the data in this latest report. Demonstrates that the key percentage that needs to be reinvested into a building company is 3 percent in terms of their marketing and advertising and the building companies that invest 3 percent of their revenue into their marketing and advertising have the highest net margin.

So.  Even when you compare them to a building company that thrives, I would say in, in, in their perception on referrals and they’re either not spending anything at all or spending very little, the guys that are spending 3 percent still have higher net margins. So even though they’re spending 3 percent more than the other company.

They’re still beating them in terms of net profit. And that’s all because of supply and demand. So that’s, that’s number one. Number two, I’d say is you’ve got to have a plan. You know, if you don’t have a plan, you’ve got a plan to fail. So get that business plan sorted out and start executing the plan because otherwise you’re just shooting from the hip and you’ll probably advertise when you’re desperate.

And you’ll probably turn off your marketing when things are booming. Like we saw during COVID that is no way to run any business, let alone a building company was such a long sales cycle. So yeah, two, two key pieces of advice I would say for builders that you know, to, to make sure they, they jump onto. 

 Rick: If a builder wants to know more about the association of professional builders, I’m going to, I’m going to, if you’re listening to this, you won’t be able to see it, but if you’re watching the video, I’m throwing up the website there. But how can they get a hold of you, Russ, or what do you suggest they do? 

Russ:  Well, I think we can put a link in the show notes to the latest state of the residential construction industry report, which is a free PDF download.

So your listeners are welcome to download that and then reference where they are in their own building company against what’s happening, you know, across the rest of the country. And if you’re maybe just listening to this and you don’t have access to the link, you can. You can type in SORCI, S O R C I, SORCI, which is a state of the residential construction industry report.

So SORCI report will come up with a link to download. So either way, you’re going to get the information that’s going to help you benchmark exactly where you are with your own residential building company.  

 Rick: Well said and good. Words of wisdom there. So thank you so much for joining us here today It’s always a pleasure to have you on and get an update on what is going on And we appreciate you getting up early and taking the time to record this So we’ll put the link below that Russ was talking about wherever you’re watching this video You’ll be able to see the link below to download that report where you can Benchmark your peers and learn a little bit more about the APB, Association of Professional Builders.

So for my brothers and sisters in Christ, May the grace of the Lord Jesus Christ, the love of God, and the fellowship of the Holy Spirit be with you all always. We’ll see you next time on Conversations That Convert.