How Built Homes & Renovations became a more professional, focused and profitable business. Brenden knew how to deliver great work. What he hadn't yet worked out was how to build the business around it.
Like many builders, Brenden had developed his skills on the tools and built a reputation for delivering quality projects. But running a successful building business required a completely different set of skills.
There were decisions to make about which jobs to take on, how to price them, who the business should work with, how the team should operate, and, ultimately, what Brenden's own role in the business should look like.
Working with Business Benchmark Group helped him begin making that transition.
Today, Built Homes & Renovations operates with greater structure and clarity. The business is more selective about the projects it takes on, the team has clearer roles and processes, and Brenden is now virtually off the tools.
Instead of spending his days doing the work, he is increasingly focused on leading and growing the business.
The Challenge: Great at the Work, Still Learning the Business
Before joining Business Benchmark Group, Brenden knew Built Homes & Renovations could deliver good work.
But he also recognised there was a difference between being good at building and running a professional building business.
In Brenden's words:
"We could deliver really good work, but I never really understood the business and how to run a business."
That distinction became an important part of his journey.
Running a successful construction business wasn't simply about completing more projects. Brenden needed to understand what a professional business looked like behind the scenes and put the structure in place to create it.
Working with Business Benchmark Group opened his eyes to what was possible.
"It certainly opened up my eyes completely to what a professional business looks like and how to operate one."
That meant becoming more deliberate about the work the business pursued, creating structure around the team, introducing better processes and, importantly, giving Brenden time to actually work on the direction of the business.
Stop Quoting Everything. Start Choosing the Right Work.
One of the significant changes for Built Homes & Renovations was becoming much clearer about its ideal customer and the type of work the business actually wanted.
Previously, as with many construction businesses, there was a tendency to quote on opportunities that came across the desk.
The problem with that approach is that winning more work isn't necessarily the same as winning the right work.
Brenden began focusing on the clients he genuinely wanted to work with and the projects his team wanted to deliver.
That changed the purpose of quoting.
Instead of spending time pricing jobs simply to maintain a pipeline, Brenden could concentrate his energy on opportunities he genuinely wanted to win.
"If I'm quoting the job, I want to win it. It's a job that I want to do and the clients that I want to work with."
It also meant being prepared to walk away from work that wasn't right for the business.
As Brenden puts it, quoting everything can mean eventually winning work that you don't particularly want, but then having to deliver it because you've won the job.
Becoming more selective has benefited more than the bottom line.
The team is happier too.
They are working on the types of projects they enjoy, for the clients the business wants to work with.
That creates a very different environment from simply keeping everyone busy.
Creating Time to Actually Run the Business
Another important change was the introduction of dedicated Business Owner Time.
For a busy builder, deliberately taking time away from quoting, jobs, clients and day-to-day problems can initially feel counterproductive.
For Brenden, it took practice.
There was always something that needed attention.
But once he began protecting that time and using it to think about where the business was heading, its value became obvious.
Business Owner Time gave Brenden space to consider the bigger questions.
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What kind of business did he actually want?
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What type of work should they be doing?
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What did they need to charge?
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Where should the business be making money?
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And what needed to change to get there?
Rather than simply responding to whatever happened that week, he could start actively guiding the business towards where he wanted it to go.
Without that time, Brenden describes business ownership in much simpler terms:
"You're running around like a headless chook, doing all sorts of stuff that just keeps you going."
Taking the time to step away from his usual routine allowed him to plan effectively. More importantly, he began to see positive results. His bank balance started to improve, and the business began progressing in the direction he had envisioned. For Brenden, witnessing this change was empowering.
Building a Team That Doesn't Need the Owner for Everything
Getting the right people into the right roles has been another important part of the transformation.
As the business developed, Brenden worked on creating clearer expectations for the team, supported by the processes and procedures they needed to do their jobs properly.
People understood their responsibilities and what was expected of them. There was more structure surrounding how their work should be completed. This clarity has significantly impacted the entire business, particularly for Brenden. When team members have a clear understanding of their roles, it becomes easier for them to focus and take responsibility for their tasks.
Additionally, it reduces the need to direct every question and decision back to the business owner. This change has been one of the most significant developments in Brenden's journey.
Virtually Off the Tools
Over the past two years, Brenden has progressively stepped back from working directly with the tools. He now describes himself as "virtually off the tools," only returning to assist when the team genuinely needs his help to complete a task. A strong supervisor now manages the jobs and overall job management, which has significantly changed Brenden's role.
Instead of needing to be on-site to ensure work continues smoothly, Brenden is increasingly focused on the business itself. This includes identifying suitable projects and providing quotes for the jobs that Built Homes & Renovations wants to secure. This transition did not happen overnight; it was a gradual process of placing the right people in key positions, clarifying responsibilities, and developing systems that enable others to take greater ownership.
This shift is crucial as the business becomes less dependent on Brenden's direct involvement in completing every job. Consequently, he now has greater capacity to focus on the business's future direction.
From Builder to Business Owner
Perhaps the most significant change at Built Homes & Renovations isn't linked to a specific system, process, or financial outcome. Instead, it's about how Brenden has transformed his approach to the business.
He has evolved from a skilled builder who merely owned a business to a more intentional business owner. This shift has brought greater clarity regarding the type of work they want to undertake and the customers they wish to serve.
There is now more structure for the team, greater dedication to planning, and a business model that enables operations to run smoothly without Brenden needing to oversee every detail personally.
For Brenden, learning how a professional business operates has reshaped what Built Homes & Renovations can achieve. While the quality of work has always been there, the journey has focused on developing the business to match that quality.
The Results
Working with Business Benchmark Group has helped Built Homes & Renovations make several important changes:
- Become more selective about ideal clients and the projects the business pursues
- Focus quoting time on work the business genuinely wants to win
- Create dedicated Business Owner Time for planning and strategic decision-making
- Improve financial focus, including pursuing work at the right price and with profit in mind
- Establish clearer roles, expectations, processes and procedures for the team
- Put a strong supervisor in place to manage jobs and broader job delivery
- Move Brenden from working on the tools to being virtually off the tools
- Gave Brenden greater capacity to focus on finding work, quoting and leading the business
Building a Business That Works Differently
For many builders, growth often translates to more jobs, a larger team, and increased responsibilities for the owner. However, Brenden's journey highlights a different approach.
By clarifying the right work to pursue, establishing structure within the team, and intentionally dedicating time to business development, Built Homes & Renovations has begun to reduce its dependence on its founder while building a stronger foundation for the future.
This transformation hasn’t occurred through a single dramatic change; instead, it has resulted from a series of intentional decisions made over time. For Brenden, the difference is evident: he is no longer just focused on delivering quality building work; he is actively creating a better business around it.