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One of the really interesting things about the surety business is you get to look behind the curtain of a ton of contractors’ operations. Daily, we get to hear the opportunities and struggles that our customers face while at the same time seeing how the financial results play out.

When most of us hear the words “taking inventory”, we typically think of reviewing physical assets that a business has for sale to determine their true value and see which ones have become obsolete. A similar review can be periodically done on a company’s “intangible assets” or key operating areas like field operations, business operations

There was an eye-opening article in ENR on March 14, 2019 about Munilla Construction Management (MCM), the prime contractor involved in the bridge collapse at Florida International University that left six people dead last year. MCM recently filed for Chapter 11 bankruptcy as it was unable to win new projects, lenders pulled their financing, and

When most people talk about the continuity of construction businesses, the focus is typically on the technical elements such as who the buyer will be, how the purchase will be funded, tax ramifications and how to maintain bonding and banking credit. However, successfully transitioning a business starts years before these decisions need to be made

In Jim Collins’ famous book Good to Great (Why Some Companies Make the Leap and Others Don’t), he says that, “One of the dominant themes from our research is that breakthrough results come about by a series of good decisions, diligently executed and accumulated one on top of another.”

Warren Buffet has said that the true role of any Chief Executive Officer is to be the Chief Risk Officer. In no business could this be any more true than in construction. Here are three risks that Warren Buffet focuses on, which could benefit contractors too.

Have you heard there’s a recession coming? Don’t panic, it won’t be tomorrow or next month, but according to many economists, it is getting closer.

I recently read an article in the Harvard Business Review titled, Kodak’s Downfall Wasn’t About Technology, and the author did a great job of getting to the core of Kodak’s true problems. If you’re like me and many other others, you accepted the narrative told by most in the media about Kodak being fat, dumb

Most people attribute Steve Job’s success to his incredible creative genius, which was certainly a huge factor, but what many don’t realize is how his ability to identify his top three priorities and obsessively laser in on them was what helped him execute his great ideas.

Much like kids on a road trip with their parents, we have all been asking, “When are we going to get there?”. Well kids, we have arrived, and we are finally starting to see higher gross profit margins in the construction industry.