This website requires certain cookies to work and uses other cookies to help you have the best experience. By visiting this website, certain cookies have already been set, which you may delete and block. By closing this message or continuing to use our site, you agree to the use of cookies. Visit our updated privacy and cookie policy to learn more.
This Website Uses Cookies By closing this message or continuing to use our site, you agree to our cookie policy. Learn MoreThis website requires certain cookies to work and uses other cookies to help you have the best experience. By visiting this website, certain cookies have already been set, which you may delete and block. By closing this message or continuing to use our site, you agree to the use of cookies. Visit our updated privacy and cookie policy to learn more.
Thomas C. Schleifer, PhD, is a turnaround expert and former professor at Arizona State University. He serves as a consultant to sureties and contractors and can be contacted via his blog at letstalkbusiness.net.
In construction, we can’t solve a global pandemic, but we can protect our contracting companies by keeping overhead flexible in case business declines.
Because construction projects are highly complex, collaborative, interdependent and long-lasting team efforts, the exact final cost is impossible to estimate.
There was a conflict between a building contractor and an owner we’d like to tell you about, but not because we want to explain who was right or wrong.