About Doug Phelps

Hiring a consultant is not an easy decision, and I respect that. However, perhaps more information on my background will enable you to reach that decision more comfortably. A successful consulting project is dependent upon a sound trusting relationship between the owner and the consultant.

I'll be the first to admit that the consulting industry sometimes has a bad image caused by some consultants that couldn't see their way out of a tunnel with the light coming in one of the ends. There are also many consultants and consulting firms which make the claim that you can apply sound business principles to any industry without knowing the nuances of that industry. And they are right to a point. However, if the consultant is not familiar with the nuances of the industry, like the construction industry, you will spend a lot of money to train them, before they deliver any value. Most of my working life has been related to the construction industry. My construction career began in 1974 when I got a job as an ironworker for a small family owned contractor in central Illinois . This invaluable 2½ year field experience has helped to shape my business philosophies that I still use today, over 30 years later. And if this main philosophy is condensed into a few sentences, it is:

"The real money is made or lost in the field. The primary role of the office team is to support the success of the field operations by instilling a forward-thinking environment combined with a sense of urgency approach to handling problems that affect job progress."

Some career highlights are:

• Ironworker, 2 years
• Gave me a true appreciation for the importance of the field worker on the company's success.
• Experienced how office support affects field morale and field productivity.
• Project Coordinator and Project Manager, 1½ years
• Gave me the office's perspective on field operations and the importance of teamwork between the two.
• Can never plan too much and most PM's don't plan enough.
• Regional Construction Manager, 8 years
• Followed philosophy by creating a true “time is money” environment.
• Implemented safety program. Never had a fatality in the Division (improvement) and significantly reduced lost time injuries.
• Performed monthly margin reviews—calculated the estimated costs to complete and estimated final cost of each on-going project. Became very cost conscious.
• Exposed the field foremen to job costing much to the chagrin of corporate management.
• The Division became one of the corporation's most consistent profit contributors due to motivating environment caused by a field-oriented philosophy.
• Regional Sales Manager, 2½ years
• Marketed Company's services through 13 western states.
• Created own proposals and bids for work .
• Developed an appreciation for the difficulty of bidding and selling a job.
• National Construction Manager, 2 years
• A turnaround situation. Returned the Division to profitable levels once again.
• The philosophy of the office being there to support the success of the field was reaffirmed again by way of higher profits.
• General Manager, 2 years
• Introduced the power of budgeting and forecasting to a $50,000,000 construction company.
• Business Owner, 3 years
• While the business was very small, it gave me an appreciation for cashflow and making payroll, which was taken for granted in the corporate world.
• Consultant, 13+ years
• Have helped a myriad of construction company owners and their management team to improve their business skills, and thus their profits.
• Hosted 40 week web-based talk radio show, Profit Builders, which focused on issues related to being a construction company owner.
• Developed “The Just Rewards Plan” systematic approach to managing a construction company.
• Writer and Speaker
• Numerous articles published in trade publications such as, IEC’s Insights, American Subcontractor Association’s monthly Carolina Subcontractor,  Associated Builders and Contractors’ Gulf Coast’s Blueprint and others.
• Conducted Communication seminar at IEC’s National Convention.