Our Promises

We love the construction industry. We make six promises to the industry, to our clients, to each other, and to ourselves:

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Our Promises: To the Construction Industry, To Our Clients, To Each Other, and To Ourselves.

 

Our Promises in support of Our Mission to build stronger contractors


  1. We help contractors grow profitably; more profitably and faster than their industry peers and in all economic conditions.
  2. We keep pressure on your vision with aggressive strategies, tactics, and operating rhythms.
  3. We love solving really complex problems and we are relentless, which makes us really good at finding solutions.
  4. We take a hands-on approach with our clients. We focus on helping you rapidly execute your strategy.
  5. We develop strengths in individuals, we align the right people to build great teams and companies, ultimately delivering business results.
  6. We are in it with you for the long-haul, balancing out what is required in the short and mid-term with long-term sustainable growth.

 


Every contractor's vision and situation is unique; we understand that.  We tailor our experience, relationships, tools and training specifically for your business

All relationships begin with a conversation. Please reach out and schedule time to talk about your vision, your business, your team, and your challenges. Together, we can explore opportunities for growth and see if there is fit.


Our Promises
All about D. Brown Management: Our Mission. Our Promises. Our Principles. Our Approach. OUR RESULTS: Profitable growth in all economic conditions....

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Our Promises
All about D. Brown Management: Our Mission. Our Promises. Our Principles. Our Approach. OUR RESULTS: Profitable growth in all economic conditions....

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Talent is the biggest constraint that most contractors will face over the next decade. Every manager needs to get exceptionally clear on the promises they will make to those around them.
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The biggest leading indicator for performance of a contractor is the size, quality, and trajectory of their opportunity pipeline. There are lots of nuances and complexity to evaluating your pipeline, but it all starts with the principles and basic math.
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Taking an objective look at your current-state organizational structure and the people in each role forms the foundation for your recruiting, development, and business planning.