Winning the work
Business development you're not doing because you're on site. In six months with my first client that meant 25 quotable leads and four big-ticket projects won.
I run business development and operations for a construction company across London and Kent. I know what the week actually looks like, and I know which job gets dropped first — the one that decides whether you're still growing next year.
Who this is for
Quotes, programmes, costs, who owes what — it's in your head or in WhatsApp messages. It works until it doesn't scale.
No system, no follow-up, no idea where leads come from or why you lose the ones you lose. Busy this month, quiet in three.
One quote per package, no supply chain to compete it, and jobs priced from memory rather than real tendered costs.
What I'd do
Business development you're not doing because you're on site. In six months with my first client that meant 25 quotable leads and four big-ticket projects won.
I built a database of 200+ trades across London and Kent, so every package — brickwork, plumbing, electrics — goes out to several quotes instead of one. Then I negotiate them.
Headed paper, PDF by email, priced against real tendered costs. My first client's average job went from £30k to £75k.
Terms of engagement, a binding client contract, code of conduct and variation orders. The things that get pushed down the pile until they cost you.
Pre-start, deposit, materials, on site, snags, handover, aftercare — with cash flow and spend against budget on every project, and a monthly snapshot you don't have to ask for.
Live sites with no signage advertise nothing. Designs done, print tendered locally, boards up across every site.
Winning work is only half of it. What you don't overspend is the other half — and most builders are losing more on supplier prices than they're losing on lost jobs.
Proof
First conversation is free — a full hour, no pitch deck.