With Al Levi’s help, Sam Scalia engineered a turnaround of his Montreal QC based condominium building company. With a restructured management team and new systems in place the business is growing again – in the right way.
Garold Gipman’s family cabinetry design, build and install business was experiencing too much profit-leaching rework. Al helped them get organized and define who was doing what and the amount of rework dropped to almost zero!
An organizational chart, a series of regular meetings, and a Top 5 list helped multiple family members at John Betlem Heating and Cooling start working in tandem and ensure everyone’s efforts were moving the company in the right direction.
The implementation of systems and procedures not only made Jeff and his brother Dale more accountable for how they ran their business, it provided a fair way to hold their employees accountable for their work as well.
Rob Minnick thought complaints and callbacks were SOP until Al introduced him to operations manuals and suggested he build an in-house training center. The result: Faster onboarding and a drastic reduction in costly callbacks.
Mark Paup shifted his business successfully from new construction to service and replacement work by implementing operations manuals and building his own techs in his own classroom and in-house training center.
With Al’s help, Sam Marcisso stripped down his troubled company and built it back up using the 7-Power Contractor approach. Pine State now has 45 employees and a great new facility with $8MM in annual sales and double digit profits.
Al helped Dave see how his company could gain efficiencies by exiting the warehouse business, setting trucks up more efficiently, and implementing a training center to grow their own technicians rather than hiring people set in their ways.
Jim says his best meeting is the “Get it Sold Get it Done” meeting where he and his staff get together as a group to openly discuss trouble spots so that they can come up with ways to permanently eradicate those issues.
Embracing Al Levi’s 7-Power philosophy provided Susan Miller with a sense of direction for Allied Plumbing, Heating and Cooling that ensured its future and eased its transition from new construction to service.
After hearing him speak at a conference, Steve Lowry knew he had to hire Al to help him implement repeatable and documented systems that prescribed “exactly how to run our business instead of it running us.”
By starting to work on his business more than in it and focusing on making new employees great with Al’s proven training systems Bob Ferrari is now making more money and enjoying more success while creating a business built to last.
Adrian Stephenson used Al’s Master Project List system to prioritize over 174 projects so that the only projects or habits implemented now are those he thinks will have the biggest impact on his business.
Before adopting Al’s Meeting Manifesto, David McKenna admits he didn’t really know what should be taking place. Now meetings are driven on sales and operations and owner and employees alike are pleased with the new structure.