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The Contractor Fight with Tom Reber: Daily Summaries Delivered
by Tom Reber
Stop stressing out about your contracting business and take back control. The Contractor Fight is bringing respect and dignity back to the trades one contractor at a time. Discover how to market, sell, and consistently produce your projects at a profit with industry expert and powerful motivator Tom Reber. Stop stealing from your family. Earn what you're worth. Build a business that serves you.
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- Yesterday9 min
Painting Company Owners: Why Does Every Crew Still Need You?
Build a contracting business that's less dependent on you. Join the Battleground Priority List: https://bit.ly/Battleground_wec1You've got crews in the field, but you're still chasing materials, answering every question, and going back to jobs everybody told you were finished.Tom Reber had a $7,000 exterior job that was supposed to take three days. His project manager said the customer was happy. The customer had paid. The job was checked off.Four months later, the company's review automation was still asking that customer for a review. She replied that after four months, the job still wasn't done.That's how Tom found out.He fired the project manager for lying. But he also had to own the bigger problem: his process let somebody call a job complete without proof.In this episode, Tom Reber breaks down the four Own the Field disciplines from The Fight OS: Set the Job Up, Own the Schedule, Protect the Profit, and Finish Strong.He explains what a real handoff to production needs to cover, what to do when a job is burning through its labor hours, how to handle added work without giving it away, and how to prove a job is actually done.In this episode:* Why every crew still needing you is a process problem you have to own* How a three-day job went unfinished for four months without Tom knowing* What needs to be handed off before the crew starts* How before photos protect you from paying for damage you didn't cause* Why you should never hide from a customer until you have good news* How to track labor hours against progress while you can still save the margin* How to get added work priced and approved instead of giving it away* Why the final walkthrough should be scheduled on day one* Why every open item needs an owner and a completion date* Why "they said everything's good" isn't proof the job is doneChapters:00:00 — The $7,000 job everybody thought was finished00:42 — The four Own the Field disciplines01:23 — When your process lets a job be "complete" without proof02:09 — Set the Job Up: The handoff your crew needs02:31 — Why you need before photos and documented damage03:18 — Own the Schedule and the customer updates04:05 — Protect the Profit: Give your project lead the numbers05:27 — Finish Strong: Run the final walkthrough06:25 — Punch lists, sign-offs, and proof the job is done07:30 — What it takes for every problem to stop landing on youYour challenge:Pull your last three jobs marked complete and find out whether you can prove they were finished.1. Check the setup: Was there a real handoff? Do you have the scope, the labor budget, what was promised, what was excluded, and before photos?2. Check the schedule: Who owned the customer updates? Did the customer hear from you when something changed?3. Check the profit: Compare the hours and materials you estimated with what actually happened. Watch the game tape.4. Check the finish: Was there a documented walkthrough and a customer sign-off? Did every open item have a person responsible and a completion date?Then find the first place the process depended on somebody's word or on you personally, and decide who owns that step and how you'll verify it got done.A checked box isn't proof. Neither is a customer who paid.You don't have to personally handle every detail in your company. But you do need clear responsibilities, trained people, and a way to verify whether the work actually happened.That's what Battleground helps you build. It helps contractors install The Fight OS across their company, from the numbers, marketing, and sales to the field, leadership, and execution, so the business doesn't depend on the owner for everything.Battleground is for established contractors doing $500K+ who are willing to be coached, challenged, and held accountable.It only opens a few times each year. Join the Priority List to get first access when applications reopen. You can also book a call through the page if you have questions.https://bit.ly/Battleground_wec1Stop being the only person who knows whether the job is really done. Build the process, train your people, and verify the work.#ContractorBusiness #ProjectManagement #ContractorCoaching
- 5 days ago45 min
He Was $500K in Debt at 57 - Now He's Building a $3M Contracting Business
See if you've built a business worth having: https://bit.ly/BuildABusinessWorthHaving_itf1Three years ago, Rocky was 57, owed over half a million dollars, and thought this was as good as it was ever going to get.He had already helped grow an oil field company from $5 million to $20 million a year. Then he got into contracting and did everything wrong.For six or seven years, he listened to Tom Reber's advice without ever joining, because he told himself he didn't have the money.Then he hit the bottom of the barrel and decided he had nothing left to lose.In this episode of Inside The Fight, Tim and Derek sit down with Rocky, owner of GH Construction in Rockport, Texas.He shares how he went from less than nothing in savings to a company on track to finish this year at more than $3 million, holding a 58.3% gross profit margin.But the biggest change isn't the number.At 61, Rocky says he has more energy than ever, and he's just getting started.They break down:• Why Rocky spent years telling himself he couldn't afford help while his business kept him stuck• How learning his numbers first gave him the clarity to make every decision that came after• Why he decided to run a marketing company first and a construction company second• How his wife, Melinda, raised their margins behind his back, and why they never lost a sale• How going to a 50% gross profit margin helped him pay off several hundred thousand dollars of debt in about three or four months• Why he was confusing ambition with clarity, and how he built a plan to reach $10 million by 2029• How he got rid of the head trash around charging what his work is worth• How he created a company people want to work for and built a team of nine• The three things Rocky would tell any contractor who's stuck right nowChapters00:00 From Less Than Nothing to Millionaire03:03 What Wasn't Working Before The Fight05:12 What It Was Costing Him Personally09:50 How Melinda Saved His Life12:02 Just Getting Started at 6116:20 Confusing Ambition With Clarity18:55 $3 Million in Revenue. What's the Net?25:02 Raising Prices Behind His Back33:07 The Moment With His Stepdaughter37:47 Three Things to Do If You're StuckRocky's story isn't just about getting out of debt.It's about stopping long enough to get clear, knowing your numbers, charging what your work is worth, and doing the work when nobody can do it for you.As Rocky puts it, he credits Melinda for saving his life and The Contractor Fight for giving him a life worth living.It's never too late to build a business worth having.Tom Reber is the founder of The Contractor Fight. He is the host of Contractor Fight TV, an entrepreneur, speaker, podcaster, and former HGTV host.For over 20 years, Tom has helped hundreds of thousands of contractors build businesses worth having by helping them become the kind of people capable of building them.On this channel, you'll find straight-talk training on sales, pricing, profit, leadership, and mindset for contractors who want to build a Strong You, a Strong Home, and a Strong Business.The first fight is always with yourself.Join The Fight. 👊
- 1 weeks ago10 min
Busy Estimators vs. Actual Sales: What's Going Wrong?
Train your salespeople to turn more opportunities into profitable jobs with The Command: https://bit.ly/Command_yeb1Your salespeople are running appointments, sending estimates, and telling you how busy they are.But when Friday comes and you look at what they actually sold, the numbers aren't adding up.You're paying for leads. You're paying salespeople. Your team is staying busy.So why aren't your sales numbers growing?Before you spend another dollar generating more leads or decide you hired the wrong people, there's something you need to look at.Are you actually training your salespeople to sell?Too many contractors hire salespeople, hand them a company shirt and a login, and expect them to figure out how to close deals on their own.Then they wonder why their close rates are low, their margins are disappearing, and they're still getting called in to rescue difficult sales conversations.In this episode, Tom Reber explains why busy salespeople don't necessarily produce profitable sales, how to identify where your team is losing opportunities, and what contractors need to do to develop a sales team that can perform without the owner stepping in to close every deal.Tom walks through how to evaluate your salespeople's performance by looking at qualified appointments, closed jobs, selling prices, gross profit margins, and discounts.He also demonstrates a practical role-playing exercise for handling price objections, including what to do when a homeowner says your estimate is $5,000 higher than a competitor's.You'll learn why sales training needs to cover the entire customer relationship, from prequalification and the initial appointment to follow-up, repeat business, and referrals.And most importantly, Tom explains why consistent practice, coaching, and accountability are essential if you want your salespeople to improve.In this episode:Why busy estimators aren't necessarily producing more sales or profitWhy contractors need to evaluate their leadership before blaming their salespeopleHow to measure qualified appointments, close rates, selling prices, and marginsHow to use role-playing to train your team to handle price objections without immediately discountingWhy constantly rescuing salespeople from difficult conversations keeps them dependent on youHow Command the Gate helps your team qualify prospects before wasting time on appointmentsHow Command the Meeting prepares salespeople to lead better customer conversationsWhy Command the Follow-Up can recover opportunities that appeared lostHow Command the Lifetime Value of the Client creates opportunities for repeat business and referralsWhy weekly sales training, practice, and accountability produce better results than simply reviewing sales targetsChapters:00:00 — Why busy salespeople aren't producing more sales00:54 — Are you leading and training your salespeople?01:33 — How to evaluate your sales team's actual performance02:58 — Role-play: Handling a $5,000 price objection04:23 — Stop rescuing your salespeople from every difficult deal05:05 — Building a complete contractor sales system06:35 — Command the Follow-Up: Recovering lost opportunities07:18 — Command the Lifetime Value of the Client08:42 — Sales is a skill that requires practice and accountability09:24 — The Command: Live sales training and role-playingYour challenge:Before you spend more money on leads or start looking for new salespeople, find out where your current team needs training.Pull your last few weeks of sales appointments and review each salesperson's performance.Review their numbers: How many qualified appointments did they run? How many became jobs? What did they sell for? What margins did they produce? Did they discount to get the signature?Investigate a lost opportunity: Choose a job that didn't close and ask your salesperson to walk you through the conversation. What did the homeowner want? Why did they want it? What was their budget? What happened when the price came up?Role-play a difficult objection: Play the homeowner and tell your salesperson, "We really like you guys, but you're $5,000 higher than the other estimate." Watch how they respond. Do they ask questions, defend the company, or immediately offer a discount?Coach the weak spot: If they struggle, practice that exact moment. Have them ask better questions, listen to the customer's response, and work through the conversation without immediately sacrificing margin.<li
- 2 weeks ago12 min
Markup vs. Margin: Why You're Underpricing Every Job
Find out what's costing your contracting business jobs and profit: https://bit.ly/ContractorFightScorecard_mvm1Are you adding 50% markup to your jobs and assuming you're making 50% gross profit?You might be making a lot less than you think.Most contractors know they need to charge more than a job costs to produce. They calculate their labor, add materials, apply a markup, and assume the difference is their profit.But there's a problem.Markup and gross profit margin are NOT the same thing.If a job costs $1,000 and you add a 50% markup, your selling price is $1,500. That doesn't give you a 50% gross profit margin. It gives you approximately 33%.And when you're making that mistake on every job, you can stay busy, grow your revenue, and still wonder where all your money went.In this episode, Tom Reber breaks down the difference between markup and margin, why confusing the two can seriously underprice your contracting jobs, and how to build a pricing system that produces the gross profit your business actually needs.Tom walks through real pricing examples to show why achieving a 50% gross profit margin requires a 100% markup on your direct job costs.He also explains how your gross profit margin directly affects how much revenue you need to generate, how many jobs you need to sell, and how many leads your business needs just to break even.And even when your pricing formula is correct, inaccurate labor, material, and subcontractor costs can destroy the margin you thought you were protecting.You'll learn how to calculate your actual gross profit, build target margins into your estimating process, stop negotiating against your own numbers, and identify where your pricing might be costing your business money.In this episode:Why a 50% markup only produces approximately 33% gross profit marginThe difference between markup and margin when pricing contracting jobsHow incorrect markup calculations can leave contractors busy but unprofitableWhy achieving 50% gross profit requires a 100% markup on direct job costsHow gross profit margin affects your break-even revenueWhy lower margins mean you need more jobs and leads to cover the same overheadHow inaccurate job costing can turn an expected 50% margin into 35%Why your estimating system should use actual costs and target margins instead of guessworkHow discounting your price can destroy the margin your business needsHow to audit your last five completed jobs to identify pricing and profitability problemsChapters:00:00 — Why 50% markup doesn't mean 50% gross profit01:01 — The difference between markup and margin02:06 — What else is costing your contracting business money?02:35 — Why markup and gross profit margin aren't interchangeable03:06 — How bad pricing math keeps contractors busy and broke04:12 — How to price jobs at 50% gross profit05:02 — How gross profit affects your break-even revenue06:46 — Why inaccurate job costs destroy your margins07:57 — Building your target margin into your estimating system08:47 — Why you need to hold your price09:36 — Your fight: Audit your last five completed jobs11:10 — Find out what's holding your contracting business backYour challenge:Pull your last five completed jobs and find out how much gross profit you actually made.For each job:Find your selling price: What did you actually charge the customer?Calculate your actual job costs: Include the real labor, materials, subcontractors, and every other direct cost required to produce the job.Calculate your gross profit margin: Subtract your actual job costs from your selling price, then divide that difference by your selling price.Compare your results: Did you produce the margin you originally intended, or did the job finish at a much lower percentage?Identify the problem: Were your estimated costs inaccurate? Did production take longer than expected? Was your markup formula wrong? Did you discount the price without adjusting your costs?If you're pricing jobs expecting a 50% gross profit margin but your completed jobs are consistently producing 23%, 31%, or 37%, something needs to change.The goal isn't just to find out that your numbers are wrong.It's to understand WHY they're wrong so you can fix the actual problem.Remember: If a job costs $1,000 to produce and you want a 50%
- 3 weeks ago14 min
The Real Reason You Aren't Making 50% Gross Profit
Find out what's costing your contracting business jobs and profit: https://bit.ly/ContractorFightScorecard_fgp1Are you bidding jobs at 50% gross profit but still wondering where all your money goes?Most contractors think they know what a job costs. They estimate labor, add materials, calculate their price, and assume there's enough margin left to make money.But what about the drive time, material runs, unexpected delays, cleanup, and all the work that happens before and after the actual production?Those costs don't disappear just because you forgot to include them in your estimate.In this episode, Tom Reber breaks down how to bid jobs at 50% gross profit using a simple three-phase system he's relied on for over 20 years: Prep, Build, and Finish.Tom explains why accurate estimating starts with understanding your actual production costs, not guessing how long a job should take or copying what other contractors charge.He also shares how a $50 million contracting company was losing $12,000 every week simply because it wasn't accounting for crew drive time.You'll learn how to track production rates, account for overlooked job costs, and use real numbers to build estimates that protect your margins.And if you've ever thought customers won't pay what you actually need to charge, Tom explains why the problem might not be your price. It could be your production efficiency, your sales process, or the customers your business is attracting.In this episode:Why contractors lose money before a job even beginsThe three-phase estimating system: Prep, Build, and FinishHow one $50 million company was losing $12,000 a week in unaccounted drive timeWhy tracking actual production rates leads to more accurate estimatesThe difference between the art and science of estimatingHow overlooked cleanup and finishing costs eat into your marginsHow to calculate a selling price at 50% gross profitWhy a 50% markup is NOT the same as a 50% gross profit marginWhat to do when customers won't pay the price your business needsHow comparing estimated and actual job costs improves future bidsChapters:00:00 — Why contractors struggle to hit 50% gross profit00:44 — Phase 1: Prep and the hidden costs before production01:58 — Phase 2: Build and tracking actual production rates04:25 — The art and science of estimating05:36 — Phase 3: Finish and the hidden cost of cleanup06:43 — How to calculate a 50% gross profit selling price08:22 — Why 50% markup isn't 50% gross profit09:26 — Why customers might not pay your price11:40 — How to improve estimates using actual job costs12:42 — Your fight: Find out what you're giving awayYour challenge:Take one recently completed job and break it into three phases:Prep: What did it cost to get the job ready? Include material runs, drive time, setup, and everything that happened before production.Build: How long did the actual work take compared to your estimate? Account for your real labor, materials, and equipment costs.Finish: How much time and money went into cleanup, walkthroughs, punch lists, and completing the job?Compare what you estimated against what actually happened.Where were you accurate? Where did you underestimate? What costs did you completely overlook?Use what you learn to improve your next estimate.Remember: If a job costs $5,000 to produce, you need to sell it for $10,000 to achieve a 50% gross profit margin.And don't confuse that with a 50% markup. They're not the same thing, and mixing them up can seriously underprice your work.But even the right gross profit margin doesn't automatically guarantee your business is profitable. Your jobs still need to generate enough revenue to cover company overhead and produce a net profit.If you're doing plenty of work but still struggling to make money, inaccurate job estimates might be just one part of a bigger problem.Take the free Contractor Fight Scorecard to identify what's holding your contracting business back, uncover where your biggest opportunities are, and figure out what deserves your attention first.It takes about three minutes.https://bit.ly/ContractorFightScorecard_fgp1The math behind 50% gross profit is simple. The hard part is knowing what your j
- 3 weeks ago56 min
They Almost Gave Up on Their Contracting Business - Here's What Changed
See if you've built a business worth having: https://bit.ly/BuildABusinessWorthHaving_itf1Craig and Naomi spent years running an electrical contracting business that kept them busy but left them with little profit and almost no freedom.Craig was doing everything in the field. Naomi was handling the office. They were bringing in revenue, but the money was disappearing as quickly as it came in.Then a serious car accident exposed just how dependent the business was on Craig.They were faced with a decision. Change how they ran their business or potentially walk away from everything they'd built.In this episode of Inside The Fight, Tim and Derek sit down with Craig and Naomi, owners of Titan Electric LLC in Northeast Ohio.They share how they went from struggling to make a profit and questioning the future of their business to building a growing electrical company that's giving them more financial stability and freedom with their family.After generating $300,000 in revenue last year, they're now projecting approximately $750,000 for 2026.But the biggest change isn't how much money they're bringing in.It's that they're finally building a business that doesn't require them to sacrifice their family to keep it running.Check out Craig and Naomi's electrical contracting business, Titan Electric Services: https://www.titanelectricservices.com/They break down:• How a serious car accident exposed the danger of building a contracting business that depends entirely on its owner• Why working nonstop and generating revenue wasn't translating into actual profit• How changing their pricing and implementing 50% gross profit principles helped them build a more financially stable business• Why pre-qualifying customers stopped Craig from wasting time chasing estimates and underpriced jobs• How they went from running everything themselves to hiring employees, adding service vans, and moving into a shop• Why raising their prices felt like a huge risk and what actually happened when they did it• How knowing their daily operating costs and tracking their numbers gave them financial peace of mind• Why learning to delegate responsibilities is essential to building a business that can grow without consuming its owners• How they started reclaiming time with their three daughters and measuring success by more than revenueChapters00:00 From Owner-Operator to Building a Real Business02:31 Changing the Mindset That Keeps Contractors Stuck05:29 Why Being Busy Doesn't Mean You're Profitable06:51 Stop Chasing Customers Who Aren't Right for Your Business14:34 When Your Contracting Business Puts Your Family at Risk18:27 From $300K to a Projected $750K in Revenue23:17 How Knowing Your Numbers Creates Financial Security30:27 Why You Can't Keep Doing Everything Yourself37:24 What Actually Happened When They Raised Their Prices40:11 Measuring Success by the Freedom Your Business Gives YouCraig and Naomi's story isn't just about growing revenue.It's about learning to charge what their work is worth, building a team they can depend on, and creating a business that no longer requires them to do everything themselves.Because a successful contracting business shouldn't leave you exhausted, financially stressed, and missing the moments that matter most.The goal isn't just to build a bigger business.It's to build a business worth having.Tom Reber is the founder of The Contractor Fight. He is the host of Contractor Fight TV, an entrepreneur, speaker, podcaster, and former HGTV host.For over 20 years, Tom has helped hundreds of thousands of contractors build businesses worth having by helping them become the kind of people capable of building them.On this channel, you'll find straight-talk training on sales, pricing, profit, leadership, and mindset for contractors who want to build a Strong You, a Strong Home, and a Strong Business.The first fight is always with yourself.Join The Fight. 👊
- 4 weeks ago8 min
Do you know what it actually costs to operate your contracting business for one hour?
See what needs your attention in your contracting business:https://bit.ly/BuildABusinessWorthHaving_ctoDo you know what it actually costs to operate your contracting business for one hour?Most contractors know what they charge customers. They know what they pay their employees. But they don't know what one billable hour actually costs their business.And that difference could be costing them thousands of dollars in profit.In this episode, Tom Reber breaks down how to calculate your true hourly operating cost so you can stop guessing and start understanding what your contracting business needs to produce.Using an example with four field employees, Tom walks through how to calculate realistic billable hours, allocate company overhead, and account for the true cost of field labor.The result? A business paying an employee $30 an hour could actually be spending $92 per billable hour before making a single dollar in profit.Understanding this number doesn't tell you what to charge. It tells you what your business actually costs to operate so you can make better decisions about your jobs, your crews, and your profitability.In this episode:Why paid hours and billable hours aren't the same thingHow to calculate your team's realistic annual billable capacityHow overhead and labor burden determine your true hourly operating costWhy a $30-per-hour employee could cost your business $92 per billable hourThe difference between operating cost and what you should charge customersHow wasted time and inaccurate estimates affect your profitabilityChapters:00:00 — What does one billable hour actually cost your business?00:31 — The difference between paid hours and billable hours01:32 — Calculating your team's realistic billable capacity02:44 — Calculating overhead cost per billable hour03:59 — Calculating your true field labor cost04:45 — The $92-per-hour operating cost example05:58 — The difference between operating cost and selling price06:42 — Your fight this week: Calculate your numberYour challenge:Pull your numbers from the last 12 months and figure out three things:What does it actually cost to keep your contracting business running?How many billable hours can your team realistically produce?What does your field labor actually cost after accounting for labor burden?Take your annual operating costs and divide them by your realistic annual billable hours. Then add your burdened field labor cost.That's your estimated cost per billable hour before profit.If you've been setting prices based on what competitors charge or what you pay your employees, it's time to understand what your own business actually costs.And if this exercise revealed that you're guessing at important numbers, there may be other areas of your business that need attention.Take the free Build a Business Worth Having Scorecard to uncover what's holding your contracting business back and identify where to focus first.It takes about three minutes.https://bit.ly/BuildABusinessWorthHaving_ctoKnowing what an hour costs your business isn't the same as knowing what to charge for it. But you can't make smart pricing decisions until you understand your costs.#ContractorPricing #ContractorProfit #ContractorBusiness
- Oct 5, 20268 min
Contractor Finances: 6 Numbers You Can’t Afford to Ignore
See what needs your attention in your contracting business:https://bit.ly/BuildABusinessWorthHaving_cf1Contractor finances are about more than revenue.You can run a $2 million, $5 million, or even $10 million contracting business and still not know if you’re actually making money.Revenue tells you how big your business is. It doesn’t tell you how healthy it is.In this episode, Tom Reber breaks down the 6 numbers every contractor needs to know to understand the financial health of their business: revenue, gross profit, overhead, net profit, cash flow, and owner’s compensation.These numbers show you what your work is actually producing, what it costs to run the company, how much profit is left, whether you have enough cash to cover what’s due, and what the business is ultimately producing for you.If you want to get control of your contractor finances, you don’t need to become an accountant. You need to understand your numbers well enough to make better decisions.In this episode:The 6 financial numbers every contractor should knowWhy revenue alone doesn’t tell you whether your contracting business is healthyHow gross profit shows what your jobs are actually producingWhy Tom pushes contractors to bid at a minimum 50% gross profitHow overhead affects what your business needs to produce every dayWhy more revenue doesn’t automatically mean more profitThe difference between net profit and cash flowHow accounts receivable can leave a profitable contracting business short on cashWhy owner’s compensation matters when measuring what the business actually produces for youChapters:00:00 — Contractor finances: Is your business healthy?00:43 — #1: Revenue01:36 — #2: Gross profit02:44 — Build a Business Worth Having Scorecard03:09 — #3: Overhead04:00 — #4: Net profit05:18 — #5: Cash flow06:04 — #6: Owner’s compensation06:56 — How the 6 financial numbers work together07:44 — Find the number you don’t knowYour challenge:Pull your P&L and your receivables and find all six numbers:Revenue. Gross profit. Overhead. Net profit. Cash flow. Owner’s compensation.If there’s one you can’t answer, start there.You can’t make good decisions with numbers you don’t know. Getting control of your contractor finances doesn’t mean becoming an accountant. It means understanding your company well enough to know what the business is actually producing for you.Take the free Build a Business Worth Having Scorecard to see where your business needs your attention right now:https://bit.ly/BuildABusinessWorthHaving_cf1The goal isn’t just to build a bigger contracting business. It’s to build one that’s actually worth having.#ContractorFinances #ContractorFinance #ContractorProfit
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About The Contractor Fight with Tom Reber
Stop stressing out about your contracting business and take back control. The Contractor Fight is bringing respect and dignity back to the trades one contractor at a time. Discover how to market, sell, and consistently produce your projects at a profit with industry expert and powerful motivator Tom Reber. Stop stealing from your family. Earn what you're worth. Build a business that serves you.
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