My biggest challenge managing rehabs has always been contractors

[Jorge Vazquez]

Honestly, my biggest challenge managing rehabs has always been contractors. They’re great with their hands but terrible with timelines—always saying “two weeks” no matter what the job is. After 20 years, I’ve stopped trying to “fix” them and instead built systems around their weaknesses. What works for me is pairing a foreman who’s good with psychology (basically the contractor whisperer) with a project manager who tracks budgets and deadlines (sometimes even virtual). The foreman keeps the relationship strong, the PM enforces timelines, and the contractor gets to do what they’re best at: building. The reality is it’s a revolving door—the good ones get cocky when they scale, and the bad ones often come back later asking for another chance. If you expect that instead of fighting it, you’ll stay sane and protect your projects. For out-of-state investors especially, don’t just rely on photos and texts—you need someone local to keep eyes on the property, pay in draws instead of upfront, and always have backup contractors lined up. Contractors will frustrate you, but with the right system they’ll also help you build serious wealth. 

What’s been your experience managing contractors—do you find it’s more about finding the “right one,” or building a system that works no matter who’s swinging the hammer?