BRRRR contractors handymans challenges list

[Gp G.]

For BRRRR approach to work successfully contractors big challenge i am facing. Contractors doing poor quality job or do not show up or buy wrong material or buying material or tools for their use etc. big list.

Some other contractors has big challenge of reading , writing, speaking english. Even after telling 100 times they do not understand or understand but does not do. Cannot write contracts as well.  

How to make sure handyman contractor do good job.

Contractrors do not lift the phone. Their phones suddenly stop working . Contractors disappear after making payment.

Some do not accept check accept only cash or cashapp etc.

How to make contractors accountable to quality work and in time delivery with all these type of challenges. I have to drive 3 times a day to site still not able to execute project with good quality and timeline and budget (i wonder how people do remote project management across town and state)

Contractors if they get high paying job then they leave this job or put my job as last priority and work may be few minutes a day or do not work at all. Even contractor people on site they are on phone or ipad watching movies not working.
I started my BRRRR at 80k budge i spent 120k i am looking to spend 10k more now. Have to change contractors in middle

Please advise

[Richard Golding]

Watching your original 80k budget balloon to 120k while you run a three times a day tracking loop is the natural result of trying to run a major rehab using trunk and ladder handymen. A handyman is an asset for clearing a punch list swapping out appliances or patching drywall. They completely lack the financial reserves scheduling sophistication or administrative infrastructure required to carry a full scale BRRRR project across the finish line.

The forum debate between Bruce and Dan H. regarding licensing highlights a critical operational divide. While you do not necessarily need a premium licensed commercial outfit to roll paint or lay down laminate flooring you absolutely must have a licensed general contractor or highly structured sub agreements for your heavy structural civil and mechanical lines. Leaving unmanaged crews on site with zero accountability is how you end up paying for missing materials tools that disappear into their trucks and crews watching movies on their iPads instead of hitting production targets.

The endless stream of family emergencies hospital visits and broken down trucks is not bad luck. It is standard contractor code for a dry capital pipeline. When you pay an undercapitalized worker too far ahead of their actual physical production they lose all financial incentive to push your project forward. They will instantly drop your job down their priority list the minute a higher paying cash gig pops up to float their weekly overhead.

Your protection play to stop the bleeding is to completely stop the cash and mobile app payments immediately. Treat your construction site like an institutional project. Lay down a rigid scope of work broken down into small three day milestones. Never hand over a deposit for labor and only release a progress check after a specific phase passes your personal quality inspection. If a crew cannot float their own payroll to finish a basic drywall or trim milestone they are functionally broke and you need to cut them from the asset file before they drag your numbers down another ten thousand dollars.