Rycon Custom Homes
How we rebuilt the foundation of a custom home builder's business in three months, so they can finally see the real profit on every job and stop running the whole operation out of the owner's head.
Case Study
End-to-end Ops System For a Custom Home Builder
Industry
Custom Homes & Construction
Services
High-performance custom homes, additions, and renovations
Team Size
6
The Problem
Almost everything ran through the owner. Alongside working on site, he was handling enquiries, preparing estimates, and managing a schedule that lived on his phone. More work for the company would have meant more work for him. The financial side was just as difficult to manage. Jobs were priced using a single markup percentage and a flat-rate approach to labour and materials, without a reliable connection to what each project actually cost. Estimates were put together manually, leaving room for errors, and no one could see an accurate profit margin on an individual job. There were gaps along the way, too. Extra work was agreed on a handshake but rarely invoiced. Materials left the yard without being charged to a project. The owner’s time on site wasn’t properly reflected in job costs, and inaccurate year-end reports made the whole picture harder to understand. The business made money, but profit was largely whatever happened to be left over. Our audit identified an estimated $80,000 a year in avoidable losses. When we included the additional work Rycon could be winning, the total estimated annual profit opportunity reached $180,000.
The Solution
We started by rebuilding how jobs were priced and tracked. Each crew now has a labour rate that reflects its costs, the owner’s time on site is properly accounted for alongside his salary, and every job starts with a target margin. Inside JobTread, we built a catalog of labour, materials, and subcontractors so detailed estimates could be produced in a fraction of the time. We also connected JobTread to QuickBooks, cleaned up the books, and introduced work-in-progress accounting. The owners can now see what each job should earn and what it is actually earning, with reliable monthly reporting and profit visible by job and crew. With a better handle on the numbers, we turned to how Rycon wins work. We built a CRM pipeline with automated follow-ups, standard proposals, and email templates to keep opportunities moving when the owner is busy. We also reworked the positioning around the larger custom builds the owners wanted, then turned the pre-project planning they had been giving away into a paid pre-construction package covering design, permits, and pricing. That gives clients a properly prepared project while ensuring Rycon is paid for the upfront work and establishes commitment before construction. To help the team take more responsibility, we defined roles across ownership, administration, and the crews, including the positions Rycon will need as it grows. We documented the procedures and recorded practical video tutorials so people could learn the systems and refer back to them. The owner now has a clear way to hand over work, supported by expectations and instructions that don’t depend on him explaining everything from memory. That foundation sets Rycon up for the next stages of our work together. Stage two focuses on reaching more ideal clients through relationships with architects and designers, home and trade shows, and supporting content, paid media, and SEO. Stage three brings more structure to the job site through preparation checklists, material-ordering procedures, and project management, continuing the work of building a company that can grow with less dependence on its owner.
FROM THE OWNER
Ryan Tryhane
Founder, Rycon
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