{"type":"rich","version":"1.0","provider_name":"Transistor","provider_url":"https://transistor.fm","author_name":"Success Beyond The Brush","title":"SBTB Ep. 24 | The Profit Killers: Navigating Scope Creep and Change Orders","html":"","width":"100%","height":180,"duration":1951,"description":"SIGN UP FOR A TASTE OF COACHING HERE 👇👇👇Get coaching with SCOTT LOLLAR hereGet coaching with RICK HOLTZ here******************************In This EpisodeMark and Scott discuss: Why scope creep quietly destroys profit  How one unapproved jobsite decision can erase an entire job’s margin  Why crew leaders need to treat the work order as the source of truth  The difference between great customer service and giving work away  Why exclusions are just as important as inclusions  How to precondition customers for unknown conditions  Why contractors should document change orders before doing the work  How to train crews to talk about added work without sounding combative  Why time-and-material agreements can create customer frustration  How photos, notes, and detailed proposals protect the company  Why “clear is kind” applies to customers, employees, and profit margins Key Takeaways1. Scope creep usually starts smallOne extra patch, one added coat, one unplanned repair, or one customer request may seem harmless. But when those little extras pile up, they can turn a profitable job into a losing job.2. The work order needs to be clear enough for the crew to executeScott explains that a properly written estimate should include enough scope detail, photos, notes, inclusions, and exclusions that a crew leader or project manager can understand the job without needing a second sales conversation.3. Exclusions protect both the contractor and the customerA vague proposal like “paint living room” or “paint house” creates room for misunderstanding. Clear exclusions help the customer understand what is not included in the price.4. Change orders do not have to feel confrontationalInstead of saying, “That’s not in the contract,” crews can be trained to say something like, “We’d be glad to take care of that for you. Let me get you a price so you can decide how you’d like to move forward.”5. T&M work still needs expectationsTime-and-material work can be useful, but customers often...","thumbnail_url":"https://img.transistorcdn.com/pdEIPdN9aIYAPyzyMbtjCAiKcSsD7VyQq1yYVVylzns/rs:fill:0:0:1/w:400/h:400/q:60/mb:500000/aHR0cHM6Ly9pbWct/dXBsb2FkLXByb2R1/Y3Rpb24udHJhbnNp/c3Rvci5mbS85YzFh/YTc4MTAyNWY2NzFl/NWUzZjc2MGNjYjc4/ZjEzMi5wbmc.webp","thumbnail_width":300,"thumbnail_height":300}