their turnover rate is low and their attention to detail is high. “I listen, I care, I don’t showboat, I’m still a work shirt blue jeans guy, and the guys have never once been laid off. They get paid automatically every second week, we give them medical, dental and vision insurance. I really take care of my guys and I have a good reputation for taking care of them.” Best Builders enjoys similarly strong relationships with their subcontractors and suppliers – according to Todd, they are “treated like extended family.” Moving forward, Todd’s plan is to maintain that tight-knit team mentality and stay personally accessible to his staff. Maintaining that “family feeling,” he says, is more important than growth. In fact, when speaking about the direction of the company, he says that the “company could grow, but it would lose its identity of being completely accessible to clients all the time.” If Best Builders were to grow, Todd imagines it would involve taking on only one or two additional houses a year, as it is critical that their clients are not just numbers being “run down on a conveyor belt.” The relationships have to stay personal – he believes that’s the key to the company’s success. “This has never been about just making a ton of money, you know?” Todd concludes. “I make a good living. I have enough money to look after my family and I can put my head down and sleep at night because I know the quality of my product speaks for itself. That’s what matters to me, and I think my sons have the same idea. There’re different ways of being rich right?” JUNE 2024
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