Q: Kindly give our readers an introduction to your business. Please include what your business is all about, in which city you are located and if you have offices in multiple locations/ cities.
A: At Prime Building Solutions, we are a full-service general contracting company based in Scottsdale, Arizona, dedicated to delivering high-quality construction and renovation services for residential and commercial clients. Our team specializes in managing projects from concept to completion, ensuring every phase is handled with professionalism, transparency, and attention to detail.
We offer a wide range of services including new construction, remodels, tenant improvements, additions, and structural upgrades. Our approach combines skilled craftsmanship, reliable project management, and clear communication so our clients feel confident and informed every step of the way.
Our main office is located in Scottsdale, Arizona, and we proudly serve surrounding communities across the region. In addition to our main office, we also operate throughout the State of Arizona allowing us to support projects across multiple service areas.
Our mission is simple: build lasting structures and lasting relationships through quality work, dependable timelines, and honest service.
Q: Kindly give us a brief description about yourself (it should include your brief educational or entrepreneurial background and list some of your major achievements).
A: With over 40 years of hands-on experience in residential and commercial construction, I bring a deep understanding of building practices, project management, and client-focused delivery to every project. My career began with formal training in construction methods and business operations, followed by decades of entrepreneurial leadership in the general contracting field. Over the years, I have successfully led and completed a wide range of projects — from custom homes and major renovations to commercial builds and tenant improvements.
My greatest achievements include building a long-standing contracting business known for quality workmanship, dependable timelines, and strong client relationships. Through consistent results and repeat customers, I’ve grown the company’s reputation across Arizona as a trusted, full-service general contractor. My focus remains on continuous improvement, practical innovation, and delivering construction solutions that stand the test of time.
Q: What inspired you to (start a new business venture) or (to make significant changes in an existing business)? How did the idea for your business come about?
A: After many years working in residential and commercial construction, I saw firsthand what separates an average project from a truly successful one — clear communication, disciplined project management, and craftsmanship that doesn’t cut corners. I was inspired to start my own venture so I could build a company that consistently delivers those standards and gives clients a better construction experience from start to finish.
The idea grew from experience in the field. I worked on many projects where timelines slipped or quality didn’t match the promise, and I knew there was a better way to run jobs and serve clients. I wanted to create a business built on accountability, transparency, and long-term relationships — not just one-time projects.
Starting and evolving the business has allowed me to implement proven systems, work with trusted trades, and maintain quality control at every stage. The goal has always been the same: deliver dependable results, stand behind the work, and build projects — and client relationships — that last for decades.
Q: What three pieces of advice would you give to budding entrepreneurs?
A:
- Master the fundamentals before you try to scale.
Learn your trade, understand your numbers, and build strong operational habits early. Whether it’s construction or another industry, knowing the technical side and the business side gives you stability and credibility. Don’t rush growth before your foundation is solid. - Protect your reputation at all costs.
Your name is your strongest asset. Deliver what you promise, communicate clearly, and fix problems quickly. In contracting — and in any business — referrals and repeat clients come from trust, not marketing alone. - Think long-term and stay disciplined.
Success rarely happens overnight. Be prepared for slow periods, unexpected costs, and tough decisions. Stay consistent, control expenses, and reinvest wisely. Businesses that last decades are built through steady discipline, not shortcuts.
Q: What would you say are the top three skills needed to be a successful entrepreneur?
A:
- Decision-making and problem-solving.
Entrepreneurs face new challenges every day — budget issues, staffing, client expectations, and unexpected obstacles. The ability to evaluate situations quickly, make informed decisions, and solve problems without panic is essential to keeping a business moving forward. - Communication.
Strong communication builds trust with clients, partners, employees, and vendors. Clear expectations, honest updates, and good listening prevent costly misunderstandings and strengthen long-term relationships. Many business problems are actually communication problems in disguise. - Financial discipline.
Understanding cash flow, pricing, margins, and cost control is critical. Successful entrepreneurs know their numbers, plan for risk, and avoid overextending the business. Profitability comes from disciplined financial management, not just strong sales.
Q: How many hours do you work a day on average?
A: On average, I work about 9–11 hours a day, depending on project activity and deadlines. Some days are office-focused with planning, estimating, and client meetings, while others are spent on job sites overseeing progress and coordinating with crews and subcontractors.
Construction is not always a fixed schedule business — timelines, inspections, and unexpected issues can extend the day — but experience has taught me how to prioritize effectively and keep projects moving without losing balance. Consistent structure, early planning, and a strong team help keep those hours productive.
For me, it’s less about the clock and more about making sure each day moves the business and our projects forward.
Q: To what do you most attribute your success?
A: I most attribute my success to consistency, accountability, and long-term relationships. Over the years, I’ve focused on doing the fundamentals well every day — delivering quality work, keeping commitments, and communicating clearly with clients and partners. In construction especially, consistency builds trust, and trust builds a lasting business.
I also believe accountability has played a major role. Taking responsibility for outcomes — both good and bad — and addressing challenges directly has helped strengthen both projects and partnerships. Problems are inevitable in any business, but how you respond to them defines your reputation.
Finally, investing in relationships has been key. Repeat clients, skilled tradespeople, and reliable vendors are the backbone of a successful contracting company. Treating people fairly and professionally has created a network that supports continued growth and stability.
Q: How do you go about marketing your business? What has been your most successful form of marketing?
A: Our marketing approach is relationship-driven and reputation-based. After decades in residential and commercial construction, we’ve found that consistent quality work and reliable service naturally generate strong word-of-mouth referrals. We stay visible by maintaining an updated project portfolio, encouraging client testimonials, networking with industry partners, and staying active in our local service areas.
We also use practical marketing channels such as a professional website, local search listings, and selective digital outreach so potential clients can easily find our services and review our past work. In addition, we build relationships with architects, property managers, and developers, which creates a steady pipeline of qualified opportunities.
Our most successful form of marketing has been referrals and repeat clients. When projects are completed on time, on budget, and with strong communication, clients recommend us — and those recommendations consistently produce the highest-quality leads and long-term business growth.
Q: Where did your organization’s funding/capital come from and how did you go about getting it? How did you obtain investors for your venture?
A: The company was built through a combination of personal capital, reinvested earnings, and disciplined growth rather than outside investors. In the early stages, I funded the business with my own savings and kept overhead lean. Instead of expanding too quickly, I focused on completing projects successfully, maintaining positive cash flow, and reinvesting profits back into equipment, staffing, and systems.
Construction is a relationship-driven industry, so strong vendor partnerships also played an important role. Establishing trust with suppliers and trade partners helped secure favorable terms and credit lines, which supported steady operational growth without taking on excessive financial risk.
Rather than pursuing outside investors, I chose to grow organically. That approach allowed me to maintain control over quality standards, business decisions, and long-term direction. Careful financial management and reinvestment proved to be the most sustainable path for building the company over the long term.
Q: What is the best way to achieve long-term success?
A: The best way to achieve long-term success is to focus on consistency, discipline, and relationships rather than quick wins. Sustainable success is built over time through steady performance and good decisions repeated daily.
First, commit to quality and reliability in everything you deliver. When clients, partners, and employees know they can depend on you, opportunities continue to grow naturally. High standards maintained over many years build a reputation that no advertising can replace.
Second, stay financially disciplined and plan for the long term. Manage cash flow carefully, avoid overextending, and reinvest wisely. Businesses that last decades are run with patience and measured growth, not shortcuts.
Third, keep learning and adapting. Markets, technology, and customer expectations change. Long-term success comes from improving your systems, upgrading your skills, and being willing to adjust your approach while keeping your core values intact.
In short: do the fundamentals well, treat people right, and stay consistent — year after year.
Q: Where you see yourself and your business in 5 – 10 years?
A: Over the next 5–10 years, I see myself continuing to grow the business in a steady, controlled way while maintaining the same quality standards and client-first approach that built our reputation. The goal is not just expansion, but smart expansion — taking on the right projects, strengthening our team, and refining our systems so we can deliver even greater efficiency and consistency in both residential and commercial construction.
I also see the company deepening its presence across our Arizona service areas, building more long-term partnerships, and increasing repeat business through strong performance and reliability. Developing the next generation of leaders within the company is another priority, ensuring continuity, strong management, and lasting company values.
Personally, I plan to stay actively involved in oversight and mentorship, sharing decades of experience while empowering a capable team to carry the business forward. The vision is a well-structured, respected contracting firm that continues to thrive long term — built on craftsmanship, accountability, and trusted relationships.
Q: Excluding yours, what company or business do you admire the most?
A: I’ve always admired Habitat for Humanity. Their mission goes beyond construction — they focus on building safe, affordable housing while strengthening communities and giving families long-term stability. What stands out to me is how they combine professional building standards with volunteer involvement and social impact.
From a business perspective, I respect organizations that maintain consistent quality, operate with transparency, and create measurable results over many years. They’ve built a trusted global reputation by staying true to their purpose and executing it well — which is something any entrepreneur or contractor can learn from.
Their model is a reminder that construction isn’t just about structures — it’s about the people who live and work in them.
Q: How important have good employees been to your success?
A: Good employees have been absolutely essential to my success. In construction — especially in residential and commercial projects — the quality of the team directly affects the quality of the outcome. Skilled, dependable employees help maintain standards, keep schedules on track, and represent the company professionally in the field.
Over the years, I’ve learned that hiring carefully and investing in people pays off far more than trying to cut corners on staffing. Employees who take pride in their work, communicate well, and solve problems proactively make a measurable difference in client satisfaction and repeat business.
Just as important, strong team members create stability. When you have people you can trust to manage details and uphold your values, you can scale responsibly and take on more complex projects. Long-term success is never built alone — it’s built with the right people.
Q: How long do you stick with an idea before giving up?
A: I don’t give up on an idea based on time alone — I evaluate it based on results, data, and practical feedback. In construction and business, some ideas take longer than expected to prove out, so persistence matters. That said, persistence has to be balanced with realism.
I usually set clear benchmarks and checkpoints early on. If an idea is moving us closer to better quality, efficiency, or client satisfaction, I’ll continue refining it. If it consistently creates delays, unnecessary cost, or confusion despite adjustments, then it’s time to rethink or replace it.
The key is to stay committed to the goal, but flexible about the method. Successful entrepreneurs don’t quit too quickly — but they also don’t hold onto an approach that isn’t working.
Q: What motivates you?
A: What motivates me most is seeing a project move from concept to completion and knowing it was built right. Turning plans into something solid and lasting — whether it’s a home, a renovation, or a commercial space — is extremely rewarding. The visible results of the work and the satisfaction of the client are powerful motivators.
I’m also motivated by responsibility and reputation. Maintaining high standards, keeping commitments, and being known as someone who delivers quality work on schedule drives me to stay focused and disciplined every day.
Finally, progress motivates me — improving systems, developing people on the team, and making each project run better than the last. Long-term growth, not short-term wins, is what keeps me pushing forward.
Q: What are your ideals?
A: My core ideals are integrity, accountability, and quality. I believe in doing honest work, standing behind commitments, and being transparent with clients and partners — especially when challenges come up. Trust is hard to earn and easy to lose, so I treat it as one of the most important assets in business.
I also value craftsmanship and professionalism. Every project should be built with care, attention to detail, and respect for standards, regardless of size or budget. Doing the job right the first time is always the goal.
Finally, I believe in respect for people — clients, employees, and trade partners alike. Strong businesses are built on fair dealing, clear communication, and long-term relationships, not short-term advantage.
Q: How do you generate new ideas?
A: I generate new ideas by staying close to the work and paying attention to recurring challenges. Job sites, client feedback, and project reviews are some of the best sources of improvement ideas. When you see the same bottleneck or question come up more than once, that usually points to an opportunity for a better process or solution.
I also get ideas through collaboration — talking with team members, trade partners, suppliers, and clients. People in different roles see different parts of a project, and those perspectives often lead to practical innovations.
Finally, I make it a habit to review completed projects and ask what could be done faster, safer, or more efficiently next time. Continuous improvement — even in small steps — is where most good ideas come from.
Q: How do you define success?
A: Success, to me, is delivering consistent value over the long term — not just achieving short-term wins. In business, it means completing projects with quality, meeting commitments, maintaining strong client relationships, and building a reputation that brings repeat work and referrals year after year.
I also define success by stability and sustainability. A successful business is financially disciplined, well-managed, and supported by a dependable team. It continues to perform well even during challenging cycles, not just during good markets.
On a personal level, success means being able to stand behind your work, treat people fairly, and see the results of your effort in lasting projects and long-term relationships. If the work holds up, the clients are satisfied, and the team is proud of what they built — that’s success.
Q: How do you build a successful customer base?
A: Building a successful customer base comes down to trust, consistency, and relationships — especially in residential and commercial construction where clients are making major investments.
First, deliver quality work and keep your commitments. When projects are completed on time, on budget, and to a high standard, clients remember it and refer you to others. Reliable execution is the strongest foundation for customer growth.
Second, communicate clearly and often. Set realistic expectations, provide regular updates, and address concerns quickly. Clients value transparency and responsiveness just as much as craftsmanship.
Third, stay relationship-focused, not transaction-focused. Follow up after project completion, stand behind your work, and remain available when clients need guidance later. Repeat customers and referrals are built through long-term service, not one-time jobs.
In the end, a strong customer base isn’t built by marketing alone — it’s built by performance people are confident recommending.
Q: What is your favorite aspect of being an entrepreneur?
A: My favorite aspect of being an entrepreneur is the responsibility and ownership that come with building something of your own. I value being able to set standards, shape the way projects are delivered, and create a company culture centered on quality, accountability, and professionalism.
I also appreciate the problem-solving side of entrepreneurship. Every project and every day brings new challenges, and finding practical solutions — whether operational, technical, or client-related — keeps the work engaging and meaningful.
Most of all, I enjoy seeing long-term results: completed projects, satisfied clients, and a strong team that grows with the business. Watching something you built continue to perform and earn trust over time is the most rewarding part.
Q: What has been your most satisfying moment in business?
A: My most satisfying moments in business have been seeing major projects successfully completed and handed over to happy clients — especially the complex ones that required careful coordination and problem-solving from start to finish. Watching a project move from drawings and permits to a finished structure that people can live or work in never stops being rewarding.
Another highly satisfying milestone has been earning repeat business and referrals over many years. When clients come back or recommend us based on past performance, it confirms that our standards, communication, and workmanship made a lasting impression.
On a broader level, building a company that has operated successfully for decades — with strong relationships, a dependable team, and a solid reputation — is something I consider one of the most meaningful achievements.
Q: What do you feel is the major difference between entrepreneurs and those who work for someone else?
A: The major difference is ownership of risk and responsibility. Entrepreneurs carry the final accountability for decisions, outcomes, and consequences. When you run a business, the results — good or bad — ultimately fall on you. That level of responsibility shapes how you think, plan, and act every day.
Entrepreneurs also tend to think long-term and opportunity-focused. Instead of working within a defined role, they’re constantly evaluating how to improve systems, serve customers better, control costs, and create growth. The mindset is less about completing assigned tasks and more about building and sustaining the whole operation.
That said, success in business depends on both entrepreneurs and strong employees. Great team members who take ownership of their roles are invaluable. The difference isn’t about work ethic — it’s about who carries the primary risk, makes the final calls, and steers the direction of the organization.
Q: What kind of culture exists in your organization? How did you establish this tone and why did you institute this particular type of culture?
A: Our organization’s culture is built around accountability, craftsmanship, safety, and respect. We operate with a strong expectation that work is done right, commitments are honored, and communication is direct and professional. In both residential and commercial construction, details matter, so we’ve created a culture where people take ownership of their responsibilities and look out for quality at every stage.
I established this tone by setting clear standards early and reinforcing them consistently — in hiring, training, project management, and client interactions. Expectations are communicated upfront, and leadership stays visible and involved in the field, not just the office. When people see that quality, safety, and integrity are non-negotiable, those values become part of daily behavior rather than slogans.
We chose this type of culture because construction projects depend on teamwork and trust. A disciplined, respectful, and solutions-oriented environment reduces mistakes, improves morale, and delivers better results for clients. Over time, that culture becomes a competitive advantage as well as a point of pride for the team.
Q: In one word, characterize your life as an entrepreneur.
A: Accountable.
Entrepreneurship, especially in construction, ultimately comes down to ownership — of decisions, results, relationships, and standards. Every project, commitment, and outcome carries your name, and that responsibility drives discipline, problem-solving, and continuous improvement every day.