The Contractor Grow Show

How Neptune Builds Trust, Retrofits & Dream Homes in Los Angeles

In this episode of The Contractor Grow Show, Mark Lamberth sits down with Boaz Hillel of Neptune Construction & Remodeling in North Hollywood, CA. Celebrating 18 years in business, Boaz shares how Neptune evolved from full-service remodeling into one of Los Angeles’ go-to FEMA-certified soft-story retrofit specialists—while still helping clients design and build their dream homes. Boaz dives into how he leads with values, trust, and transparency: from detailed 3D pre-design that reduces change orders, to a printed “trust packet” of licenses, insurance, certifications, and live client references. If you’re a remodeler or GC who wants better projects, better clients, and a better reputation, this is a masterclass in how to do it. Key takeaways: * How Neptune grew over 18 years into a 5-star rated remodel + retrofit company * Why ~60% of their work is now Los Angeles soft-story seismic retrofits * How 3D design tools help clients decide everything before work starts * The “trust packet” Boaz brings to every estimate (licenses, insurance, real client phone numbers) * Ways to protect and respect tenants during major building work (parking, access, trenches) * Why Neptune limits active projects so Boaz can visit sites daily and maintain quality * How long-term relationships with subs and inspectors support consistent results * A values-first mindset: building a reputation that outlasts any single project

How Capo Projects Wins Massive Institutional RFPs (Without Being the Cheapest)

In this episode of The Contractor Grow Show, Mark sits down with Adam Trimm of Capo Projects Group, a 30-person construction consulting and project controls firm based in San Clemente, California. Adam shares how his four-partner team supports data centers, utilities, hospitals, schools, and major civil projects across the U.S.—and why they’re often chosen over bigger competitors even when they’re not the lowest bid. They dig into how Capo Projects pre-positions for multi-million and billion-dollar opportunities, builds deep relationships with both contractors and institutional owners, and uses tech (including their PlanGo platform and AI experiments) to streamline scheduling and de-risk complex jobs. If you’re serious about moving up-market or competing on more than just price, this conversation is a playbook. Key takeaways: * How four ex–heavy civil pros built a 30-person consulting firm over 13–14 years * The evolution from GC-focused work to 50–60% of revenue coming directly from institutional owners * Why pre-positioning off capital improvement plans (CIPs) is critical before an RFP ever drops * How they win RFPs on value, resumes, and risk reduction—not just low fees * The role of face-to-face site visits and relationship-building in landing massive projects * How their PlanGo scheduling platform was born from internal needs, then spun out as a product * Where AI can (and can’t yet) replace the “salty 40-year superintendent” in project scheduling * Why investing thousands in travel and pursuit work upfront can transform your hit rate at the top end

How a Navajo Contractor Is Redefining Remodels in Park City & Salt Lake

Navajo contractor Eric Natay of Natay Construction shares how he’s redefining high-end remodeling in Park City and the Salt Lake area by bringing serious planning, integrity, and professionalism back to the trades. From growing up with a single mom in Utah and spending summers on the Navajo reservation, to quitting his job in March 2020 and building a company around process and respect, Eric’s story is as powerful as it is practical for builders. In this episode of The Contractor Grow Show, Eric breaks down the estimating and sales system that wins better clients, avoids ugly change orders, and actually increases project budgets—while keeping homeowners happy. If you’re a remodeler or custom home builder who wants fewer horror stories and more 5‑star reviews, this conversation is a blueprint. Key takeaways: * How Eric’s Navajo heritage and upbringing shaped his mission to “break contractor stereotypes” * The planning lessons he learned on the reservation that solved COVID‑era material shortages * Why he focuses on remodels (not just new builds) to make the biggest impact for homeowners * His two-step estimating process: fast “projected estimate” then paid detailed preconstruction * How stacking small commitments builds trust and leads to bigger, better-funded projects

One Point of Contact, 42 States: How Soft Rock Wins Commercial Work With Analog Service

In this episode of The Contractor Grow Show, Mark talks with David Konechne of Soft Rock Construction Management in Greenwood Village, CO, about how he and partner Jay Terry Hauge left a larger GC to build a 20-person firm that handles commercial projects from “birth to death” with a single point of contact. David explains why going “back to analog” with real phone calls—supported by smart use of tools like Procore—helps big clients like Belco, Crestone, Comcast, and Janus Henderson open sooner, save money, and feel truly heard on every project. * How David saw large GCs fragment client relationships across business development, estimating, project management, and closeout—and why repeated client feedback of “we just want one person to call” sparked Soft Rock’s launch. * The origin story of Soft Rock: leaving a previous firm, starting in David’s basement with four people, and growing to nearly 20 employees while keeping 90 percent of work coming from repeat clients. * What “one point of contact” really looks like in practice: in-house permitting, tighter schedules, fewer hand-offs, and cutting a 12-week project to 10 weeks so banks and commercial clients can open doors and start ROI sooner. * The communication playbook: when David stops emailing and just calls, how Procore daily logs, photos, and schedules let him instantly see which jobs need attention, and how monthly financial reviews flag projects that are drifting off-course. * How his architecture degree from North Dakota State (with a focus on constructability and sustainability) helps him read plans faster, anticipate issues, and send RFIs with actual solution options and time/cost impacts instead of just dumping problems on architects. * Running a healthy partnership: trusting a more experienced partner to make final calls, building buy-in before moving forward, and sending a transparent Friday company update so every superintendent and laborer knows where they’re headed next. * Soft Rock’s range of work—from downtown Denver sidewalks poured in time for a Taylor Swift concert, to Comcast guard stations, to high-end law offices—and why David trains clients to call him directly instead of emailing or waiting for a chain of replies. * Their operating footprint: licensed in 42 states but primarily focused along the Front Range from Cheyenne to Pueblo, following key clients while maintaining the responsiveness and relationship-based service that set them apart.

From 26 Guys to a Tight Crew: Ben Russell on Profit, Boundaries, and Happy Employees

In this episode of The Contractor Grow Show, Mark sits down with Ben Russell of Russell Interior Systems in Escondido, CA, a specialty contractor focused on acoustical ceilings, T‑bar systems, and drywall in the greater San Diego area. Ben shares lessons from nearly four decades in the trades—from working for 10+ companies and serving as a field superintendent, to launching his own firm, scaling up to 26 people, and then intentionally shrinking to a lean, profitable crew. * How Ben went from working in the field straight out of high school in the late 1980s to running T‑bar and acoustical ceiling crews, then stepping into a superintendent role for over 12 years before starting Russell Interior Systems in 2008–2014. * Why he credits strong mentors at big companies for teaching him “good habits”—safety, profitability, and people management—and how he intentionally copied what worked while rejecting the bad examples. * His philosophy of “stay in your lane”: only doing work they’re licensed and truly experienced for, saying no to high‑risk scopes like storefront glazing or complex custom door systems, and avoiding the temptation to chase every dollar. * How he scaled up to a 26‑person company, then realized the stress, risk, thin margins, and constant manpower scramble weren’t worth it—and why he prefers a 3–10 person crew that can still hit the same profit with less chaos. * The simple math that guides his decisions: choosing 1M at 20% profit over 2M at 10%, refusing to cut bids by 10–15% just to win work, and why landing more than 50% of open-market bids is a sign your prices are too low. * How repeat property managers, long‑term commercial clients, and relationship-based work let him bid less, win more, and avoid the race-to-the-bottom “five bids” trap that eats office time and destroys margins. * His approach to employee retention: fair pay, timely raises, not saving raises for when someone gives notice, buying lunch, paying a sick day here and there, and never dumping only the worst out‑of‑town or “crap work” on good hands. * Practical red flags he uses to vet clients—especially slow-pay commercial accounts that drift past 45–60 days—and why he’s walked away from certain GCs only to see them later end up in Chapter 11, confirming his instincts about cashflow risk.