with key suppliers and subcontractors. Those partnerships proved particularly important during COVID-era supply chain disruptions, when materials and products were difficult to secure. “Some suppliers really helped us get through that,” Grabbe explains. “When people look after you in those times, you remember it. Loyalty goes both ways.” Durability, warranty strength and aftercare service are all crucial when selecting suppliers. Gold Leaf prefers to work with businesses that will stand behind their products over the long term, even if that means paying slightly more upfront. Subcontractors are chosen with similar care. The company places a premium on reliability, quality and service, reinforcing the idea that a consistent team produces consistent outcomes. THE BUSINESS BEHIND THE BUILDS For all the attention on design and finishing details, Grabbe is equally passionate about something that many builders neglect: financial management. He has watched too many construction companies collapse in recent years, particularly in Queensland, and believes that weak financial literacy is often at the root. “The industry has improved massively in terms of project management,” he says. “There are so many good software platforms now. But I think a lot of builders are getting complacent with understanding their numbers. That’s why we’re seeing so many go bust.” Gold Leaf runs weekly business coaching through the Association of Professional Builders, with a strong focus on financial metrics, cashflow, margins and 19 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 12 GOLD LEAF CONSTRUCTIONS
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