pricing discipline. The company uses Procore as its core project management and financial platform, integrating safety, quality checks, documentation, estimating and client communications into one system. The client portal allows homeowners, including those overseas, to log in and see live updates, daily site photos, variation approvals and upcoming milestones. “Working on the business, not just in it, is key,” Grabbe says. “Understanding your finances is probably the biggest key to having a successful company.” STRATEGIC FOCUS: REFINEMENT, NOT OVERREACH In an era where growth is often equated with success, Gold Leaf is intentionally selective. The goal over the next 12 to 24 months is not to double revenue or open multiple new offices, but to refine systems, deepen expertise and keep improving how existing work is delivered. “We don’t really intend to take on more work than we currently have in our pipeline,” he says.“We want to constantly improve how we do what we do. The industry and materials are changing so fast that staying ahead on technology, safety and best practice is a full-time job in itself.” Weekly business coaching, ongoing training for staff and a willingness to explore new technologies and building systems all feed into that ongoing refinement. Safety management is a particular area of focus, as new materials and products bring new exposure risks and regulatory requirements. Integrating safety processes directly into Procore allows the team to manage risk alongside programme and cost, rather than as an afterthought. 20 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 12
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