Why Contractor Operations Break at Scale
Contractors COO is an implementation practice built and operated by The KPS Group. We work exclusively with owner-led contractor businesses — GCs, trade contractors, and home service operators at the $1M–$10M stage.
Every contractor who grows past $1M hits the same wall.
The owner-operated model that got you here stops working. You've added people, but accountability hasn't followed. You've grown revenue, but margin hasn't kept pace. You're in more meetings, but executing less. You're working harder to produce the same result — or a slightly worse one.
The problem is not effort. Contractors who grow to $1M–$10M outwork almost everyone. The problem is structure — specifically, the absence of an operating system. The business grew faster than the management infrastructure needed to sustain it.
That gap between revenue and operations doesn't close on its own. It compounds. And it is very expensive by the time most owners decide to address it.
Strategy doesn't fix a failing operation. Cadence does.
Neither strategy sessions nor additional hiring fix a broken operational structure. What works — specifically, reliably, and quickly — is cadence: a consistent, repeatable operating rhythm that doesn't require the owner to personally orchestrate every moving part of the business.
When a business has cadence, decisions move faster because there is a defined process. Teams execute more reliably because accountability is clear. Owners step back from the weeds because the system holds things together without their presence.
What cadence produces
- →Decisions that move from discussion to closure
- →Meetings with outputs, not just attendance
- →Team members who own their function fully
- →An owner who leads instead of operates
- →A business that can function without the owner in every room
Contractor businesses don't fail from lack of strategy. They stall from lack of structure.
Every contractor team we work with already knows what they need to do. They are not short on ideas. They are not short on effort. What they are short on is follow-through infrastructure — the systems that translate a decision made on Monday into a completed action with a named owner by Friday.
Strategy planning sessions do not fix that. Goal-setting retreats do not fix that. More meetings do not fix that. A fixed weekly leadership cadence, a written ownership matrix, a KPI scoreboard reviewed in the room, and a decision threshold that keeps the field moving without calling the owner — those fix it.
We build the infrastructure of execution. We build it inside your business, alongside your team, and we document it so thoroughly that it holds after we step back. That is the only exit condition we accept.
An implementation practice. Not a consulting firm.
The KPS Group operates a focused portfolio of implementation services for contractors at the growth stage — businesses large enough that structure matters, and owner-operated enough that the owner is still the primary constraint.
Contractors COO handles the operational structure. Our sister service, Contractor Job Costing, handles the financial visibility — job costing and cash flow clarity for the same stage of business. Together they represent the operational and financial foundation most growing contractors are missing.
We work in small batches. We stay close to the work. We do not operate a consulting farm with junior staff running your engagement — the people who designed the install are the people running it.
Both services are fixed-scope. Both are built to produce results that stay after the engagement ends. Neither is an indefinite retainer designed to create dependency.
Based in Caddo Mills, TX. Working with contractors nationwide.
Part of a Complete System
Stage 1: Foundation
Contractor Setup Install gets new contractors off to the right start. Entity structure, banking, books, and the barebone operating rhythm.
Learn more →Stage 2: Financial Clarity
Contractor Job Costing gives you real margin numbers and fixes cash flow problems. Built for $750K–$8M contractors who need to know what's profitable.
Learn more →Stage 3: Operations Leadership
Contractors COO is the final piece: the execution infrastructure your team actually needs to scale past the owner-operator model.
You are hereIf the pattern sounds familiar, let's talk.
30-minute discovery call. No pitch before the conversation. We figure out together whether the install makes sense for your business.