Workshops covering all the important construction contract topics specifically for subcontractors. From understanding critical terms, to negotiations and getting paid.

True confession: year after year, my desk-heavy workload quietly robbed me of strength, mental clarity, and confidence in my own health. I kept telling myself I’d “get back to it” after the next deadline, after the next project, after things slowed down. Spoiler: things never slowed down. What finally changed wasn’t my schedule. It was my mindset about why exercise matters in the first place. If you’re a construction project manager, you already know the daily grind: schedules, RFIs stacking up, change order conversations that feel like negotiations with a brick wall, and emails, calls, and texts that never stop. The mental load is relentless. What I discovered (and what science strongly backs) is that the single best tool I found for staying sharp, focused, and mentally resilient at work wasn’t a new app or a better planner. It was moving my body consistently. What Exercise Actually Does to Your Brain Here’s the part nobody tells you enough: exercise isn’t just about your body. When you get moving, your brain releases dopamine, serotonin, and norepinephrine, the chemicals responsible for focus, mood, and mental energy. More importantly, regular exercise increases production of something called BDNF (brain-derived neurotrophic factor), which is basically fertilizer for your neurons. It strengthens the connections in your prefrontal cortex, the part of your brain in charge of planning, decision-making, and juggling competing priorities. For a construction PM, that translates directly to: •      Switching between tasks without losing your train of thought •      Making sharper decisions under deadline pressure •      Filtering distractions when three people need your attention at once •      Recovering faster mentally after an interruption or a frustrating conversation That’s not a wellness pitch. That’s your prefrontal cortex working better because you gave it what it needed. This Isn’t About Looks — And That Mindset Matters Let’s get something out of the way early because it’s important: if your only motivation for exercising is to lose weight or look better, you’re building on a shaky foundation. Those goals are fine, but they’re slow to show results, easy to get discouraged by, and the moment you miss a few sessions, the whole habit collapses because the mirror doesn’t lie. The real reasons to exercise (the ones that actually keep you going) are about how you feel and how you function. Energy at 3pm instead of brain fog. Sleeping through the night instead of lying there rehashing the day’s problems. Walking into a tense owner’s meeting with a clear head instead of a cortisol hangover. Those are the payoffs you’ll notice within days, not months. And those are the reasons that stick. I stopped exercising “to get in shape” and started exercising because I wanted to be sharp and present so I can excel at work and at home. That single shift in thinking changed everything for me. The Tired-at-the-End-of-the-Day Problem (And How to Beat It) Here’s the honest truth about exercising after a long day: it’s hard. You’re drained. The couch is right there. Your brain is telling you that you’ve already done enough and you deserve to rest. And you know what? That brain of yours isn’t entirely wrong – you probably have done a lot. But here’s what I’ve learned firsthand: the tiredness you feel at the end of a stressful workday is mostly mental fatigue, not physical fatigue. Your body hasn’t actually been working that hard. Your mind has. And the counterintuitive truth is that physical movement is one of the fastest ways to clear mental fatigue. Even 20 minutes of movement will leave you feeling more recovered than if you’d just sat on the couch. A few things that helped me push through the evening resistance: Lower the bar deliberately. Tell yourself you only go for 10 minutes. That’s it. Ten minutes of movement. Almost every time, once you start, you’ll keep going. But even if you don’t, ten minutes beat zero and you’ve kept your commitment to yourself, which matters. Put your workout clothes on the moment you get home. It sounds almost too simple, but it works. The act of changing clothes is a physical signal to your brain that the workday is over and a new mode is beginning. Don’t sit down first. Change first. Keep a sticky note somewhere visible that says: “I never regret a workout.” Because you won’t. Not once. In hundreds of sessions, I have never finished a workout and thought, “I wish I hadn’t done that.” The regret only flows the other direction. Reframe rest. Rest is a reward you earn after the workout, not a substitute for it. Once that mental shift lands, the couch actually feels better because you’ve earned it. You Don’t Need a Gym — Your Living Room Works Fine One of the biggest lies we tell ourselves is that exercise requires a gym membership, special equipment, or a dedicated hour we don’t have. None of that is true . Plus, paying for a gym membership that you don’t use piles on the guilt of not working out. Your body weight is an incredibly effective resistance tool, and a 25-minute home routine done consistently will beat an elaborate gym program done sporadically every.single.time . Here’s a simple home-based routine that requires zero equipment and can be done in your living room, backyard, or garage: Squats: builds leg and core strength, improves posture from hours of sitting. Start with 3 sets of 10 and build from there. Lunges: targets quads, hamstrings, and glutes while also improving balance and single-leg stability. Push-ups: the classic upper-body and core strengthener. Do them on your kitchen counter of knees if needed at first. No shame in that - that’s exactly where I started back up. Plank holds: one of the best things you can do for your core and lower back, which takes a beating from a desk job. You can start of your elbows for 15-20 seconds and work up. Glute bridges: lying on your back with knees bent and lifting your hips toward the ceiling is a great for countering the hip flexor tightness that comes from sitting all day. Wall sit: a simple, brutal leg-strengthener that requires nothing but a wall to lean against and about 45 seconds of willingness. Mountain climbers or jumping jacks: these get the heart rate up without leaving the house or office. You don’t need to do all of these in one session. Pick four or five, do two to three rounds, and you’re done in under 30 minutes. The goal here isn’t to become a world-class athlete. The goal is to maintain the functional strength your body needs so that a long day at work doesn’t wreck you, and so your brain has the physical foundation it needs to operate at full capacity. Easing In: The Only Way to Make It Last I’ve made the mistake many, many times of early on of going too hard too fast. Three days back into exercising after a long break, I was sore for a week and used that as an excuse to stop. The habit never formed because I turned it into an unpleasant event instead of a routine. Here’s what actually works: Protect the time first, figure out the workout second. Pick two or three days a week and block that time like you would a project meeting. Early morning is great because the day’s chaos hasn’t started yet, but the right time is the time you’ll show up for. Start embarrassingly easy. Your first week back should feel almost too light. A 15-minute walk. Ten squats and ten push-ups. That’s a win. The goal in week one isn’t fitness, it’s building the neural pathway in your brain that says “this is just something I do now.” Don’t increase intensity until the habit feels automatic. Give it four to six weeks before you push harder. Once skipping a session feels weird, that’s when you know the habit is real. That’s when you can safely dial it up. The People Around You May Not Cheer You On (At First) This one caught me off guard, and I wish someone had warned me about it. When you start exercising consistently and your energy improves and you start talking about it, not everyone in your life is going to be supportive. Some colleagues will joke about it. A family member might roll their eyes. A friend might say “must be nice to have the time” with just enough edge to sting a little. Here’s what’s really happening in those moments: people who are sedentary and unhappy about it, even subconsciously, can feel uncomfortable when someone in their circle starts making different choices. Your progress is an indirect mirror of their inaction, and that creates friction. It’s not really about you. It’s about them. The mistake is either getting defensive about your habit or, worse, quietly abandoning it to avoid the social friction. Don’t do either. Just keep going. Don’t make a big deal of it, don’t preach, don’t post about it every day – just do it. Over time, one of two things usually happens: the people around you either start to come around and get curious, or they fade to background noise. Either way, you win. Your choices are not a group decision – this is for you – your health – your life! The Compounding Return What makes this all worth it for high-demand professionals is that the benefits compound. A project manager who is sleeping better, managing stress more effectively, and arriving at work with a clearer head isn’t just healthier, they’re genuinely better at their job. Better at the hard conversations. Better at spotting problems before they escalate. Better at staying calm when the day goes sideways and as we all know, in construction, the day always goes sideways at least once. I started exercising again because I was tired of feeling tired. I kept going because I started noticing real differences in how I thought, how I handled stress, and how I showed up for the people counting on me. That’s the big payoff no fitness ad ever talks about. Start with the time. Start slow. Ignore the noise. Start this week.

Subcontract agreements are rarely “standard,” no matter how often general contractors (GCs) claim they are. In practice, most subcontracts are drafted to greatly favor the GC by shifting risk and payment delays downstream. For subcontractors, understanding and negotiating key provisions can mean the difference between profit and dispute. Below are five of the most heavily negotiated subcontract terms, with examples of typical GC-drafted language and why they should be revised. 1. Pay-When-Paid vs. Pay-If-Paid Clauses (Including Change Orders) Typical GC Language: “Receipt of payment by Contractor from Owner is an express condition precedent to Contractor’s obligation to pay Subcontractor. Subcontractor assumes the risk of Owner’s nonpayment for all Work performed.” “Payment for any approved Change Order work shall be due to Subcontractor only to the extent Contractor has received corresponding payment from Owner for such Change Order.” Why It Matters: Though pay-if-paid clauses are not enforceable in California, many states allow them. A pay-if-paid clause may eliminate your right to payment if the owner does not pay the GC. A pay-when-paid clause typically affects only timing. Many subcontracts extend this risk to change orders, meaning even approved extra work may go unpaid, or may significantly be delayed. Why Subcontractors Should Negotiate: These provisions shift the owner’s ability to pay the GC to you, despite your lack of a contract with the owner. This is especially risky for change work performed at the GC’s direction and at your cost. More Favorable Revision: Require payment within a defined period of time after submission of a payment application (i.e. no longer than 60-90 days) 30-60 days regardless of GC getting paid by owner, unless the subcontractor is the cause of  owner’s non-payment. Require a deadline for approval of change orders and then payment of approved change orders , independent of owner payment. 2. Indemnity Clauses (and Consequential Damages Exposure) Typical GC Language: “To the fullest extent permitted by law, Subcontractor shall indemnify, defend, and hold harmless Contractor, Owner, and their agents (“Indemnitees”) from and against any and all claims, damages, losses, and expenses, including attorneys’ fees, arising out of or resulting from Subcontractor’s performance of the Work, regardless of whether such claim is caused in part by and Indemnitee hereunder. This indemnification obligation expressly includes, without limitation, claims for bodily injury, sickness, disease, or death, or injury to or destruction of tangible property (including loss of use thereof), as well as economic losses, delay damages, loss of use, loss of profits, loss of business opportunity, and other consequential or indirect damages, suffered by the Indemnitees or third parties.” Why It Matters: Indemnity clauses can require you to pay damages and legal defense costs, sometimes before fault is determined. Broad language may also expose you to consequential damages, such as delay costs, lost profits, or extended project impacts. Why Subcontractors Should Negotiate: You may otherwise be responsible for others’ negligence and defense costs that exceed your contract value or insurance coverage. Plus, you have no way to analyze the risk for indirect and consequential damages. More Favorable Revision: Limit indemnity to damages “to the extent caused by” the negligence of you and any of your lower tier subs. Exclude indemnity for the claims to the extent caused by the negligence or willful misconduct of any Indemnitee or third party. Cap liability to the value of the subcontract sum (if you can) and/or the insurance limits in the subcontract for claims covered by insurance. Eliminate or limit consequential damages or make any waiver mutual. Or, only allow it to the extent the GC is liable for these types of damages under the prime contract. 3. Scope of Work, Flow-Down, and Review of Site & Documents Typical GC Language: “Subcontractor shall perform all Work required by the Contract Documents and shall be bound to Contractor by the same terms and conditions by which Contractor is bound to Owner under the Prime Contract, to the extent applicable to Subcontractor’s Work.” “Subcontractor represents that it has carefully examined the Project site and all Contract Documents and has satisfied itself as to the nature and location of the Work, including all conditions that may affect the cost or performance of the Work.” Why It Matters: These provisions can expand your obligations beyond your trade and shift responsibility for site conditions and design issues onto you. Why Subcontractors Should Negotiate: Without clarification, you may be deemed responsible for hidden conditions, design errors, or code compliance- despite not controlling design or having the ability to do more than a regular site visit to observe visible conditions. More Favorable Revision: Review the prime contract documents before signing your subcontract. Limit flow-down obligations to those expressly applicable to your scope and/or those that the prime contract requires the GC to flow down. Clearly define scope and exclusions in your subcontract and make sure the scope section or exhibit takes priority over other conflicting provisions in the subcontract and other Contract Documents. Limit site review to a reasonable visual inspection of accessible site areas and conditions only. Clarify document review is solely for coordinating your work, not for: Identifying design errors Verifying accuracy or completeness Ensuring Contract Documents compliance with laws or codes Require notice of observed issues without assuming design responsibility. 4. Change Order and Extra Work Provisions Typical GC Language: “Subcontractor shall not be entitled to any increase in the Subcontract Price or extension of time unless a written Change Order is issued and executed by Contractor prior to the performance of such work.” “Subcontractor shall provide written notice of any claim for additional compensation or time within three (3) days after the occurrence giving rise to such claim. Failure to provide such notice shall constitute a complete waiver of the claim.” “Subcontractor expressly waives any claim for extra work, delay, or disruption unless strict compliance with the notice and Change Order procedures set forth herein is met.” Why It Matters: Strict procedural requirements can bar recovery- even where extra work is directed or impacts are real. Why Subcontractors Should Negotiate: Claims are often denied due to technical noncompliance. Missing a short notice deadline or proceeding without formal documentation can eliminate your right to compensation or time. More Favorable Revision: Allow notice within a reasonable time (7 - 10 days after impact is known ). Require waiver only if late notice materially prejudices the GC. Acceptance of email notice as initial notice. 5. Termination for Convenience Typical GC Language: “Contractor may, at any time and for its convenience, terminate this Subcontract upon written notice to Subcontractor. In such event, Subcontractor shall be entitled only to payment for Work properly performed through the date of termination, and shall not be entitled to anticipated profits, overhead on unperformed Work, or any other damages.” Why It Matters: This allows the GC to terminate without cause, limiting your recovery only to work performed. Why Subcontractors Should Negotiate: You may incur demobilization costs, lose anticipated profit, and be left cancellation or restocking charges for cancelled POs or commitments and unused materials. More Favorable Revision: Recover demobilization, restocking, safe-off and cancellation costs. Calculate payment for work performed based on % complete per the schedule of values (if there is an SOV). Final Thoughts Subcontracts are risk allocation tools, not just paperwork. GCs routinely draft them to push risk downstream, and subcontractors who don’t negotiate often assume unintended exposure. Focus on high-risk provisions, propose reasonable revisions, and document all changes. A well-negotiated subcontract protects cash flow, limits liability, and positions your business for long-term success in a high-risk industry.

Many subcontractors working on California public works projects are familiar with the pressure that sometimes comes after a project is awarded. A prime contractor submits a subcontract agreement filled with tough terms- broad indemnity clauses, one-sided payment provisions, or heavy risk shifting- and suggests that if the subcontractor does not sign it quickly, they may be replaced. On California public projects, however, that threat is often empty. California Public Contract Code section 4107  gives important protections to subcontractors who were listed in the prime contractor’s bid. In short, once you are listed in the winning bid, the prime contractor generally cannot simply replace you because you refuse to accept unfair subcontract terms. Understanding how this law works can help subcontractors protect themselves during subcontract negotiations. Once You’re Listed, You Matter to the Bid California’s public works bidding system requires prime contractors to list certain subcontractors in their bids. Those listed subcontractors are not just suggestions- they are part of the bid that wins the job. Once the public agency awards the contract, the prime contractor cannot freely swap out those listed subcontractors. The law recognizes that allowing easy substitutions would invite post-award “bid shopping,” where a prime contractor pressures a subcontractor to lower its price or accept unfavorable contract terms by threatening replacement. That is exactly what Public Contract Code section 4107  is designed to prevent. The Prime Contractor Can’t Replace You Without a Valid Reason Under section 4107(a) , a prime contractor cannot substitute another subcontractor for the one listed in the bid unless the public agency approves the substitution and one of the specific reasons listed in the statute exists. The law identifies several situations where substitution may be allowed. For example, substitution may be requested if the subcontractor refuses to sign a written contract for the work it bid, becomes insolvent or bankrupt, refuses to perform the work, cannot provide required bonds, or was listed due to a clerical mistake. Other provisions address situations where the subcontractor lacks the proper license, performs unsatisfactory work, causes delays, or becomes ineligible to work on public projects. (Pub. Cont. Code §4107(a)(1)–(9).) These are serious issues involving performance, licensing, or financial stability. Ordinary contract negotiations are not one of the listed reasons. Saying “No” to Bad Terms Doesn’t Mean You Can Be Replaced One of the most important parts of the statute for subcontractors is section 4107(a)(1) , which deals with situations where a subcontractor refuses to sign a written contract. The key point is that the statute refers to a contract that reflects the scope of work and price contained in the subcontractor’s bid . That matters a lot. Sometimes a prime contractor will send over a subcontract that includes terms the subcontractor never agreed to when it submitted its price. These may include expanded indemnity obligations, unreasonable delay risks, pay-when-paid provisions, or other terms that significantly increase the subcontractor’s exposure. If those terms were not part of the subcontractor’s bid, refusing to sign that version of the subcontract does not automatically give the prime contractor the right to replace the subcontractor. The law does not allow substitution simply because the subcontractor will not accept new or unfair contract terms that go beyond what was originally bid. In other words, Section 4107 prevents a prime contractor from using the threat of substitution as leverage to force subcontractors into signing unfavorable agreements. There’s Also a Formal Process Before Any Substitution Even when a prime contractor believes there is a legitimate reason for substitution, the statute requires a formal process. The prime contractor must submit a substitution request to the public agency and explain the reason. The listed subcontractor must then receive written notice of the request. After receiving notice, the subcontractor has the opportunity to object. If the subcontractor objects in writing within the time allowed by the statute, the public agency must hold a hearing before deciding whether substitution will be allowed. (Pub. Cont. Code §4107.) This process gives subcontractors the chance to explain their position before the public agency makes a decision. Why Your Bid Should Include Your Own Terms Subcontractors can make these legal protections even stronger by including their own terms and conditions in their bids or proposals . Because Section 4107 looks at the contract reflected in the subcontractor’s bid, including terms in your proposal helps define the agreement you are willing to enter into. If your bid includes conditions related to payment timing, change orders, risk allocation, or dispute procedures, those conditions help establish the framework for the subcontract that should follow. If the prime contractor later presents a subcontract that ignores or contradicts those terms, you have a stronger argument that the proposed contract does not match your bid. Including terms in your proposal can: Clarify the deal your price is based on Limit the ability of a prime contractor to introduce new risk after the bid Strengthen your position if a substitution request is made Help ensure the final subcontract reflects the terms you expected The Bottom Line California’s Subletting and Subcontracting Fair Practices Act gives real protection to subcontractors on public works projects. Under Public Contract Code section 4107 , a subcontractor listed in a winning bid cannot be replaced unless one of the specific statutory reasons exists and the public agency approves the substitution. Just as importantly, refusing to accept new or unfair subcontract terms is not a valid reason to remove a listed subcontractor. By understanding these protections- and by including clear terms and conditions in their bids- subcontractors can better protect themselves and negotiate subcontracts that reflect the deal they actually bid.

How We Train Our time-tested, dynamic workshop environment keeps your team more engaged, which provides an enjoyable experience. Our minds are way more open to learning when we are enjoying the process! Current industry topics are integrated with established law to provide a deeper understanding of contract terms and pro-active contract management. We provide training three ways: (1) Workshops Online - These are periodic live webinars designed to tackle the unique issues subcontractors face. (2) Workshops On Site - These provide convenience and privacy to your team in a venue that allows optimal understanding for all participants. This also encourages open dialog to target the specific information your team needs most. Select from a wide variety of topics so that your workshop can be tailored to meet your team's specific needs. (3) Subcontractor Summits - These are full-day workshops open to any attendees who register. Workshops OPD WORKSHOPS are designed to resolve the unique issues faced by contractors and focus on topics such as understanding and editing subcontracts, tackling claims procedures, and performing work. Unique to our Workshops, we also provide actionable strategies for you to implement what you've learned, including how to become an effective communicator and negotiator. Each Workshop begins with an energetic classroom session with engaging Q and A, and many include specific hands-on challenges such as redlining subcontract terms or our entertaining “project gone wrong” hypothetical case studies and time management exercises where you put your newfound skills to the test. Who Should Attend? Company Owners and Management Project Managers and Project Engineers Risk Managers Contract Administrators Superintendents Why Train? Increase Profits: Projects are bid with tight margins to ensure success of an award. But, those thin margins are soon eaten up by avoidable mistakes that often result from simply being ignorant as to your contractual obligations and how to work the system to your advantage. Focused training by a professional increases your team's ability to properly and confidently manage the contract and assert your rights! Talent Retention and Productivity: According to Indeed.com: "Implementing training programs in the workplace will help employees feel like the company is invested in them. By continuing to teach your employees new skills and abilities, they will not just become better workers, they will feel like more productive members of the organization. This will improve their morale as well as their workplace capabilities." Our Most Popular Workshops Understanding and Negotiating Contract Terms Learn More The Devil is in the Details - Managing Project Documentation, Changes and Claims Learn More BUILD YOUR DAY: Your Personal Critical Path - Effective Time Management for the Busy Construction Professional Learn More Articles Deadlines, Distractions, and Discipline: Why Exercise Changes the Game Pam Scholefield Apr 16 7 min read Most Heavily Negotiated Subcontract Terms Pam Scholefield Mar 25 5 min read Listed Subs are Protected Under CA Public Contract Code Pam Scholefield Mar 4 4 min read 2026 Levels the Playing Field for Retention and Extra Work Payments on Private Works Projects Pam Scholefield Jan 21 5 min read ✍️Doing It Anyway: Growing into a Career I Never Expected Amber Arras Dec 2, 2025 3 min read Shine the Light on Hidden Subcontract Traps Pam Scholefield Nov 12, 2025 5 min read

Popular On Site Workshops Popular Workshops On Site Training: Provides convenience and privacy to your team in a venue that allows optimal understanding for all participants. This also encourages open dialog to target the specific information your team needs most. Tailored Topics: Select from a wide variety of standard topics that can be tailored to meet your specific needs. Current industry topics are integrated with established law to provide a deeper understanding of contract terms and pro-active contract management. Workshop Sessions: Our time-tested workshop environment keeps your team more engaged, which provides an enjoyable experience. Our minds are way more open to learning when we are enjoying the process! Back to Home Understanding and Negotiating Contract Terms This workshop covers the contract terms that pose the most risk and that often provide fertile ground for disputes. Attendees will learn ways to edit and negotiate such terms to level the playing field. This workshop explores terms such as: pay-if-paid/pay-when-paid; retention; integration clauses; incorporation of the prime contract; termination for cause and convenience; indemnity and liability; liquidated damages; notice provisions; no-damage-for-delay clauses; force majeure, and sleeper clauses such venue and choice of law. The workshop includes practical and entertaining exercises such as the "timed" contract term scavenger hunt and a mock negotiation of contract terms. Back to Home The Devil is in the Details - Managing Project Documentation, Changes and Claims The devil is truly in the details as this workshop works through key contract terms while emphasizing the importance of properly organized and detailed paperwork by exploring the following topics: This Workshop emphasizes well-organized project files, clear communication, and good documentation as your best tools for ensuring a smooth project and minimizing and managing disputes. When you know how to professionally respond to directives, give proper notice, track extra work, assert your contract rights, and proceed under protest when needed, you protect your company without damaging customer relationships. The hands-on case study walks through the process step-by-step so you leave knowing exactly how to confidently handle whatever comes your way on any project! In this Workshop, you’ll learn how to: Organize contracts and project files early to build a strong administrative foundation. Identify contract clauses that may create unexpected risk and understand roles and responsibilities upfront. Use a collaborative, practical approach to project management to keep teams aligned and work moving forward smoothly. Recognize and handle a difficult project player before issues escalate. Manage project documentation effectively by: Set up and maintaining clean, consistent project files Track RFIs, submittals, and change orders Pay attention to meeting minutes Write daily reports with the right content and purpose Produce clear, professional communication to reduce risk, prevent disputes, and support overall project success. You’ll also gain key insight and confidence with: When and how to assert contract rights Responding to written and verbal directives Providing timely notice and documentation to protect against claims Working under protest effectively Enforcing change orders and claims in a customer-focused way Tracking and documenting extra or changed work The Workshop culminates with an entertaining hypothetical case study where you’ll learn what to do step-by-step when faced with potential “extra” work, including drafting a proper RFI, submitting a change order request, proceeding under protest, and then drafting a claim! Back to Home Contract Terms Devil in Details BUILD YOUR DAY: Your Personal Critical Path - Effective Time Management for the Busy Construction Professional For most professionals, the continual rush and constant interruptions brought by emails and texts have made it nearly impossible to distinguish between what is important verses what claims to be urgent. With no daily plan, tasks compete for attention, and essential responsibilities slip through the cracks and then turn urgent. This Workshop focuses on practical, real-world skills that construction professionals can rely on to manage their time more successfully. Whether you're managing bids, change orders, people, or procurement, or maybe doing it all, this Workshop lets you take control of your day using practical strategic methods developed from proven frameworks. Attendees learn to plan their day, prioritize the right tasks, and stay on track while balancing jobsite demands, office responsibilities, and constant interruptions. Attendees find out how to ensure that important time-dependent items (such as bids, submittals, RFIs, Change Order requests, procurement, planning, and reporting) receive adequate attention to produce on-time, high quality work while reducing stress and leaving time for themselves to enjoy weekends and even take a stress-free vacation! Back to Home Changes and Claims

San Diego Subcontractor Summit Ended 390 US dollars $390 View Course