Buildertrend’s rise to 500 employees

Show Notes

On this exciting episode of The Building Code we are celebrating reaching a milestone of hiring 500 full-time employees. Yep, you read that right … 500. Paul and Tom are joined by Josh Kaiser, Vice President of Sales, to talk about the work and the process it took to reach this mark of 500 employees.

How Did We Get to 500 Employees?

If you have listened to our first episode with our three cofounders, you know how Buildertrend started – But how did we go from a team of three to 500? The first employee hired was our very own podcast cohost, Paul Wurth. (Tom was the 150th employee and Josh Kaiser was “somewhere in the 50s”). From 2006 until about 2014, the sales department consisted of Paul and four others. Today, the department houses 190 employees.

Four years ago, Buildertrend buckled down and started heavily strategizing. And this is where Josh Kaiser comes in. When Josh came on board, Paul was able to focus on the strategy side of gaining customers. Responsible for the scripts the sales team uses to guide their calls, he knew what they needed to be saying, how they needed to be saying it and why it all mattered.

Once strategy for attracting new clients was nailed down, Josh and Paul were able to forge ahead with training new sales team members. It’s all a trickle effect from there. More salespeople meant more clients. More clients meant more feedback and help using the software, which meant more developers and coaches were needed – and quick. The need for more employees meant Buildertrend needed more recruiters, and a marketing team to get the word out.

Challenges

Although Buildertrend has grown rapidly, it is silly to assume there haven’t been significant challenges. From 2006 until 2009, the country was in a recession, which caused complications for many home builders. The sales department at Buildertrend had to change how they marketed the software. Instead of focusing on home building, they focused on remodelers. This was also during a time when web-based software seemed still so unknown to prospective clients. It wasn’t until later in 2009 when the industry started to accept internet-based software, causing momentum and a whole lotta opportunity.

As more clients were obtained, a new challenge arose: employees. Recruiting people was difficult, so the Buildertrend team visited nearby colleges. Today, we have a hard-working recruiting team who have hired nearly 250 people in the last year. The sales team alone has gone from 13 employees to 190 in just four years.

Key Takeaways

  • When starting out, you have to find the best ways to do things using experience. Once you know the best way, find great people to challenge that process to make it even better.
  • Onboarding is so important! Have processes in place for the new employees to walk into.
  • Set clear expectations, so a new hire will know how they can succeed and how they could fail.
  • Realize there are people who can do something better than you. Be willing to step away and let them take over. This is the catalyst for sustained growth.

What does the future for Buildertrend look like? One word: growth. There is still a need for project management software in the industry since many businesses still rely on pen and paper. If Buildertrend continues to do things the right way and keep finding the right people, growth is the only option. As the guys say in this episode, “the sky is the limit.”

Celebrating 500 Employees

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Transcript

Tom Houghton:

Youโ€™re listening to โ€œThe Building Code.โ€ Iโ€™m Tom Houghton.

Paul Wurth:

Iโ€™m Paul.

Tom Houghton:

Just Paul. First name basis now.

Paul Wurth:

Just keeping it casual.

Tom Houghton:

Thatโ€™s good. I like that.

Paul Wurth:

Appreciate that.

Tom Houghton:

Yeah. Weโ€™ll bring our guest on in just a minute, but first I wanted to remind you that weโ€™re taking Buildertrend University on the road. Weโ€™ll be hosting Buildertrend University in Dallas, Texas, on October 3rd, 2019. Anyone is welcome to attend. Itโ€™s a one day conference for you and your team to learn more and optimize your usage of Buildertrend. You can sign up online at buildertrendu.com/Dallas. Paul and I will be there and we hope to see you there too. Now weโ€™ll get started with todayโ€™s guest.

Tom Houghton:

Today on our episode, we have a big celebration happening around the office cause we hired our 500th employee, full-time employee.

Paul Wurth:

Pretty crazy.

Tom Houghton:

500 people.

Paul Wurth:

Mm-hmm (affirmative). And to talk about the history of how we went from one to 500. Weโ€™ve brought in a very special guest, VP of Sales, Josh Kaiser. Welcome Josh

Josh Kaiser:

Pleasure to be here. Thereโ€™s no round of applause in the background or anything, is there? Tom could plug that in.

Tom Houghton:

Yeah, weโ€™ll put that in.

Josh Kaiser:

Thanks Tom.

Paul Wurth:

Weโ€™ll put that in post.

Tom Houghton:

Yeah, yeah.

Paul Wurth:

Industry term.

Tom Houghton:

Itโ€™s just making my life easier.

Paul Wurth:

There ya go.

Tom Houghton:

Yeah.

Tom Houghton:

Josh, welcome to the podcast.

Josh Kaiser:

Hey, thanks for having me Tom.

Tom Houghton:

Hey, you guys have a lot of people up there. I think thatโ€™s part of the reason why youโ€™re on this is that your division is responsible for getting us to this number.

Josh Kaiser:

Yeah, we do. I think itโ€™s been crazy. The last, well really four years, that weโ€™ve really scaled it, but yeah, I think close to 190 or so that Paul and I have really overseen in sales for the past four years. Itโ€™s been a wild ride.

Tom Houghton:

Thatโ€™s incredible.

Paul Wurth:

Yeah. Yeah. And Josh was an integral part of the actual acceleration, not only of the bodies, but the way we think about sales and how we thought, how to grow this thing. And essentially it boiled down to, and weโ€™ll get into it, but it boiled down to how do we get the word out. Right? In this industry that we are doing X and we need to get in front of as many of the contractors as possible. Itโ€™s an industry that weโ€™ve talked about a lot that you wouldnโ€™t maybe apply normal marketing practices to. It does take a lot of, for lack of a better term, like handholding or like just a little bit more physical connection with people. And more importantly just takes volume of interactions, which we found. So weโ€™ll get into some of the numbers of how many calls we make and what that body of 190 people are able to do in a day, in a week, in a month.

Tom Houghton:

Yeah. Letโ€™s first go back and look at how we got to 500 employees though. So on this show, letโ€™s see. Letโ€™s do a quick recap. So Paul Wurth employee number one.

Paul Wurth:

E-one.

Tom Houghton:

Okay.

Josh Kaiser:

How many times has that been brought up in the podcast?

Tom Houghton:

Oh too many.

Paul Wurth:

I donโ€™t think, I donโ€™t know. Has it ever been said?

Tom Houghton:

I think itโ€™s been said a few times.

Paul Wurth:

Huh, donโ€™t remember.

Tom Houghton:

Yeah, thatโ€™s weird.

Josh Kaiser:

Shocked.

Tom Houghton:

Thatโ€™s weird. So we got employee number one. Josh-

Josh Kaiser:

I think I was somewhere between 50 and 60, I donโ€™t know the exact number.

Tom Houghton:

Okay. I was employee number 150.

Josh Kaiser:

Wow.

Paul Wurth:

Really?

Tom Houghton:

Yeah.

Paul Wurth:

Oh, wow.

Tom Houghton:

So, but again, I donโ€™t know, this is whatโ€™s weird with the 500th, we have more than 500 people working here but this is our 500th full-time hire. So I donโ€™t know if my number is thrown off by that. My 150,

Paul Wurth:

You mean the set of great interns we have.

Tom Houghton:

We have got a lot of great interns.

Josh Kaiser:

Youโ€™re saying though, those put us over the 500 mark, but this would be our 500th full-time [crosstalk 00:03:25].

Tom Houghton:

Full-time, dedicated employee. So I donโ€™t know if my number, thatโ€™s what Iโ€™m saying, I donโ€™t know if my 150 is inclusive of interns or not.

Josh Kaiser:

I donโ€™t think itโ€™s inclusive of interns.

Tom Houghton:

How long have you been here, Josh?

Josh Kaiser:

Iโ€™ve been here, it was four years in August.

Tom Houghton:

Okay. I just celebrated three years.

Josh Kaiser:

Fun fact, my wife has been here longer than I have as an employee.

Tom Houghton:

And you are the only married couple here that work under the same roof.

Josh Kaiser:

Correct. For the time being โ€ฆ

Paul Wurth:

Thereโ€™s one on the way.

Tom Houghton:

That sounds like thereโ€™s a bun in the oven there.

Paul Wurth:

Well, thereโ€™s a new couple on the way.

Tom Houghton:

Thatโ€™s true.

Josh Kaiser:

There is kind of a bun in the oven.

Tom Houghton:

There you go.

Paul Wurth:

As far as Buildertrend goes-

Josh Kaiser:

New Buildertrend couple.

Tom Houghton:

Hot off the presses. Stay tuned for that episode later, I guess.

Paul Wurth:

Hey, weโ€™ll give you a picture of the engaged couple.

Tom Houghton:

Oh, there you go.

Paul Wurth:

On the show notes.

Tom Houghton:

Check out the show notes.

Paul Wurth:

So on the show notes, weโ€™ll show you our 500th employee and then weโ€™ll also take a picture of the engaged couple.

Tom Houghton:

Yeah.

Paul Wurth:

Teaser.

Tom Houghton:

Thatโ€™s good.

Paul Wurth:

Letโ€™s get back to it.

Tom Houghton:

Back to it. So letโ€™s reverse the clock. Paul, obviously youโ€™ve been around since the beginning. Josh came in four years ago. I came in three years ago. And so you can see even in that one year gap between you and I, there was some big growth, but now since three years ago to here, weโ€™ve just pedal to the metal and just exploded. What challenges in your opinion, Josh, have we had to tackle in order to get through that growth period?

Josh Kaiser:

A lot of challenges, I would say the first was just finding the people from a recruiting standpoint. We have a lot of good colleges around that weโ€™ve been able to pull from, but to grow at that level of that many people, it took a huge effort from our recruiting team. I think this year alone, weโ€™re going to hire close to 250, maybe 300 people this year alone. So that was probably the biggest hurdle.

Josh Kaiser:

And then I think to piggyback on what Paul said earlier is just from us specifically in sales, when I came on to help Paul oversee it, I think we had 13 employees in sales and today thatโ€™s 190. So in just four short years, itโ€™s gone from 13 to 190. And I would say on top of finding the bodies, was just the process stuff that Paul had talked about, and us really understanding what our strategy is, how weโ€™re going to go to market, how weโ€™re going to teach our employees the right processes and structure to actually get that kind of growth in that amount of time.

Paul Wurth:

Yeah. So we started in 2006. October will be our 13th year. And from 2006 to call it 2015 or 2014, it was myself and four other original salespeople for Buildertrend. It was really, as many construction companies who are listening to this know, from 2006, 2009, was a pretty rough time for the industry and a different sale, really. It was even before we had iPhones or iPads.

Paul Wurth:

And so the reality of using a, what we could refer to back then as a web based software was kind of farfetched for most companies. And so we were calling on a lot of people and getting a little response and with the invention of not only the mobile phone, but also just the industry started to accept internet based ways of doing things. We started seeing a little bit more momentum and then we really saw an opportunity. And so right before Josh got there, we hired our initial like five to 10, what weโ€™d say second generation salespeople for Buildertrend. And with the success and some of the failure of those processes, Josh came in and really helped lead the strategy. We worked on it together, but a lot of it was his past. Histories of other companies, the strategy, and how to move forward. And really the goal, was like I said earlier, we got to get the word out about us. Thatโ€™s the only way for the industry to know that we exist and the benefits of Buildertrend and so that was our main focus.

Tom Houghton:

I really want to try to dive in for our listeners to make sure they know what hurdles are in front of them. Because again, I think our target market for this podcast is somebody who wants to grow their business. Weโ€™re obviously talking about employees and thatโ€™s always a challenge to figure out how do you find the people. You kind of mentioned that. How do you set those processes in place to give them success? So can we try to dive in more specifically to what were the processes that you were facing at the beginning with trying to figure out adding these like second-generation salespeople?

Josh Kaiser:

Yeah, I mean, I think initially it was just making sure that we were putting our best foot forward as it relates to sales person to sales person on how we were talking about our solution.

Josh Kaiser:

For instance, we do whatโ€™s called demonstrations, which all our clients are aware of. Theyโ€™ve gotten demonstrations in the past. We probably call them a thousand times to get that demonstration. But there was realโ€ฆto keep it really basic to your question, Tom, there was no strategy around how we even demoed the product back then. We had great salespeople. Paul was one of the originals, but they all kind of did it their own way. And I think thatโ€™s, to our clients, I think some of the struggles of just growing a team is making sure that you find the best way to do things. Just through whether itโ€™s experience or past jobs or finding really good people that can find better ways of doing things.

Josh Kaiser:

And thatโ€™s really where the process is developed, is through you find great people, you replicate what they do as you can. And then you find really good people to challenge those great people. And thatโ€™s how the process kind of evolves.

Josh Kaiser:

And so taking it back to the basis of where we started, it was just, whatโ€™s our message to the market on who Buildertrend is and the product that we have and how it can help them in their business moving forward and making sure that that was streamlined. So that when we did start to scale, there was defined things in place that, as a new employee and thereโ€™s enough going on in your head on like, โ€œHow am I going to bring value? I have a new job. Iโ€™m scared. How am I going to get into the mix?โ€

Josh Kaiser:

We can alleviate a lot of that by just saying, we know how to do the job because weโ€™ve had a lot of really good people that have done the job. And hereโ€™s basically the blueprint that defines success. And thatโ€™s, whatโ€™s gotten us to this point is just utilizing our best people, making sure that the message that we had to the market was the one that was succinct and the same across the board, and then allowing the individual talents of our people to really shine.

Paul Wurth:

Yeah. I just want to add onto that because I think if you correlate this conversation, obviously 500 employees, like most of our clients, almost all of them donโ€™t have 500 or probably even 100, but I think you can correlate to how we grew with one of the most important things Josh said is that you have to have a process for a new employee to walk into.

Paul Wurth:

And because a lot of construction companies prior to Buildertrend and Buildertrend is usually their vehicle for process, which is great. You hire somebody and you just say, go figure it out, go follow Jim around for two weeks. And you expect that person to be really good or know that theyโ€™re winning or losing, which is really hard for them. So I would say that the biggest advice whether in the next year youโ€™re going to hire one person, 10 people, or 50 is make sure you define what their process is going to be when they come onboard and define how theyโ€™re going to win and lose. Cause then youโ€™re going to have a really good onboarding experience and have much more success in keeping great people long-term.

Tom Houghton:

Yeah. Itโ€™s good to like setting their expectation. So that way also they can meet that and succeed. Right? Thatโ€™s part of that process.

Paul Wurth:

Yeah. And Buildertrend for a lot of construction companies allows them to do that without looking like they donโ€™t know what theyโ€™re doing. Because honestly, before Buildertrend an employee might come in and go, โ€œSo how do you guys schedule?โ€ โ€œWell, Bill does it this way. Jim does it this way. Mike does it that way.โ€ And theyโ€™re just like, โ€œWell, which way do you want me to do it?โ€ Right? Or, โ€œWhere do I put a daily log? Or how do I go find a certain document?โ€ And if the construction company has seven different places to do those things, that probably doesnโ€™t show that company in the best light to a new employee. Right?

Tom Houghton:

So it helps get that structure for them to help them succeed with their business.

Paul Wurth:

Yeah. You just point an employee to one place instead of seven.

Tom Houghton:

Yep.

Josh Kaiser:

Yeah. And I think we all want to hire superstars, right? But theyโ€™re really, really hard to find and even superstars need help. And I think knowing that not very many superstars exist out there, at least initially in their job, you really have to look at yourself in the mirror as a business to say, โ€œWhat are we going to help? And how are we going to help these people become that? And how do we take the below average employee and make them average? And how do we take the average and make them good? And how do we take the good and make them great?โ€ And thatโ€™s through past experience of the business and really defining best practices around their role so that you give them the ability to free up and become great over time.

Tom Houghton:

Awesome. I love that. This is going to be the new Josh Kaiser quote of โ€œEven superheroes need help.โ€

Paul Wurth:

That was pretty good. Did you just come up with that?

Josh Kaiser:

I donโ€™t think I said superheroes did I? But I see what youโ€™re alluding to.

Paul Wurth:

I guess thatโ€™s your quote now I [crosstalk]

Josh Kaiser:

I think I said superstar.

Tom Houghton:

Superstar, Superheroes. I mean, theyโ€™re all [crosstalk].

Josh Kaiser:

I donโ€™t watch the Marvel movies Tom.

Tom Houghton:

Superstars, basketball players, superheroes, sci-fi. Itโ€™s fantastic.

Paul Wurth:

Very on brand for both of you.

Tom Houghton:

That was good. Yeah. That was very true. Okay. So weโ€™re basically getting the knowledge of four years going from 13 to 190. When do you feel like we really hit our stride in that segment? Can you try to narrow that down for us?

Josh Kaiser:

Well, I think we probably, I felt like we hit our stride and Paulโ€™s going to love this cause this is going to boost his ego even more, but I think pretty early on Paulโ€™s big for us around our messaging. We have scripts for everything that we do. So our BDRs that are cold calling out, our BDS is that our doing our meetings, Paulโ€™s been the brains behind what we say, why we say it. And so I think initially for me, when I felt like we really hit our stride was when we decided to pull Paul off of him being a regional sales manager for us and actually doing meetings and having him oversee the messaging, our go to market strategy, what are we going to say? Why are we going to say it? He was the one that really built the brains behind all of those things that our sales team utilizes.

Josh Kaiser:

And without that itโ€™s impossible to scale. So I think that goes back to what Paul was saying about just onboarding and what does that two weeks look like for a new employee. For us itโ€™s every day, but what do they need to be saying? Why they need to be saying it that way? For some of our customers, if itโ€™s a project manager, itโ€™s, how are you communicating with the client in their house? What are the questions that weโ€™re asking? Why are we asking them? Just some of those basics. I think for me, at least that was pretty early on. But when we rolled Paul out to oversee that, and that was just in the first, I think two or three months initially, we realized pretty quick, like we canโ€™t scale this without having basically a playbook. And Paul was the brains behind the playbook for us.

Tom Houghton:

Awesome.

Paul Wurth:

Yeah I think-

Tom Houghton:

Shout out to Paul.

Paul Wurth:

I think that more importantly-

Josh Kaiser:

Yeah because he needs that right?

Paul Wurth:

Yeah. More importantly, I think that we quickly realized that it was a two person job. The monster that was ahead of us. And I think also it probably took a good 12, once we define the three main positions we had, which took a while to do, it probably took a good 12 months to understand what that position should do every day at its max output. And then I think once that was set, so you call it maybe 12 months after I stepped out. I think thatโ€™s when we started rolling. Cause then we could hire confidently and be really confident in our process, is knowing that no matter who you put in there, if theyโ€™re doing the right thing and theyโ€™re managed and held accountable to that thing, they will be successful more times than theyโ€™re not.

Josh Kaiser:

Yeah. I think-

Paul Wurth:

Took a while to define that.

Josh Kaiser:

Yeah. Cause once you, at that year mark, once you have everybody doing it the same way, the way that we knew was right and that worked just through experiences of the people that we had hired. Then it allowed us as a business to really understand what we call metrics or our KPIs, right?

Josh Kaiser:

How many calls are we making? And of those calls, how many are converting to a meeting and of the ones that we set meetings on, whatโ€™s our seat rater, how many of these contractors are actually showing up to the meetings, and of those meetings, how many are we closing? And we look at 30 or 35 of those metrics today, but back then it was once we had the process in place and the work ethic in place, in terms of what we knew the roles were capable of. Now, we were actually able to look at the numbers behind the business and really formulate a game plan because weโ€™re getting max output and we feel really good about the process. It became really, really easy to scale because we knew what our metrics were going to be month in and month out. And as long as those numbers stayed somewhat consistent or hopefully grew, then we could continue to hire at that pace because we were seeing the return month after month.

Tom Houghton:

Nice. We had a great discussion with Art Sobczak on episode 18. So if you want to hear more about that sales discussion, you should check out that episode.

Paul Wurth:

That was definitely a plug.

Tom Houghton:

Yeah.

Paul Wurth:

Was it good? Did we talk about our sales process in that?

Tom Houghton:

A little bit. Yeah. We talked about scripting in that.

Paul Wurth:

Heโ€™s got a great sales voice.

Tom Houghton:

He does. If you just want to have a good listen to a podcast, thatโ€™s a good one to listen to.

Paul Wurth:

If you want to hear good audio, there it is.

Tom Houghton:

Yeah. So back to our 500th employee, I think the other reason why we brought you on Josh is honestly the 500th employee, is most likely going to be a salesperson. Right?

Josh Kaiser:

Thatโ€™s how I get the nod. Itโ€™s the only way I get a nod.

Tom Houghton:

Well, I mean, I donโ€™t know about that, but-

Paul Wurth:

Well, thatโ€™s like 30% of our business though, too.

Paul Wurth:

I mean, I think, so historically as sales grew, then the rest of the departments needed to grow too. Right?

Paul Wurth:

So we have an amazing onboarding team and our customer success team and they are probably as important as anybody in the building is. So we show people Buildertrend and then they have the task of implementing that system into an existing business, which is, we talked about when you hire new people, you might have some resistance to new processes. So they do an amazing job. But basically as we scaled sales, the CS team had to scale as well. And then the more clients we had, the more feedback weโ€™re getting. Our development engineering team had to scale as well. Right? New features, new functionality always needed to be coming out. On top of the supporting functions needed to scale. So when you hire 330 people over the last 18 months, that takes a really big recruiting team. It takes marketing efforts to get the word out about your business locally and then a lot of other supporting functions too. So it was really the spear head of growth across the company.

Tom Houghton:

Sure.

Josh Kaiser:

I mean, I think thatโ€™s relative to all of our customers, right? I mean, itโ€™s obvious you canโ€™t grow without sales. Like it all starts with sales. And I think going back to, Tom, what you asked earlier about what was the tipping point or where did I feel like, I think it was one taking Paul out of sales, but I think it was like myself and Paul realizing. And I think this is something that a lot of our clients probably can relate to. Listen, we all have egos and we all think weโ€™re the best at everything. But I think when Paul and I realized, we need to get out of the way and find people that can do it better than us, thereโ€™s people out there that can sell better than we can and to kind of get out of the way and find people that can do that I think is really, really important.

Josh Kaiser:

And thatโ€™s where Iโ€™ve seen just in my past experiences and being in construction for, gosh, itโ€™s almost 20 years now, which is scary, is that business owner that probably should hire that first sales rep because they typically are the sales rep. If you can find somebody thatโ€™s better at their job than you are and trust in that. And trust me, theyโ€™re out there. Then I think thatโ€™s the catalyst that can lead to sustained growth, is finding that one thatโ€™s better than you. And then realizing like, okay, I can scale this way. Like I can find people that can do the job, not only as good as me, but better than me and can still be invested in and believe in the things that I believe in because Iโ€™m the owner of the business.

Tom Houghton:

Sure. Thatโ€™s great. Letโ€™s wrap up with this. Letโ€™s look to the future. Obviously celebrating 500 employees, thatโ€™s a huge milestone. Josh, in your opinion, whatโ€™s the next big step? Whatโ€™s the next big thing weโ€™re going to celebrate,

Josh Kaiser:

Man.

Tom Houghton:

Maybe you can, or canโ€™t say that. I donโ€™t know.

Josh Kaiser:

Yeah. I donโ€™t think itโ€™s any secret that weโ€™re as passionate as weโ€™ve ever been about the business. You know, I think if you talk to anybody in the building and weโ€™ve got a lot of clients that have been here, weโ€™re ecstatic with our place in the market, but weโ€™re most, weโ€™re more ecstatic about just the customers that we have and theyโ€™re the ones that allow us to do the things that weโ€™re able to do. And thereโ€™s a lot more out there of them to help. The marketโ€™s enormous. Itโ€™s a late adopting market, right? Thereโ€™s still a lot of businesses that are on pen and paper or Excel or a lot of the things that our clients used to be on. And so for us, I would say the next big step is just growth. Itโ€™s been a crazy ride to get to this point, but thereโ€™s a need in the industry. And we feel like if we continue to do things the right way and can continue to find the right people that weโ€™re the company to fill that need.

Tom Houghton:

Awesome.

Paul Wurth:

Yeah. As one of our original employees, Andy McCarville says, whoโ€™s been on-

Tom Houghton:

Heโ€™s been on the podcast.

Paul Wurth:

This very podcast. Skyโ€™s the limit baby.

Tom Houghton:

He did say that.

Paul Wurth:

Itโ€™s fact.

Tom Houghton:

Itโ€™s good. Josh, thank you so much for coming on the podcast today and sharing your insight into the business and just sharing your industry knowledge in general, weโ€™ve enjoyed getting a chance to talk with you about all things people and build a trend.

Paul Wurth:

Yeah. Itโ€™s great to just finally spend some time with you and just talk just me and you.

Tom Houghton:

Yeah, I know itโ€™s been a long time.

Paul Wurth:

Appreciate you. Thanks everybody for listening.

Tom Houghton:

Want to share a suggestion for a future guest, have a question about Buildertrend that youโ€™d like us to discuss or a topic that youโ€™d want us to cover on the podcast. Let us know by calling and leaving us a message at (402) 596-6437. Thatโ€™s (402) 596-6437. And who knows? Youโ€™ll maybe hear yourself on the podcast.

Tom Houghton:

Love what you heard. Donโ€™t forget to rate and subscribe to our podcast so you can hear from more guests that will benefit your business. Also, please check out our show notes page for more information on what we discussed on this episode. You can find it at buildertrend.com/podcast. Thanks for listening. And weโ€™ll see you next time on โ€œThe Building Code.โ€

Josh Kaiser | Buildertrend


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Sep 24, 2019

Buildertrend celebrates 500th employee milestone, boasting 55% year-over-year workforce growth

Today, we’re celebrating something big … this group of new hires helped us reach the awesome milestone of 500 full-time employees!

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Inc Best Workplaces

blog | 5 min read

May 25, 2021

Why happy employees are key to a successful construction business

Buildertrend was named one of the best places to work in the nation. Happy employees are a cornerstone of our success. They can be for you, too.

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podcast

Aug 1, 2019

Recruiting and managing people

On this episode of The Building Code we are joined by Megan Maslanka, our VP of Human Resources, and Makayla Hoover, our Director of Talent Acquisition.

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