When you're responsible for work not yours

And you collaborate with unprofessional craftsmen

Do you recognize this situation?

• Windows and fixtures, clear ideal client
• "Having to collaborate with unprofessional craftsmen"
• "Being responsible for work even when I shouldn't be"
• "Not having free time" among exhausting situations
• Goal: "Free time", "Start second business"

---

The trap of owner who suffers craftsmen

The ideal client is clear.

High spender.
Innovator.
High-quality builders.
Prestigious companies.

But you're blocked by craftsmen who don't work.

"Having to collaborate with unprofessional craftsmen."

Windows aren't commodity.
Premium client pays for quality.
Quality requires perfect installation.
But craftsmen you use are "unprofessional".

And you:
**"Being responsible for work
even when I shouldn't be."**

What does it mean?
Craftsmen install poorly.
Client complains, rightfully.
You fix, because final responsibility is yours.
But craftsmen aren't your employees.
They're collaborators, theoretically autonomous.

In practice: their problems, your responsibility.

You carry responsibility without having control.

---

Why it happens

You built model where you delegate execution
but keep responsibility.

Classic windows model:
You sell, design, order.
External craftsmen install.
You supervise.

In theory: efficient, no fixed employee cost.
In practice: disaster with unprofessional collaborators.

And "unprofessional" means:
Don't respect times.
Don't care for details.
Don't communicate problems.
Leave work "almost finished", you finish.

But why do you keep using them?
Probably: because GOOD craftsmen cost too much.
Or unavailable.
Or don't want to work as collaborators.

Result:
You're hostage to mediocre craftsmen.
Because alternatives seem too expensive.

But hidden cost of "unprofessional" craftsmen:
Enormous.

---

The method

Firing problematic craftsmen

Three current collaborators: which are "unprofessional"?
Analysis of recent sites: how many problems per collaborator.

Decision within thirty days: problematic collaborator out.
Better two good collaborators than three mediocre.

"But I can't find others": you prefer fewer sites done well.

Hire quality installer

Investment: one professional installer employee.
Advantages: total control, guaranteed quality, clear responsibility.

With current profit: sustainable.
But work quality improves equals fewer returns equals less wasted time.

Management control

"No monitoring parameters": flying blind.
Basic system: margin per site, actual vs estimated hours,
defect returns, closing time.

With data: you understand how much "unprofessional" craftsmen cost.
Probably eating significant profit.

Premium client acquisition strategy

Clear ideal client but no acquisition system.
Strategic partnerships with builders.
Agreement: you exclusive supplier, they bring predictable sites.

Predictable volumes, already qualified clients.

Free time before second business

How do you start second business if first drains you sixty hours?

Realistic timeline:
Year one: fix first business, reduce hours.
Year two: consolidated free time, then evaluate second.

Can't build second business
on shaky foundations.

---

What changes after

You no longer work with unprofessional craftsmen.

High-quality installer employee.
Eventually one or two SELECTED collaborators.
Every site: guaranteed quality standard.

You're no longer responsible for work not yours.

Employee makes mistake? Clear responsibility, he fixes.
No longer "craftsmen make mistakes, you fix".
Client calls? You manage with your team.

You finally have free time.

From sixty hours to forty per week.
Because zero returns for defects.
Zero time wasted solving others' problems.
Sites close in estimated time.

Management control works.

No longer "no parameters".
But clear data: margins, times, quality.
Decisions based on data, not feelings.

Premium client growth.

Partnerships with builders.
Strategic partners bring most sites.
All clients ideal profile: high spenders, innovators.

And after one or two years: you can think about second business.

Not before.
Because first business now works without draining you.
Forty hours per week, better margins, zero craftsmen stress.

Reduced tax bonuses equals concern about work decline?
With premium client partnerships:
you depend less on government incentives.
Client building important house: bonuses are detail, not driver.

Half of family income depends on business.
But business no longer depends on unreliable craftsmen.
Depends on your quality team.

High-end windows require high-end installation.

You can't sell premium
and have it mounted by improviser.

Premium client pays premium.
But demands premium execution.

"Health since I'm alone": serious concern.
Sixty hours per week at mature age? Unsustainable.

With employee plus system:
even if you're sick, business continues.
No longer "if I stop, everything collapses".

Responsible for work when you shouldn't be ends.

Because work is done by YOUR team.
Not by external collaborators out of control.

Free time no longer dream.
But consolidated reality.
That allows you to evaluate, serenely, second business.
When and if it makes sense.
Not as escape from dysfunctional first.