We’re excited to introduce you to the always interesting and insightful Michael Cody. We hope you’ll enjoy our conversation with Michael below.

Michael, thanks for joining us, excited to have you contributing your stories and insights. So, naming is such a challenge. How did you come up with the name of your brand?

A friend of mine, Andrew, who knows me well, actually named my business. Andrew and I have been close for many years, and his understanding of the way I live and view the world is what inspired our name. When I was younger, my father always told me he was trying to build the home my mother and he dreamed of. This instilled the desire to one day do the same for myself. When I bought my first home, knowing nearly nothing about construction, I faced a blank canvas. Little did I know that bringing my vision to life would give birth to Vision Construction. I constructed a deck on the back of my house, spanning about 1800 square feet, featuring a hot tub platform, decorative handrails, a hexagon swing set, and a wood-burning fire pit on a wooden deck. The project consumed 3 months and 9 days of my spare time, juggling a full-time job and a full-time mechanical engineering school schedule. As I posted pictures and invited friends to hang out, my phone absolutely blew up. In 9 months, the workload became so substantial that I had to quit my job and school. Now, 5 years later, we specialize in high-end custom remodels and large custom home builds. It turns out my vision was much bigger than I thought, and now I have the opportunity to help bring other people’s visions to life through our platform, Vision Construction. What’s your vision?

As always, we appreciate you sharing your insights and we’ve got a few more questions for you, but before we get to all of that can you take a minute to introduce yourself and give our readers some of your back background and context?

I think our mindset separates us from most general contractors. When I went to contracting school, I came out with my own understanding of the role. The word general doesn’t mean general in the sense of many different types of contracts. To our team, it is a representation of our responsibility level. We are the General leading the charge, more in the military sense. We are responsible for all aspects of the project, the asset we are protecting, client relations, and subcontractor management. Every decision made, we are responsible for. That means anything we do right, and anything done wrong, whether directly or indirectly. We are in this business to be of service to the community, and that means doing all aspects the right way.

Can you open up about a time when you had a really close call with the business?

Indeed, our journey has been marked by numerous challenges, shaping both our past and future. By the end of the second year, I led a team of 19 hourly workers and managed three project managers. There were moments when meeting payroll seemed precarious, but to date, we have successfully navigated those hurdles. The reality dawned on us that the company’s operational structure was unsustainable when Vision was terminated from its inaugural project. The client, with whom I shared a great rapport, found it difficult to sever ties. When he inquired about our next steps, my response was unequivocal: “tear it down and start over.” The personnel in our team lacked the care and quality that aligned with my standards, necessitating a complete reconstruction. I returned to the field until every member was replaced, and we rebuilt from the ground up.

Three years later, the same client reached out, inquiring if we were prepared to resume work on his project. Eager to showcase our progress, completion took less than a month, and Vision received a glowing review. I value the honesty and respect shown by that client. Despite the initial setback, his approach was devoid of malice. In business, tough situations are inevitable, but taking ownership is crucial.

Can you tell us about what’s worked well for you in terms of growing your clientele?

Before transitioning to contracting, I attended home inspection school where I received valuable insights into business expansion. The primary strategy emphasized was marketing to real estate agents. What resonated with me was not just a specific instruction but a broader concept: instead of direct marketing to potential clients (especially with limited capital for advertising), target the individuals your potential clients are likely to interact with.

Taking this concept to heart, I proactively engaged with several agents I had existing relationships with. I offered to provide quotes for repairs highlighted in inspection reports with a quick turnaround, recognizing the narrow three-day window post-inspection. This service not only assisted agents in guiding their clients through negotiations but also led to securing contracts for punch list repairs.

The ripple effect was remarkable. Through a single relationship with an agent, I connected with the new buyer, the soon-to-be seller (now a buyer), and the cooperating agent. Completing these minor repair projects established rapport with new homeowners, making me their first point of contact when they decided to personalize their homes through remodeling.

Additionally, this approach forged new relationships with other agents and individuals entering the housing market. Today, I actively cultivate connections with various professionals involved in residential homes, including architects, engineers, and designers. My commitment extends to generating business opportunities for others—I believe in the power of collaboration. If you’re in need of a resource, chances are I know five people who can work with you. This collaborative strategy has proven successful, securing over 1000 contracts in under six years.

Contact Info:

• Website: visionconstructiontn.com
• Facebook: facebook.com/VisionConstructionTN
• Other: Office Line 865-724-4575