We’re watching an entire industry crumble under the weight of its own broken promises.
98% of construction projects globally experience cost overruns. Not minor miscalculations—an average of 80% above initial estimates.
That’s not a rounding error. That’s a trust crisis.
At G&M Commercial Services, we’re not interested in being part of that statistic. We’re building something different—a commercial contracting company where integrity isn’t a marketing buzzword, it’s the foundation everything else stands on.
The Real Cost of Poor Communication
Most construction firms treat transparency like a luxury. We treat it like oxygen.
There’s a reason for that. Poor communication causes 52% of all rework on construction projects, costing the industry $31.3 billion annually.
When we talk to potential clients, they all tell us the same story. Contractors who disappear when problems arise. Budget surprises that torpedo their financial planning. Projects that drag on months past deadline with no explanation.
The pattern is so predictable it’s become normalized.
We decided early that we wouldn’t normalize dysfunction. Every client gets clear communication, accurate budgets, and accountability when things don’t go as planned.
Because they will. Construction is complex, unpredictable, and full of variables no one can control.
The difference is what you do when reality doesn’t match the plan.
Why Most Construction Companies Fail
Here’s what keeps us up at night: 83% of construction companies fail within 20 years.
Nearly half don’t make it past three years.
We’ve studied why. It’s not usually because they can’t swing a hammer or read blueprints. It’s because they build their business on transactions instead of relationships.
Short-term thinking creates short-term businesses.
When your only goal is maximizing profit on the current job, you make decisions that erode trust. You cut corners. You overpromise. You prioritize speed over quality.
And eventually, your reputation catches up with your practices.
We’re taking a different approach. Every project is an opportunity to build a partnership that lasts decades, not just until the final invoice clears.
The Christian Foundation
We operate on Christian principles. That’s not window dressing.
It means we believe we’re accountable to something bigger than quarterly earnings. It means treating employees, clients, and subcontractors the way we want to be treated.
It means doing the right thing even when no one’s watching.
Some people assume faith-based businesses are naive or unbusinesslike. We see it differently.
Integrity is the most profitable long-term strategy in any industry. Especially one where trust has been systematically destroyed.
Our Christian values attract clients and employees who share those values. They create a culture where people actually want to show up and do excellent work.
And they give us a framework for making hard decisions when profit and principle come into conflict.
Excellence as Standard Operating Procedure
We don’t do mediocre work. Ever.
That sounds simple, but it requires constant vigilance. Construction rewards cutting corners. Clients often can’t tell the difference between good work and great work until years later.
The temptation to do “good enough” is always there.
We resist it by building excellence into our systems. Rigorous quality checks. Ongoing training. Clear standards that don’t bend based on timeline pressure or budget constraints.
Quality isn’t what happens when everything goes perfectly. It’s what happens when things go wrong and you still deliver.
We’ve walked away from projects that required us to compromise our standards. It’s expensive in the short term.
But only 31% of construction projects come within 10% of their budget. The industry has trained clients to expect failure.
Being one of the few firms that consistently delivers what we promise is worth more than any single contract.
Building Culture Before Buildings
Most construction companies treat employees like interchangeable parts. High turnover is just accepted as the cost of doing business.
We reject that completely.
Our people are our competitive advantage. We invest in them, train them, empower them to make decisions, and compensate them fairly.
A company built on integrity externally has to practice it internally first.
That means creating an environment where people can grow, where their work has meaning beyond a paycheck, where they’re part of something bigger than themselves.
It’s harder to build culture than buildings. Culture requires constant attention, difficult conversations, and a willingness to prioritize long-term health over short-term convenience.
But culture is what allows a company to survive for decades in an industry where most fail within years.
The Economics of Trust
Here’s what most contractors miss: customer retention is more valuable than customer acquisition.
A 2% increase in retention has the same financial impact as reducing costs by 10%. But retention requires trust, and trust requires consistency.
You can’t fake your way to long-term relationships.
We’re optimizing for customer lifetime value, not transaction value. That changes everything about how we price, communicate, and deliver projects.
It means sometimes recommending a less expensive solution that better serves the client’s needs. It means being honest about timelines even when the truth is uncomfortable.
It means treating every project like the beginning of a partnership, not the end of a sales process.
81% of clients are more likely to continue working with companies that demonstrate transparency. The math is simple—be trustworthy, and people keep coming back.
What We’re Not
We’re not the cheapest option. We won’t be.
We’re not chasing every project. Some work doesn’t align with our values or capabilities.
We’re not interested in growth at any cost. Scaling too fast is how good companies become mediocre ones.
We’re also not perfect. We make mistakes, face unexpected challenges, and deal with the same industry constraints everyone else does.
The difference is we own our mistakes, communicate openly about challenges, and work relentlessly to make things right.
The Disruption Opportunity
The commercial contracting industry is ripe for disruption. Not from technology, though we use plenty of it.
From basic reliability.
When the baseline expectation is that contractors will overpromise, undercommunicate, and overcharge, simply being trustworthy becomes a massive competitive advantage.
We’re not trying to reinvent construction. We’re trying to do it the way it should have been done all along.
Integrity. Excellence. Christian principles. Long-term thinking.
These aren’t revolutionary concepts. They’re foundational ones that got lost somewhere along the way.
Building for Decades
We’re building G&M Commercial Services to last. Not just survive, but thrive across generations.
That requires different decisions than a company optimizing for a quick exit or maximum short-term profit.
It means investing in people, systems, and relationships that compound over time. It means saying no to opportunities that don’t align with our values.
It means measuring success by the partnerships we build, not just the projects we complete.
The construction industry needs companies willing to prioritize trust over transactions. Clients need partners they can rely on.
Employees need workplaces that value them as people, not just labor.
We’re building that company. One project, one relationship, one decision at a time.
The Invitation
We’re not for everyone. If you’re looking for the lowest bid, we’re probably not your contractor.
But if you’re tired of broken promises, budget surprises, and contractors who disappear when problems arise, we should talk.
If you value transparency, quality, and partnership over price optimization, we’re built for you.
The commercial contracting industry doesn’t have to be broken. It just needs companies willing to do the hard work of building something better.
That’s what we’re doing at G&M Commercial Services. Not because it’s easy or immediately profitable.
Because it’s right.
And in an industry where 98% of projects fail to meet budget expectations, doing things right isn’t just good ethics.
It’s the smartest business strategy there is.
