We help construction and operations-heavy businesses eliminate the friction between where they are and where they need to be — through proven structural frameworks, role clarity, and leadership that sticks.
I spent over two decades inside construction and operations — not in a boardroom, but on the ground, building systems, managing people, and solving problems that don't come with easy answers.
Before founding Phillips Consult Group, I served in the United States Air Force, where I learned that structure isn't bureaucracy — it's what allows a team to move fast without falling apart. I brought that same discipline into the private sector.
Today, I work directly with business owners and upper management to build the organizational infrastructure their growth demands — role clarity, management accountability, and leadership development that compounds over time.
I don't give you a binder and leave. I stay until it works.
Most growing businesses don't have a revenue problem — they have a structure problem. Here's how we fix it.
We map your current reality against where you need to be — then design the org chart, role definitions, and authority levels that actually match your growth stage. No template. Built around your business and the people already in it.
We identify the gaps between your processes and your potential — whether it's a handoff problem, a communication gap, a technology mismatch, or a commission structure creating the wrong behavior. Then we build the fix.
Growing companies promote their best performers into management — and then wonder why things break. We build the coaching frameworks, escalation protocols, and decision-making structures that turn good workers into real leaders.
We work best with owner-operated and privately held companies in the $2M–$15M range who are serious about structure — not just talking about it.
Regional and national general contractors, subcontractors, and specialty trades navigating growth, project complexity, and field-to-office communication breakdown.
Multi-client, multi-market operators managing dispatch, subcontractor networks, and SLA commitments to national accounts who need real operational infrastructure.
Service businesses with complex coordination models — project managers, account managers, and field teams whose performance depends on the clarity of the systems around them.
"If your best manager is still doing the work instead of running the team, that's the problem we solve."
Let's TalkStructured interviews with owners and key managers to map the real org — not the org chart on paper — and identify root causes of friction, bottlenecks, and growth blockers.
A clear, written deliverable: here's what we found, here's why it's happening, here's what needs to change. No 80-page theory — actionable findings only.
Accountability matrices, role definitions, authority levels, and escalation frameworks — co-built with your team so adoption actually happens.
Monthly embedded advisory to ensure implementation holds — coaching managers through real decisions, course-correcting fast, and building on what's working.
We don't apply a corporate HR template to a construction business. Every framework is built around the specific operational model, trades, and people you actually have.
We spend real time understanding your business — talking to the people doing the work, not just the owners telling us what they think is happening — before recommending anything.
If your team isn't performing, the answer usually isn't "better attitude." It's clearer authority, documented expectations, and accountability that doesn't depend on the owners being in the room.
Consulting that delivers a report and disappears isn't consulting — it's research. Our advisory retainer model means we're in the room (or on the call) when it counts.
No pitch deck, no pressure. A 30-minute discovery call to understand what you're working with and whether we're the right fit. If we're not, I'll tell you.