Most remodels don't fail on craftsmanship. They fail on management. So we built a better-run company.
The stories you've heard about remodeling (the budget that doubled, the crew that vanished for three weeks, the change order nobody agreed to) are not bad luck. They are what happens when a project has no operating system. Ours has one, and you can see all of it before you sign.
Better
run.
Two words that mean something specific here: a scope you can read line by line, a schedule you can check against a calendar, changes you sign before they happen, and one owner who is responsible for all of it. The five stages below are how we keep that promise.
Discovery
A conversation about the house, the goals and the money, in that order. We walk the property, listen for what isn't working and say plainly whether the ambition and the investment line up.
What happens
- Site walk and existing-conditions review
- Goals, priorities and non-negotiables
- Investment range conversation
- Property-value and resale perspective
You receive
- Written project brief
- Order-of-magnitude range
- Recommended next step, or an honest no
Design & Preconstruction
The project is thought through before it becomes expensive. We test layouts in-house, then coordinate the architect and structural engineer whose stamped drawings the permit requires, holding their work to the budget.
What happens
- Feasibility: zoning, structure, access
- Layout studies and scope sketches
- Architecture and engineering coordination
- Permit path identified
- Hidden-condition investigation where warranted
You receive
- Permit-ready drawings
- Preliminary scope table
- Permit and schedule outline
Budget & Selections
Every trade becomes a line in the scope table: the work, who does it, what it costs. Specialists quote their own scope, so the number you see is built up from real bids, not a square-foot guess.
What happens
- Specialist quotes gathered per line
- Allowances and contingency set explicitly
- Selections schedule with lead times
- Proposal review, line by line
You receive
- Itemized proposal and agreement
- Selections schedule
- Payment schedule tied to milestones
Construction
Trades arrive in sequence, inspections are scheduled ahead, and you get a written update every week. When a hidden condition appears, it becomes a priced option in writing before anyone proceeds.
What happens
- Permit pulled, site set up, protection in place
- Trade dispatch and sequencing
- Inspections coordinated with the jurisdiction
- Weekly written update and look-ahead
- Change orders priced and approved in writing
You receive
- Weekly progress report with photos
- Milestone invoices that match the scope table
- One phone number that answers
Welcome Home
Final inspection, a walkthrough with a written punch list, and a clean handoff of everything you'll need later: permits, warranties, as-builts and the finishes schedule.
What happens
- Final inspection and sign-off
- Walkthrough and punch list
- Final clean
You receive
- Closeout binder: permits, warranties, as-builts
- Finishes and fixtures schedule
- Warranty contact and process
We are a project-management company that also happens to be a licensed general contractor.
Most contractors are tradespeople who grew into running jobs. Dennis Skoro came at it the other way: a second-generation builder who is also an Oregon Principal Broker, running each project the way a developer runs a deal, with the schedule, the money and the paper under control from day one.
You never learn the price from an invoice
Scope, changes and hidden conditions are written, priced and signed before the work happens. Milestone invoices match the scope table line for line.
The owner answers the phone
Specialists do the trade work. Dennis owns the schedule, the budget and the outcome, and is on site at every phase change and inspection.
Built with resale in the room
A licensed Principal Broker weighs every layout and finish decision against what it does to the value and the next inspection of your house, not just how it photographs.
We turn down projects
If the goals and the budget don't meet, we say so in Discovery and tell you what would. We would rather lose the job than run it badly.