Cutter R.

I run construction operations for two companies at the same time. By day, I’m a Senior PM at Scott Felder Homes managing 15–60 active builds and $25M–$40M in annual closed volume across multiple Austin communities. On nights and weekends, I’m the Head of Construction Operations for a small remodeler called Michigan Rose — where I built their entire operating system from scratch and now run day-to-day execution across 18–34 concurrent projects remotely. That dual life is the whole pitch. I’m not a consultant who used to run construction. I’m doing it right now, in two different environments, at two very different scales. What I learn in one shows up in the other within a week. What I actually do for Michigan Rose — and what I can do for you: I came in last summer to a company that was profitable but operationally chaotic. Change orders were leaking margin. Invoicing was slow. The CEO was the bottleneck on everything. Within a few months I’d built what I call the Michigan Rose OS — a multi-tab operational workbook that serves as the company’s single source of truth. CEO dashboard, project roster, invoice log, change order log, weekly snapshot, budget template, 13-section vendor directory. One sheet of data entry for the admin. Everything else flows. Then I rebuilt the rest of the stack. JobTread became the system of record for scheduling, cost tracking, and field-to-office communication. Slack got a real channel architecture with proper integrations and permissions. The change order workflow got rebuilt so only Approved/Invoiced/Paid items flow into contract totals — eliminating the single biggest source of margin leak in small remodeling shops. I built a repeatable CSV-to-Word estimating pipeline that applies standard markups (40% labor / 50% materials / 40% other / 10% contingency) and exports clean budget docs straight into JobTread. The result: cycle time down ~3 weeks on average, invoicing accelerated by ~1 week, and a CEO who’s no longer the operational bottleneck. What I bring from the production side: At Scott Felder I directly manage 6 superintendents and performance-manage about 40 subcontractors per community. I built the standardized construction schedule that every superintendent on my team now uses, and the 8-walk per home QC system that enforces SOP compliance. My neighborhoods consistently outperform peer teams on cycle time and cost — to the point that my metrics became the basis for the company’s incentive matrix. I close warranty tickets in 21 days, a full week faster than company standard. That matters because most construction ops “consultants” have never actually closed 50 homes in a year. I have. The systems I build are designed by someone who knows what breaks in the field at 2pm on a Friday when three trades are stacked and the inspector’s running late. What I’m good for: • Fractional Head of Operations work for residential, remodel, or light commercial builders doing $2M–$30M annually • Standing up the operating system: workbook architecture, JobTread/CoConstruct/BuildPro rollouts, Slack setup, SOPs, vendor onboarding • Cleaning up change order chaos, estimating workflows, and invoicing cadence • Building scheduling systems and QC programs that actually get used by the field • Coaching superintendents and PMs on execution, accountability, and sequencing • Sitting in as the senior operations brain while you figure out whether you actually need a full-time hire A few things to know about how I work: I’m direct. I’ll tell you what’s broken before I tell you what to keep. I’d rather build the smallest system that works than the most elegant one that doesn’t get used. I assume your admin and field team are smart and overworked — every system I build minimizes their data entry, not yours. And I treat margin like it’s mine, because if I can’t move the number, I’m not doing the job. I’m fully remote-capable. Most of my Michigan Rose work happens from Austin. I’m comfortable owning operations across geographies and time zones, and I default to async-first communication with deliberate weekly syncs. Background: 10+ years in residential construction. Started at Gehan Homes as an entry-level field guy, moved into management within five years, then into senior PM and operations leadership at Scott Felder. Concurrent contract work with Quickenplans (pre-construction and entitlements for new builds, ADUs, additions, and light commercial) from late 2023 to mid-2025. B.A. Business Management, St. Edward’s University.