How to Reduce Your Working Hours from 70 to 15 Per Week (Without Losing Revenue)

The Problem: Trapped in Your Own Business

Richard was an electrical contractor in Ontario. When we first talked, he was running a $1.5M business and working 70-80 hours per week.

He was on every job site. He handled every estimate. He approved every purchase order. His crew couldn't make decisions without him. Clients only wanted to talk to him.

Sound familiar? If you're a contractor, accounting firm owner, or financial professional, you probably know this feeling. You started the business for freedom and income. Now you're a prisoner.

Step 1: Identify What Only You Can Do

The first thing we did was figure out what Richard actually needed to do versus what he was doing out of habit or fear.

Here's what we discovered: 80% of what Richard did every day could be delegated. He was doing it because he'd always done it, not because he was the only one who could.

We made a list of everything in his week. Then we categorized it:

• Strategic decisions: Only Richard can do these (pricing, major contracts, hiring key people)
• Management tasks: Someone else can do these with proper training (job scheduling, crew management, client check-ins)
• Operational work: This shouldn't even be on his radar (job site work, supply runs, basic client questions)

Step 2: Rebuild the Org Chart

Richard had a foreman and a project manager, but they weren't actually managing anything. They were just waiting for Richard to tell them what to do.

We redesigned the org chart:

• The foreman became responsible for all job site operations
• The project manager took over scheduling, client communication, and estimates
• Richard focused only on strategy, key relationships, and major decisions

But here's the key: We didn't just change the chart. We created accountability structures. Clear KPIs. Weekly check-ins. Systems to track progress.

Step 3: Build Systems, Not Dependencies

Richard's business ran on tribal knowledge. If you wanted to know how to estimate a commercial job, you asked Richard. If you needed to handle a difficult client, you asked Richard.

We documented everything:

• Job estimation frameworks with pricing models
• Project scheduling templates and checklists
• Quality control processes that didn't require Richard's eyes
• Client communication scripts (including how to handle problems)

Step 4: Track the Numbers

Richard had no idea if individual jobs were profitable. He looked at the bank account every month and hoped for the best.

We implemented job costing and profitability tracking. Every job got analyzed. What made money? What didn't? Why?

This did two things:

• Richard could see which types of jobs to pursue and which to avoid
• His team became accountable for profitability, not just completing jobs

Why This Works for Contractors and Financial Professionals

The principles are the same whether you're an electrical contractor, accounting firm owner, or financial advisor:

1. You're the bottleneck because you haven't delegated authority, just tasks
2. Your team waits for you because there are no systems or accountability structures
3. You work too much because you're doing work that should be 3-4 levels below you
4. You can't scale because growth requires YOU to work more, not systems to work better

Fix those four things and you get Richard's results. Triple revenue while working 75% less.

What You Need to Do Monday Morning

If you want to start reducing your hours, here's where to begin:

1. Make a list of everything you did last week. Every task, every decision, every meeting.
2. Categorize each item: Strategic, Management, or Operational.
3. Pick ONE Operational task and delegate it completely this week. Don't just ask someone to help. Give them full responsibility.
4. Track your hours for the next two weeks. You can't improve what you don't measure.