The Subcontractor’s Playbook

Subcontractors and general contractors rely on each other to get work done — subcontractors help with specialized knowledge or extra support on a job, and contractors secure the projects and create work opportunities.

But earning a place on a contractor’s roster takes more than showing up with a business card. Marketing, reputation, communication and credibility all play into whether a subcontractor gets hired — and whether they’re invited back.

For Dennis Marunde, president of Arvidson Pools & Spas in Illinois, the selection process begins with one core expectation: expertise. 

“We’re looking for experience and expertise because there’s a difference there,” he says. “If we’re pulling in a subcontractor, it might be because we don’t have the in-house experience for it.”

At Arvidson Pools, in business for nearly 70 years, Marunde expects professionalism and consistency, whether hiring a sub or working as one. Subcontractors need to have insurance coverage, be legitimate and legal and be responsive.

“One of the things that we think about a lot when it comes to our subcontractors is our three C’s: collaborate, cooperate and communicate,” Marunde says. 

Arvidson evaluates subs throughout the season and conducts an annual review to determine who they’ll continue working with.

“Are they legit? Do they have the expertise that we need? How are they at communicating and working with us generally?” he says. “The last thing we want is for a subcontractor who’s doing something for us to somehow or other end up compromising confidence in us.”

Professionalism, visibility and showing your value 

Before Arvidson Pools hands out a test project to a new sub, the team checks references and researches how long the subcontractor has been in business, what other jobs they’ve done and whether they work with competitors. “We’ll get to know them as much as possible beforehand,” Marunde says. 

He suggests subs treat every introduction like a job interview.

“Come in and put your best foot forward, but be ready to back it up,” Marunde says. “Don’t downplay what your capabilities are, but don’t exaggerate. Just be yourself. Tell us what you’re capable of. Show us what we can expect from you.”

That means communicating value clearly: what you do well, what makes your work consistent and why a contractor should trust you. Job photos, references and a professional online presence help set the tone before the first conversation.

Building a reputation

For some subcontractors, marketing gets easier with time. That rings true for William Chaney, owner of Mid-West Plastering in Kansas. He built his company from scratch in 2004 and today relies heavily on reputation-driven referrals.

“A lot of my work is word of mouth,” he says. “I am fortunate enough that they find us.”

Doing good work has been instrumental in having contractors reach out to him and offer repeat business, but it took time and effort to get there.

“When I first started, I went to the library or got the Yellow Pages and I just started calling pool companies and saying, ‘Hey, give me a try,’ ” Chaney says. “I had a pool guy give me a try and the rest is history.”

Chaney says those early years involved more than just hustling for work; they required carefully navigating relationships. Having worked with several plasterers in the region, he didn’t want to “step on anybody’s toes” as he built his business. For a time, he even avoided taking jobs in Kansas City out of respect for peers.

A mentor eventually gave him advice that changed his approach.

“Do those pools. It’s nothing personal; it’s business,” his mentor told him — advice that helped him separate professional decisions from personal loyalty. 

Today, Chaney markets through Facebook and Instagram business pages, trade shows and involvement in the National Plasterers Council. His website doubles as a portfolio, showing contractors what to expect from his work. 

Part of earning trust, he adds, is investing in training. Chaney is NPC-certified and participates in additional programs such as Watershape University tile classes. “Any type of training is always good,” he says. “The more education, the better. And it makes your company more attractive to a general contractor.”

He also never tries to win work by undermining a competitor. “I don’t bash the next person,” Chaney says. “If they go with someone else, I let them go with that person and we move on. Seven times out of 10, they’ll come back to us.”

What makes a sub stand out 

Over the years, Chaney has learned general contractors look for subcontractors who stand by their word and their work. Quality, integrity and willingness to fix issues all matter.

Subcontractors who show up on time, communicate early and address problems — rather than hide them — stand out. 

“Don’t keep secrets from us,” Marunde says. “Bring us into the loop. Let us know what’s going on. Let us know what happened. Let us know what you’re going to do about it.”

Red flags include poor communication, inconsistency, misrepresenting skill sets, showing up in a competitor’s vehicle or undermining the contractor in front of a customer.

Marunde has seen firsthand how damaging these things can be. He recalls hiring a subcontractor who promised to arrive in an unmarked vehicle when performing a specialty task. Instead, the sub arrived in a fully branded vehicle belonging to one of Arvidson’s direct competitors — a company the homeowner had recently considered before awarding the contract to Arvidson. “When the competitor shows up on the job, that looks really bad,” Marunde says. Following branding expectations, Marunde adds, is part of protecting the contractor’s relationship with the customer. The incident led Arvidson to stop working with that subcontractor.

Marunde says contractors also want someone committed, not a sub chasing random one-off jobs. “Come at this with a mindset that you want to partner with us … a long-term arrangement,” he says. “That’s much more attractive to us.”

Even small details matter, Marunde adds. “This one contractor constantly calls me by the wrong name,” he says. “It’s not a deal-breaker, but I want to make sure it’s not reflective of some other lack of attention to detail.” Listening closely shows a sub is genuinely engaged and will follow instructions accurately.

Advice for subs starting out

For those looking to grow their business or just starting in the industry, perseverance is key. 

“Don’t give up, and keep moving forward,” Chaney says. “If one door shuts, another will open. There are going to be ups and downs. People are going to say no, people are going to say yes, and you have to keep moving and keep going.”