WSJ Enterprises: From Overwhelm to Strategic Growth 

Introduction 

Imagine running a construction company where every day feels like a race against the clock. That was life at WSJ Enterprises, a mid-sized firm based in Southern Alabama. President Will Kessler was working harder than ever—often 60-hour weeks. Projects were piling up, employees were stretched thin, and sales were a rollercoaster. Will was on the verge of giving up on expansion altogether. “I don’t want to grow if it means more of this,” he admitted. “Seeing my family is too important to me.” 

Many construction leaders can relate to this struggle: too much work, too little progress, and not enough time for family. Will was skeptical about hiring consultants—would they really understand his business? Would they actually help? Or just sell something and then disappear? But he decided to take a chance on Well Built, a firm specializing in sustainable, profitable growth for construction companies. What followed was a transformation that set up WSJ to thrive. 

The Challenges: A Business Stretched Thin 

WSJ Enterprises was stuck in a cycle of chaos. Here’s what they were up against: 

  • No Clear Structure: Without defined roles or processes, everything fell to Will. Need a decision on a project? Ask Will. Problem in the field? Call Will. This lack of organization meant the team was always playing catch-up, wasting time and energy. 

  • Unpredictable Sales: The company bid on every job that came along, hoping something would stick. Some years they landed big contracts; others, they scraped by. This scattershot approach left revenue swinging wildly, making it impossible to plan for the future. The team didn’t know which projects to prioritize, and it showed in the swings in their year over year revenue. 


The Solutions: A Plan That Worked 

Well Built stepped in with a straightforward, practical approach to get WSJ back on track. Here’s what they did together: 

  • Restructuring the Team: Well Built worked with WSJ’s ownership to redesign the organization to spread around the workload. This way, Will could actually focus on his role as President: 

  • A Senior Project Manager took charge of all projects, freeing Will from constant oversight. 

  • A Director of Field Operations, promoted from the crew, now handles the field teams. 

  • A Business Development Manager was hired to focus on winning the right contracts. 

  • Smarter Sales: Well Built helped WSJ to create a sales process focused on targeting the right clients and projects—and saying “no” to the wrong ones. Instead of chasing every job, the Business Development Manager now has a clear map to follow, making sales efforts more focused and effective. 

  • Investing in People: Well Built set up WSJ for long-term success by: 

  • Showing employees their future with “career path” charts. 

  • Offering coaching for everyone, from new hires to Will, to build their skills. 

  • Offering targeted training to streamline processes that Well Built helped to create. 

These changes gave WSJ a foundation to grow without falling apart. 

The Results: Real Change, Real Fast 

The payoff came quickly, and the numbers tell the story: 

  • Less Stress for Will: Within six months, Will’s workload dropped. The Senior Project Manager and Director of Field Operations handled the daily grind, letting Will focus on big-picture goals—and his family. “I finally feel like I’m running the business, not the other way around,” he said. 

  • Better Sales: The new strategy boosted contract values by 30% in the first year. The sales pipeline steadied, giving WSJ predictability they’d never had. The team felt confident going after high-value jobs, and it showed in their wins. 

  • Happier Employees: The team embraced the organizational clarity that came along with clear roles and growth opportunities. Coaching helped staff step up, and morale continues to soar.  

WSJ is poised for additional growth for years to come. 

Seeing the Change 

Here’s a quick look at how WSJ’s team structure evolved: 

Before Well Built 

  • President (Will) 

  • Everyone reports to him 

After Well Built 

  • President (Will) 

  • Senior Project Manager → Project Team 

  • Director of Field Operations → Field Crew 

  • Business Development Manager → Sales 

And the timeline? 

  • Month 1: Well Built assesses WSJ’s needs. 

  • Month 3: Future org chart developed. 

  • Month 4: Promotions made. Staff reorganization finalized.  

  • Moth 6: Sales strategy kicks in; first big wins roll in. 

  • Month 12: Healthy pipeline, healthy backlog, and the establishment of the WSJ “Leadership Team” responsible for future growth. 

Will’s Take 

Will Kessler sums it up best: 

"When we first talked with Well Built, I thought it sounded too good to be true. But they delivered. I went from wearing every hat in the business to finally building a leadership team and spending more time with my family. Our pipeline has never been stronger." 

Conclusion: Your Turn 

WSJ Enterprises proves that a business with hard-working people can reach new levels with the right help. If you’re buried in work, watching sales bounce around, or losing good people, you don’t have to stay stuck. Reach out to Well Built today—because your business (and your life) deserve better!