
The Foundation of Good Wood Carpentry
In the world of entrepreneurship, motivations often shape unique paths. Ronald Gan, founder of Good Wood Carpentry, draws inspiration from his family’s entrepreneurial background. Raised among businessmen, Ronald witnessed the advantages of entrepreneurship, notably flexible time management.
During Ronald Gan’s initial weeks with his parent company, he found himself immersed in a world ripe with potential. Observing various departments within the small company, he discerned a replicable business model taking shape. From lead generation to sales closures and the meticulous installation process, Ronald grasped the fundamental workings of the enterprise.
However, every entrepreneurial venture faces challenges. For Ronald, the initial hurdle arose from geographical constraints. As an Indonesian Permanent Resident, establishing the business in Singapore required navigating bureaucratic processes. Yet, this delay proved beneficial, providing Ronald with valuable experience gained from working elsewhere in the industry.
Once launched, Good Wood Carpentry encountered the challenge of maintaining low fixed costs. In the early stages, Ronald and his small team operated with minimal resources, lacking even a formal office space.
Despite these obstacles, Ronald’s dedication to craftsmanship and excellence propelled the company forward. Good Wood Carpentry stands today as a testament to Ronald’s resilience, embodying the innovative spirit that drives entrepreneurs to succeed.
Team Selection and Training at Good Wood Carpentry Pte Ltd
Luck may play a role, but at Good Wood Carpentry Pte Ltd, the process of selecting and training a high-performing team is deliberate and strategic. While many contractors rely on agents to source workers, the focus at Good Wood Carpentry is on ensuring a track record of quality workmanship, particularly with experience in Singaporean companies.
Ronald acknowledges the importance of swiftly addressing any issues with subpar performance. Swift action is taken if workers fail to meet the company’s standards, ensuring that only those who can consistently deliver are retained.
In the company’s formative stages, two recurring issues prompted a reevaluation of practices. Clients often withheld balance payments due to perceived lack of professionalism, such as dirtied walls or scratched floors upon project completion. Recognizing the importance of meticulous attention to detail, Ronald instilled a culture of thoroughness among his team. By emphasising the significance of a seamless handover process, workers became more diligent in protecting surfaces and ensuring a pristine final result.
Another common challenge was punctuality, with clients expressing frustration over late arrivals. Ronald implemented a system to incentivize timeliness, offering a monetary bonus for those who reported to work on time and imposing fines for tardiness. This i