Marcus Webb

The Problem

A regional distribution center was running on a 40-year-old electrical panel that couldn't support a planned HVAC upgrade. The company couldn't afford more than a weekend offline — Monday morning, trucks needed to roll.

The Insight

The job wasn't just electrical — it was logistics. Every hour of downtime was lost inventory throughput. The real deliverable wasn't a new panel. It was a Monday morning where nothing had changed from the workers' perspective except the air conditioning worked.

The Build

Spent two weeks in pre-job planning — sourced the panel, pre-assembled everything possible off-site, staged materials for zero-search installation. Brought in two journeymen for the weekend. Pulled the old panel Friday night, had full power restored by Sunday afternoon, with a 4-hour buffer before the client's cutover deadline.

The Outcome

The Problem

A medical group leasing new space needed electrical that could handle exam room lighting, medical gas systems coordination, dedicated circuits for imaging equipment, and emergency backup — all to code and inspected before their lease start date.

The Insight

Medical buildouts look like commercial buildouts until they aren't. The coordination with the plumbing contractor on medical gas, and with the equipment vendor on dedicated circuit specs, is where these jobs fail. Marcus had done two prior medical buildouts and knew where the surprises were.

The Build

Coordinated pre-construction meeting with all trades and the equipment vendor before a single wire was pulled. Ran conduit for future expansion on circuits the client didn't know they'd need yet. Completed rough-in and trim-out in 14 working days — 3 ahead of schedule.

The Outcome

The Problem

After 9 years with the same employer, Marcus had the skills, the license, and a reputation. What he didn't have was a client list, a business structure, an insurance policy, or any idea what to charge.

The Insight

The trades have a structural advantage for going independent that most people underestimate: the customer is everywhere, the barrier to entry is a license and a truck, and reputation travels fast in a defined geography. The hardest part isn't the work. It's charging what you're worth.

The Build

Spent 90 days before launching doing two things: getting the business legally structured (LLC, insurance, bonding, contractor license) and telling every former client and colleague what he was doing. Priced his first three jobs at cost-plus to build references. Raised rates 18% after the first six months once the reviews were in.

The Outcome