General Overview We can not give a complete and comprehensive review of Quality Calvary Construction, LLC, in the allotted space on this website. The list of things that were done unprofessionally, not as promised, or simply incompetently is far too long, and the multitude of pictures I have supporting my statements will not fit here. I will do my best to give simple specific examples of several of the types of issues we had with their work, broken down by category (siding, roofing, drywall, etc.) in separate reviews. Some of the examples in isolation may seem random or small, but considering how pervasive their low quality work was, and the fact that this project unnecessarily stretched out over 7 months, it adds up to irrefutable patterns of incompetence, poor planning, inexperience, lack of management, and bad business practices. As has been my experience with Larry Little, I expect that he will come here and argue with everything I say, and I won’t have an opportunity to reply. If he worked as hard to get things right the first time as he does to deal with his mistakes, I would not be giving this negative review. Ironically, while Larry will try and mop up the mess, it was the other partner, Glen Moore, who is responsible for most of what went wrong with our project. Sadly, there simply is no excuse for the sub-standard work Quality Calvary Construction (QCC) did, and no matter how many times Larry was willing to come back and try and fix things, their crew had not demonstrated the ability to do professional level work. Professionalism doesn’t always mean getting it right the first time, but it is reasonable to expect that once an error has been made it will be caught by the company’s quality control in a timely fashion and promptly corrected. That would require that there actually be quality control, worker supervision, and overall integrity, all things lacking in our experience with QCC. Well into winter when they were months over the scheduled project time, we had enough with their incompetence and just wanted them gone, so I told them to stop before they had a chance to fix all of their mistakes and finish the loose ends that should have been done months before. To be clear, had each step of the project gone smoothly and the work been done to professional standards, I would have taken the extra time in stride. But when it took extra time because of lack of planning, and poorly trained and unsupervised workers making pathetic mistakes (often repeatedly), that was unacceptable. We had checked out their CCB status and BBB rating, and all of the online reviews as well as their professional references, and there were no red flags. We were stretching ourselves financially to have this project done, and rolled the dice going against all common wisdom by going with “the lowest bidder” because it turned out that was all we could afford. What that meant in practical terms was that from the moment the initial deposit was paid, there was not enough money left in our account to fire them and hire someone else to finish the job. We were immediately stuck with them, for better or worse, the best that they could do would be what we had to live with. Perhaps you can learn from our mistake. 1. Communication, work practices and ethics The Partner in charge of this project, Glen Moore, randomly and infrequently responded to email, texts, or phone calls. When I was able to get his attention, it was impossible to get a straight answer out of him even after asking him the same simple question repeatedly. When he did talk he was a non-stop stream of excuses and deflections, or reasons why what he did was “good enough”. I’m in my mid-50’s, owned several houses and worked with dozens of contractors over the years — my experience of working with Glen was that he is the most frustrating, incompetent, and unprofessional contractor I have ever worked with. Their work apparently is “up to code”, and we passed all of our inspections (which is actually an indication that the inspection system is broken, but that’s another topic…). All that means is that they used the required dimensional lumber at the required spacing, and the required number of nails, etc. It says nothing about actual quality, aesthetics, or craftsmanship. Their sloppiness ranged from using sub-standard lumber, to not checking that their walls were plumb. “Up to code” does not check their poor work ethic, lack of pride in their work, or low skill level. Their lack of pride was evident on a daily basis in the way they trashed the workspace and our surrounding property consistently, and even left it strewn with trash over the weekends (all pictures were taken after they left for the day). 2. Timing, delivery, organization We signed the contract for a $58,200 addition to be added to our house. The contract estimates the project would take 90 days, and my primary request from the outset was that the house be “weathered in” before the fall rains started. 90 days would have had the entire job done by the end of August, all I asked was that the exterior shell be done by then. Throughout the first months of the project they repeatedly assured me we were on schedule to meet my requirement, in the end they were not even close. We signed the contract on 5/31/18, the foundation was poured on 7/18/18, and it wasn’t until 9/21/18 that the roof was finally on. This had ramifications, as the house was not completely painted before the rains prevented it from being finished, and the sub-floors were repeatedly soaked with rain causing them to be uneven under the hardwood floor that was later installed. Although their project estimate in the contract was 90 days to completion, it was after 226 days that I told them to stop working — even though the work was not complete and there still were unresolved issues. This was a project that if it were well planned and well managed would have easily been done to high standards of professionalism in 4-5 months, that instead was done poorly not even to completion by this company after over 7 months. If the project had taken 7 months, but every time they showed it was as promised, and the work they did was done once and done right, I would give them a great rating. But this job did not take so long because they were taking their time to get it right, or for any other good reason. It was because the project manager appeared to have no plan, rarely showed up on site, and was completely out of touch with current industry lead times. It was because incompetent undertrained workers were here unsupervised, and spent as much time fixing mistakes as moving the project forward. 3. Oversight, project management, crew training I’m OK with the fact that I watched crew members getting lessons on how to use a nail gun at the beginning of the project. What I’m not OK with is that their supervisor repeatedly and consistently left the premises leaving them inadequately trained and unsupervised (illustrated by the fact that they did not initially pass the nailing portion of the city inspection). The one more-experienced crew member onsite was stretched way beyond his skill or knowledge level, and ended out spending weeks without any supervision or instruction, struggling with siding, drywall, and hardwood flooring that were way outside of his competence level. It was exhausting and painful to watch, and the finished product is not up to professional standards. There were so many examples of poor planning and lack of an understanding of project management that I can’t list them all. Probably the biggest scheduling screw up was Glen’s lack of experience, knowledge, or research — one or more of which led him to underestimate the lead time for the manufactured roof trusses. His subsequent education threw the whole schedule off by a couple of months. That alone made the difference between being able to get the exterior painted before winter, or not (as was the case). Another example of poor (or lack of) planning was waiting two months to put in outside stairs to the back entrance of the addition. In turn, that forced every crew member or sub-contr