Our project took 7 months instead of 3 and cost us $33k more than the initial estimate (nearly twice the estimate of $35k), primarily (and admittedly!) because there was essentially no project management provided by PRC. Toward the end of the project, Rob, the owner of the company, acknowledged that the problem was due to the fact that the company was overcommitted at the time and offered his sincerest apologies, but refused to refund any of the money, and was obviously unable to do anything about the extreme inconvenience of the excessive time delay. Not only did the work take far more time and money than expected, but some of the work done was clearly inadequate despite assurances by Rob that it was up to PRC’s standards. Thus we would not hire them again even if we were certain that the management issues had been addressed. When we initially met with Rob, he talked a good game and seemed to understand our goals of having high quality work done that would fit in with and preserve the character of our 100-year-old home, and he made claims about specific details that would be improved by the work. In the end the work fell far short of those promises. They hired an obviously incompetent subcontractor to do our electrical work, and insisted his work was fine each time we identified a problem until finally one of his many mistakes destroyed our dishwasher. They had a very junior carpenter do work on our floor who made holes for no reason and tore up boards that did not need replacing. When we saw the work in progress and asked that it be stopped before the floor was further damaged, the project manager simply told the same junior carpenter to fix it, despite the fact that he did not have the necessary skills and was proposing ham-fisted solutions (my father is a carpenter and was appalled at both the work and the suggested fixes). We ultimately just put new flooring on top of the original floor which did not make us happy. At the beginning of the project we asked the project manager to make a plan for venting our range hood before the interior walls went up. He refused to give it any thought until after the cabinets and counters were installed, when the laborers noticed the stove had been placed such that it was not possible to use a straight duct for the vent. At that point (with the manager long MIA) the vent hood was installed with a gap between the hood and the exterior vent that they filled with duct tape on the brick and studs of the wall, leading to a loud oscillation when the fan was used, and also a potential fire hazard since the wall was essentially hollow all the way up to the attic. Informed that this was an inadequate solution, Rob told us that we were “being humored” when he agreed to redo the ductwork properly. We were also told that the problem was our fault because we chose the vent hood. But not only was the choice not relevant to the problem they created, but we chose it after our requests for recommendations and approval from our project manager (for the vent hood as well as for many other elements of the project) were ignored. These examples are just a few among many of work that reflected a lack of foresight and management, inadequate problem-solving abilities and inappropriate allocation of skilled and less skilled professionals. Problems like these should not, by rights, have added anything to the cost of the project, since we should not have had to pay for redoing bungled work. But the invoicing was so vague that we could not always tell what was billed for what task or material, and we were somewhat trusting first-time remodelers, so we ended up paying for the extra work most of the time. We did catch several (sometimes very significant) accounting errors, which were corrected, but made us wonder whether there were systematic billing “mistakes” that we didn’t catch. I would definitely encourage you to look elsewhere for your remodelling needs, particularly if they involve an older structure whose original elements you would like to preserve where possible. Despite their initial claims and assurances, both the management and the crafts-people of PRC did not seem to respect or be capable of achieving this goal.