Pros
Limited Work from home flexibility
Cons
Be weary of other employee reviews, check the date. The founder tends to ask/incentivizes current employees to leave positive reviews for the company(s) to falsely boost overall positive reviews. TL;DR: I was their former Business Process Specialist with full visibility across the company. My role was eliminated and quietly replaced offshore. I was expected to interview, train my replacement, and accept a downgraded role or exit. Leadership lacked transparency and handled the situation poorly. The company is financially strained, with past decisions impacting profitability, leading to layoffs, offshoring, and capped compensation (no real growth for high performers). Tech stack is inefficient, limiting automation and data accuracy. Department breakdown: Sales: Low accountability, high influence, often shifts blame Production/CAD: Strong teams and culture, but limited growth due to pay caps Admin: Siloed, heavily offshored, “do more with less” culture Leadership: Reactive, inconsistent, avoids conflict, lacks transparency Bottom line: Unstable operations, limited upward mobility, and misaligned leadership. Expect to advocate for yourself constantly and likely move on within 1–2 years. People do not come first. Full Review: I was their former Business Process Specialist. My job at the time consisted of process improvements, operational structure, and cross-functional initiatives across the entire company from Production to Administration, from sales to IT. I had access to everything and insight on most of the company so my review will encompass all major departments. The company decided to eliminate my role and onboard a similar role offshore. I was not told through the meeting, phone call, email, nor company chat we were hiring for this position. I found out via a Calendar Invite requesting for me to interview for this new position. When I inquired about it, and asked to see the Job Description it was then I found out this role was replacing my current job position. The expectation was for me to interview, train, and hand off my duties to this new position. Then the termination of my role would be handled as a lay-off. After my director resigned, I met with the founder under the expectation to be met with compassion regarding the immediate resignation of my director. Instead I was met with business as usual, inquiring about if the tenured customer service representative was the right fit for the role, given a timeline of 30-60 days regarding my job title elimination, and highly advocating for me to leave the company to go travel for leisure.I told the founder that I would need sometime to think, thn following morning I confronted both of them as what I was told on the meeting conflicted what I’ve been told by my director. I received a letter that afternoon from HR with the following options: Keep my current salary as a Customer Service Lead, but I would not be eligible for any raises, take a pay decrease by taking the entry level positions in the company, or work out a 60 day transition plan and upon completion I would be eligible for rehire, receive a reference letter and could use the company as professional reference. I value myself too much to be treated in such a way after nearly 6 years at this company. I put in my resignation the following morning after receiving that letter from HR. The founders withdrew significant resources (cash, labor and time) from the company to build their roughly 5 million dollar home back in 2022. As a result the company was not profitable and raises were not given that year (2023). The following year (2024) the company was still not profitable and COLA raises were given, after the director of operations highly advised the founders that raises not given after two consecutive years would dramatically impact morale, and merit based raises were given discriminately. The company at the time of leaving this review is struggling to make net profit goals and shifting to an EOS (Entrepreneurial Operating System) which focuses on having the right people in the right seats and includes pay bands where a position/title cannot earn more than the set salary for that position/title regardless of tenure & efforts. Overachievers are not incentivized in this structure. The founder confirmed this in my meeting after my director resigned that he understands this and that there will be higher attrition in the company. However the elimination of my position and few other company-critical positions was mostly likely due to the financial hole the founders are currently in at the time of writing this. The Company Technology Stack is inefficient. A lot of processes and procedures were built around the inefficiencies of the tech stack, primarily the Customer Relationship Management (CRM) tool Buildertrend. There are a ton of band-aid solutions to surgical problems. At the time of writing this the company does not have the cash flow to make these improvements, I was intended to assist with some of these changes; however, leadership delayed CRM migration, Workspace migration, and Data Analytic tool due to finances. The company’s CRM is archaic in design compared to modern SaaSs, its APIs are closed which means it does not connect to other softwares. You will have to export data out of the CRM and import data into the CRM. In short, there is often duplication or quadruplication of data entry in many different places to “fake” automation. At the time of writing, I have implemented software in the company that all connects to one another with the exception of the main CRM. You’ll be expected to have the company workspace app installed on your personal device (the company will not pay for a company device unless you’re in sales) this means you’ll be pinged or notified during times when you are off work. The data analytic tool was not elected as priority but by necessity as it was the only tool that works directly with the CRM. However, data within the CRM is skewed so the data that the data analytic tool provides is often not accurate. This company has 6 other companies/brands under it: Masterdecks, Timberline Patio Covers, Rescom Railing, Undercover Systems, Rock Electric, and Bedrock Pavers & Concrete. At one point they were all separate entities but they merged them all into PCF Construction Group. In case they go back to splitting them just be aware if you work for one of these companies you’re working for all of them. I’ll break my review up per overarching departments in the company as I had involvement or at most a fly on the wall each section. Sales --- This department has free reign of the company. Sales Manager receives a commission off each job sold, and has full dictation over which sales representative takes what appointments. If you find yourself converting leads into jobs you’ll notice you’ll be favored more towards jobs and appointments. There’s little to no accountability instilled in this department. When accountability is pushed on them, it is shrugged off as a “Oh well, I’ll talk to the person” rather than “We’re going to take action to ensure this doesn’t happen again”. This department does not hold itself accountable; it will pass the buck to every other section of the company. It is the constant thorn at the side for all the other departments Production/Field --- This segment of the company is straight forward. You’ll be responsible for building jobs or fixing/installing electrical issues. You’ll be supported effectively and taken care of by your Field Quality Managers, Customer Care Managers, and Senior Production Managers. They will make you feel like a cohesive team. This department emulates proper company culture, and does a fantastic job keeping the customer journey and relations to quality. Turnover is typical with any building related job, but you’ll be noticed for your efforts and the immediate managers will vouch for you and attempt to earn what you deserve; however, with the new payband structure this may cap or limit their ability to do so. If you begin to feel stagnant, start looking elsewhere. Administration --- Administration is siloed. There is no cross collaboration between departments unless an action/item is needed. A majority of departments positions are being offshored to save on G&A. There is an expectation to wear multiple hats with no compensation recognition, it is deemed as being a “Team Player”. If you choose not to, then it will be used against you in your review as not being a “Team player”. It’s the company’s efforts to get you to do more work for less, a tale as old as time. The Customer Experience department is seen/treated as the company’s secretary. If there are undesired or tedious administrative tasks they will tend to push it to this department, this is also the first administrative department to experience layoffs if they come around. A majority of the customer service department is offshored. The accounting department is primarily offshored with the exception of the controller, at a point in time books used to close in 3 business days and the company is struggling to get back to that. CAD/Design department is mostly offshored, it is probably one of the most organized and collected departments in the company with similar company culture like production. They are able to tell you the who, what, where, when, whys, and hows on any status of a job in their queue; however, are constantly combating the sales departments and their delays. They offer a unique service not found in the home improvement industry. However, the founder/sales manager wants them to expedite services regardless of how much time it takes to complete said service. I wouldn’t be surprised if this department is eliminated over the pressure of the founder/sales manager. Marketing was on the stage of being standardized. It is very fractional with a lot of vendors handling different aspects, it requires someone who knows marketing and able to manage the vendors and timelines. The founder has liked to take the approach of throwing cash at something to see if it works rather than looking at historical data to support trends or potential upcoming trends. Marketing budget is almost always cut to save costs and marketing turned off in winter seasons as the business experiences seasonality waves. It was also brought up in my letter from HR that the company is planning a return to office 3 days a week by 2027 currently mandatory 1 day (preferably on Tuesdays) a week at their HQ or at the Founder’s house. If you’re looking for a remote or flexible schedule company, this is not the place to look. Director/C-Suit --- I worked directly with my director and spear headed a lot of operational projects on her behalf. I got to see, work with, and saw many directors and c-suit level positions enter and exit the company. The founders expect these positions to come in and immediately fix the problems in the company. They do not take into consideration the time it takes to learn why things are the way they are, and also generally do not have the allotted/available cash flow to implement software, tools to help get things in the right direction, or hire the appropriate subject matter experts. Resulting in these positions having to take the workload of what is expected rather than build a team that can deliver the expected results. They essentially want these roles to work within the constraints and expect corporate level results off the bat. For tenured employees they will grant the workload of these positions but never the title nor compensation. Company Culture/Leadership --- The company rebranded itself from USI Custom Outdoor Living to People Come First Construction Group due to company culture being extremely low. It initially worked but the founders did not actively and proactively emulate the culture they were looking for. They followed the “Do as I say, not as I do” mentality which ultimately led to the culture failing worse than it was before. The founders are reactive and conflict adverse. They preach transparency but when asked to communicate or respond to a concern they will ignore your message or deflect the issue to another individual in the company. When found in a corner of conflict you can expect communication coming directly from HR instead of them. They are flippant on decisions/directives and will want to implement conflicting processes by the next day then back track or leave it to the way side. You will only find success in this company if you report to a manager that is willing to vouch for you. If you report directly to the founders you will be left with frustrations, uncertainty, and headaches. They will treat you like family, but in the moment of conflict or where they’re at fault they will not meet you with transparency they will meet you with a business professional course of actions (communications liaised through HR). If you choose to move forward with this company, I would recommend advocating for yourself. Get everything in writing even if something was discussed verbally, then send an email regarding the summary of what was spoken and request confirmation of accuracy. Understand you’ll most likely be looking for a new job in 1-2 years based on their paybands salary cap structure unless you’re okay with no raises (including cost of living adjustments). If you end up reporting to a manager in production or CAD then you’ll find transition easier, but if you report directly to the founders: Good luck. Make no mistake this is a D- company looking for A+ players. People, indeed do not, come first.