Author: Emily Howard
Paint Isn't Boring
Craig Bundren is a third-generation painting contractor out of Houston, Texas. He sat down with Emily Howard to talk about what he loves about being a painting contractor, how he is empowering his staff to embrace technology, and why he values his CPIA peer group. Emily Howard: Tell me a little bit about Bundren PaintingCraig Bundren: We've been in business since 1984. I am a third-generation painting contractor and took over in 2011. When my dad started this business, he started doing Home Depot’s, then as we progressed through the years, it's been a mixed bag depending on what the economy is doing.Right now, we’re mainly focused on hospitals, higher education, and multi-family high-rise buildings. Whatever the next big thing that comes out, I'm sure we'll end up doing. EH: What are some of your favorite projects?CB: There are so many. A lot of people think paint is boring. You know the saying about watching paint dry, but I’ve always found it so interesting. I have gone so many places that I never would have been able to go had I not been in this business. I’ve stood in the basement of the Federal Reserve building in downtown Houston with pallets of cash and guys with AR 15s. I've been in battleships and in a bomb shelter downtown.We did some work in the Houston Medical Center after some flooding, and I walked by labs with doors closed and a red warning marked anthrax. So, it's I've gotten to see some really cool things.I’ve always liked the hospital projects because you're working towards something that helps the community.Overall, I think my biggest excitement is when we can use a different product to solve a problem or figure out a better option to access a tough area. Figuring out the tough projects is cool. EH: How have you embraced change over your time running Bundren Painting? CB: I have always been one of those people who want to be on the cutting edge of everything. Coating solutions like self-cleaning paint and odorless coatings are great innovations, and staying on top of those innovations has been a great way to get in the door for projects. We show that we can really solve problems with the right coating.Technology has changed a lot, too. I remember several years ago, our office flooded twice in a very short period of time. Our IT person actually rebuilt our computer system and ran it out of his garage. That allowed me to have my team members work off-site while we rebuilt the office from the flood.Because of that, when COVID hit, we were fully set up to work from home. We thought we were just on top of the world because we had everything.Today, changes seem to be coming more quickly, especially in technology. Sometimes it feels like there's no way to get on top of it. I believe that we're on top of it, but it's a lot to keep up with. EH: Looking into 2026, what challenges are you preparing for? CB: I’m aware that you never know what you could potentially have to prepare for. There are so many unknown unknowns. The world has been really strange since COVID.As a business, I’m focused on my numbers and making sure we get enough to feed the machine while ensuring we stay on top of technological advances. I’m asking, “How are we estimating? Should we bring AI into estimating? Should we bring AI into our finances?” I think AI is the thing touching everything, so there is a lot to look forward to.But things are changing so fast that I, as a business owner, can't always keep up with it. In the past, you would say, " Oh, these robots are new. Cool, I'll go look into them.” But there are so many new things coming out, you really have to delegate.Right now, I’m asking department heads to look at specific things and tell me if they think it will help them. I’m always asking what's going to improve their experience or make things easier?We talk a lot about what technology others are exploring in my peer group, and everyone mentions things that others haven’t heard of. EH: Speaking of peer groups, how did you get involved with the CPIA? CB: You know, I came to the first Leadership Conference. Once I got to meet the other people and spent some time with Aaron, I was like, I’m in! It was like what they say about Texas, I wasn't born here, but I got here as fast as I could.The peer groups are so beneficial because you can get your questions answered. Just last week, I sent something to my peer group about how insurance is killing me and asked what they were doing about it. From that email, I got so many replies sharing experiences and things they have tried.The other really cool thing is that a lot of our conversations end up on personal things that we are going through. If you are having a problem, business-wise or familywise, other people in the group have likely experienced it too and share how they got through it. It's people who really care.Being in a position running a business, you can feel alienated. It’s good to have people to talk to. Looking to join a CPIA peer group? Learn more here.
Maryland PaintCare Program Becomes 13th State-Wide Paint Recycling Program
Contractors, households, and businesses in Maryland can now recycle their leftover paint with PaintCare! PaintCare is a nonprofit organization that plans and operates paint stewardship programs in states and jurisdictions that have passed the paint stewardship law. The Maryland PaintCare program launched on April 1, 2026, making it the thirteenth jurisdiction to pass paint stewardship legislation. With the addition of Maryland, PaintCare now serves one-third of the U.S. population. PaintCare operates a network of over 100 drop-off sites across the state where contractors, households, and businesses can recycle their leftover paint at no additional cost. Most drop-off sites are located at local paint retailers, making it convenient for Marylanders to properly dispose of their leftover paint. To find a drop-off site near you, visit the drop-off site locator on PaintCare’s website. Painting contractors are encouraged to utilize the PaintCare program. PaintCare offers a large volume pickup (LVP) service, which provides free pickups of 100 gallons or more of eligible paint products. Painting contractors can use this service to responsibly dispose of leftover paint that has been accumulated from previous jobs. Large volume pickups can be requested through the large volume pickup request form. The paint stewardship law requires a fee, called the PaintCare fee, to be added to the purchase price of new paint. The fee is based on container size and funds all aspects of the program. This includes paint collection and recycling, consumer education, and program administration. Painting contractors are encouraged to keep this fee in mind when preparing quotes and to pass the fee to their customers, ensuring a level playing field for everyone who uses paint. The PaintCare fee in Maryland is as follows:Container SizeFee AmountHalf pint or smaller$0.00Larger than half pint up to smaller than 1 gallon$0.501 gallon up to 2 gallons$1.15Larger than 2 gallons up to 5 gallons$2.25 To learn more about PaintCare and the Maryland PaintCare program, please visit www.paintcare.org or reach out to PaintCare at info@paint.org. PaintCare Inc., a non-profit organization, continues to expand its reach through partnerships with organizations, including CPIA. PaintCare sets up drop-off locations for leftover paint, arranges for recycling and proper disposal, and conducts public education. More than 88 million gallons of architectural paint products have been managed by PaintCare in 12 states and the District of Columbia. Together, painting contractors have convenient ways to dispose of leftover paint, keeping it out of the waste stream and out of their storage spaces.
Family Culture
Alyssa Sullivan is a second-generation painting contractor out of Tacoma, Washington. This month, she sat down with Emily Howard to talk about stepping in as the head of Sullivan Painting Services, the challenges of delegation, and the importance of a family culture. Emily Howard: Tell me about Sullivan Painting Services.Alyssa Sullivan: We are a family-owned company in Tacoma, Washington, founded by my dad in 1983. We have about 15 employees and do a little residential work, but we are mostly commercial.I started working with my dad in 2016, but in 2021, he had a motorcycle accident, and I took over.During the first few weeks, we weren’t sure he was going to make it. My mom, my husband, and I were taking turns driving to Portland, so he always had one of us with him. He's really lucky to be alive, and we're lucky to still have him.I remember I was estimating our largest project ever in the lobby of the hospital.Taking things over was definitely an experience. I got so much support from the CPIA and my peer group, so I can't recommend or sing their praises high enough. EH: Did growing up in the painting industry make you want to go into paint contracting? AS: It’s kind of funny because my mom is a paint store manager and my dad had the painting company, but I was a manager at Starbucks. My dad always said that the company was there if I wanted it, but I was having fun doing my own thing.In 2017, he decided he needed a break and wanted some separation. He asked me to come on full-time, so I left Starbucks to come work for him. The first years were tricky working for a family, especially your father.As time went on, things went more smoothly. He was in the office less, and I had more control. Then, 2022 was my first full year taking over, and we had our largest job ever. It ended up being our largest revenue year ever. EH: What are some of your favorite projects you’ve done over the years? AS: Our largest job was the Muckleshoot Indian Tribe Community Center, and we won an Elevation Award from the CPIA for that project. We’ve done multiple Boys and Girls Clubs, and just completed a building for the Washington State Fairgrounds. We also did an old naval station that was converted into a very high-end residential house. That was really cool. EH: What are some of the biggest challenges you’ve faced in your role over the last five years? AS: One of my biggest challenges is finding new employees who match our culture. I say we're a family because we’re fairly small and everyone here treats each other like family.That dynamic doesn’t allow you to just bring anyone in and hope that they fit without disrupting the culture.Another challenge I have is figuring out how to let go of some of my control and delegate. EH: I love that you call it family. How did you all end up with such a close culture? My dad started it, and then I kept it. That was a big thing at Starbucks, too. Also, we are a smaller company, and we have to rely on each other. That’s something I try to instill in everyone because even something simple like calling out sick can absolutely mess up everyone else’s game plan for the day. We pay attention to how our actions will affect other people.That culture has really helped with retention, but it does make it harder to find new people. We are growing, but I'm not willing to grow and sacrifice our family dynamic. EH: What does the future look like for you? AS: I’d like to bring in more office staff to help with estimating and project management. Right now, I have someone who helps me, but he's also partly in the field, so a lot of those duties still require me.Also, I’m pregnant with my first child, so it's definitely going to get interesting. I don't plan on taking a lot of time off for maternity leave because I'm such a control freak, but I do want to build the office staff and let go of some control of estimating and project management. Relying on other people is probably one of my biggest challenges.Also, maintaining our family culture might lead to a growth pace that others think is slow, but I definitely want to maintain our integrity and our quality over quantity. EH: Did you join the CPIA as soon as you took over the company? How has it helped you over the last five years? AS: My dad joined, and I think he only had one meeting with the peer group, and then his accident happened. Then I saw one of the CPIA newsletters, and I thought the association could really help me.I absolutely feel that they all took me under their wing. Even now, I still haven't completed my buyout process, and they've been so helpful with that. My peer group also knows the things I tend to drag my feet on because they aren’t my priority. When I get busy with other aspects of the business, they hold me accountable to those things, which is something that I absolutely need.I talk to people in my peer group every single day. Sometimes it’s just to vent to people who understand and have the same exact problems. They're not always on the same scale, but they are the same problems. My peer group keeps me sane.
OBBBA: Key Tax Opportunities for Painting Contractors in 2026
The One Big Beautiful Bill Act (OBBBA), signed into law on July 4, 2025, delivers substantial tax relief by making permanent many provisions from the 2017 Tax Cuts and Jobs Act while adding new incentives to encourage U.S. investment and business growth. For painting contractors—often operating as pass-through entities with heavy reliance on vehicles, equipment, skilled labor, and project-based cash flow, this legislation offers immediate opportunities to improve liquidity, accelerate equipment upgrades, and reduce overall tax burdens amid rising material and labor costs.Permanent 20% Qualified Business Income (QBI) Deduction (Section 199A) The Qualified Business Income Deduction was signed into law as part of the Tax Cuts and Jobs Act. It allows owners of eligible entities to deduct up to 20% of their qualified business income for tax purposes (subject to limitations and phase-outs). This can lower the effective federal tax rate for these business owners in the highest tax bracket to 29.6% from 37%. While originally set to expire at the end of 2025, the OBBBA made this deduction “permanent”. Many painting businesses qualify as non-Specified Service Trade of Businesses (SSTB), thus allowing them to capitalize on this deduction. There are numerous limits and phase-outs, so it’s important to review how this applies to your tax strategy, including the current owner compensation structure, to maximize this benefit while maintaining reasonable compensation under the IRS guidance. 100% Bonus Depreciation and Expanded Section 179 Expensing OBBBA permanently restored accelerated depreciation or expensing for qualified property (e.g., paint sprayers, scaffolding, lifts, pressure washers, trucks, trailers, and certain building improvements). These rules allow for immediate full write-offs of major purchases, freeing up cash for fleet modernization, safety gear upgrades, or technological investments. Business Interest Deduction Relief (Section 163(j))The limitation reverts to an EBITDA-based calculation, adding back depreciation and amortization in coming up with Adjusted Taxable Income. This benefits contractors financing vehicles, equipment, or shop expansions, increasing deductible interest and reducing carryforwards—especially helpful for capital-intensive operations with loans for growth. SALT Cap Increase and PTETSince the Tax Cuts and Jobs Act was signed into law, the deductibility of State and Local Taxes (SALT) has been limited to a maximum of $10,000 on an individual’s tax return. During this time, several states enacted Pass Through Entity Tax (PTET) regimes that allow owners of pass-through entities to pay (and deduct) the state's taxes related to their business income on their pass-through return. The Pass-Through Entity Tax (PTET) election remains available, allowing businesses in high-tax states to pay state taxes at the entity level and claim a federal deduction—often saving at the post-QBI marginal rate (around 29.6%). Even with the increase in the SALT limitation for many individuals, it still may be advantageous to utilize the PTET. The One Big Beautiful Bill Act (OBBBA) represents a transformative opportunity for painting contractors in 2026 and beyond. By making permanent the 20% Qualified Business Income deduction, restoring 100% bonus depreciation and expanding Section 179 expensing, easing business interest limitations, and providing continued flexibility with PTET elections, this legislation directly addresses the unique challenges of capital-intensive, labor-driven businesses, helping to preserve cash flow, fund essential equipment upgrades, and mitigate the pressures of inflation in materials and wages. Painting contractors who act proactively—reviewing their entity structure, compensation strategies, and upcoming capital expenditures with a qualified tax advisor—can maximize these benefits to enhance competitiveness, support growth, and build long-term financial resilience in an evolving economic landscape. This article is for informational purposes only and does not constitute tax or legal advice. Consult a qualified CPA or tax professional for guidance tailored to your specific situation. About the AuthorCaleb Lendy, CPA, MST, is a Shareholder at Bronswick Benjamin P.C., a Chicagoland-based certified public accounting and advisory firm specializing in tax solutions, assurance, and business advisory services for privately held companies. With extensive experience serving small and medium-sized businesses across key industries—including manufacturing, distribution, software and information technology and professional services, Caleb brings deep expertise in tax planning, compliance, and strategic financial guidance. He excels at helping clients navigate complex tax landscapes, optimize profitability, manage cash flow, and adapt to evolving regulations, acting as their trusted advisor. A graduate of Loyola University with a B.A. in Accounting (Summa Cum Laude), Caleb also holds a Master of Science in Taxation (M.S.T.) from DePaul University. He is a member of the American Institute of Certified Public Accountants (AICPA) and the Illinois CPA Society.
Construction Wars
In March, roughly 225 middle schoolers were able to participate in an interactive construction career exploration event hosted by the Keystone chapter of Associated Builders and Contractors (ABC). The three-day, biannual event introduces 75 kids per day to the skilled trades.Throughout the day this spring, students were able to experience carpentry, masonry, electrical, plumbing, excavation, and HVAC at different demo stations. Since there is not a painting station at the event (yet), Brian Fischer, Estimator from Hursh Painting Company, Inc., served as group team leader, ushering the participants to the different stations and answering questions from the young minds.“They got to build a wooden bench, shape metal sheets into toolboxes, build PVC pipe projects, and lay brick,” said Fischer. “They even got to get on a little excavator and pick up a golf ball and drop it in a hole.”“One person asked about the types of weather excavators work in,” he continued. Fischer also reported questions about hours, working year-round, pay, training, and even about the cost of training. “They're a little young, but they're still thinking about what it's going to cost to go to college versus the trades.”“It's a pretty neat event that a lot of local construction participants feel is very important,” added Fischer. He also credited Hursh Painting Company, Inc., as it was a paid day of work for him to participate in the event.“This is just something that is in our company DNA. My father, the founder of Hursh Painting Company, Inc., was always generous with his resources, including paying our employees to work on painting service projects and any other means we could help with in the community when it made sense to do so,” said Phil Hursh, President. “I’m honored to continue that tradition, and we are doing things like this regularly."To learn more about Construction Wars, visit abckeystone.org.To learn more about Hursh Painting Company, Inc., visit hurshpainting.com.
Cherry Coatings Announces Two Acquisitions
Cherry Coatings, a national commercial painting and floor coatings company headquartered in Dallas, Texas, announced two acquisitions in Q1, increasing its local presence to 15 cities across 10 states. Expanding to Oklahoma In January, they announced the acquisition of Masterpiece Painting in Oklahoma. Led by Jeff and Shawn Martin, Masterpiece Painting has built its reputation in the state over many years. “We are proud of the team we’ve built in Oklahoma,” said Jeff Martin. “This partnership with Cherry Coatings gives us the opportunity, through their support, to take on bigger work while keeping the same standards and commitment to our client relationships that got us here.” This strategic move strengthens Cherry Coatings’ presence in the region and brings together two organizations that, they say, share a dedication to craftsmanship, customer service, and building strong relationships in the communities they serve. Masterpiece Painting will operate under the Cherry Coatings name, and the current team members will continue in their roles, with Jeff Martin as the VP of Oklahoma City and Shawn Martin as Preconstruction Manager. “Partnering with Masterpiece Painting allows us to combine their local expertise with our national scale — keeping safety and quality at the forefront of everything we do,” said Zack Cherry, Cherry Coatings CEO. “This collaboration marks an exciting step toward fulfilling our long-term goals.” A Vision for Indianapolis In February, Cherry Coatings announced the acquisition of Vision Painting, noting the Indianapolis company’s integrity and people-first culture, as well as the high-quality commercial, institutional, and multifamily projects that have built Vision’s reputation over the past 25 years. “Our goal is to learn from Vision, come alongside their team, and thoughtfully combine the strengths of both organizations,” said Cherry. “This partnership is built on support and alignment — bringing together our best capabilities to create a unified, high-performing organization.” Vision Painting will operate under its existing name and maintain its leadership team. Cherry Coatings will provide expanded resources, training, and operational support to help Vision grow and pursue new opportunities. “We’re excited to join forces with a company that genuinely shares our values,” said Todd Gates, Chief Operating Officer of Vision Painting. “This partnership allows us to preserve what makes Vision special while gaining the backing of a national leader that believes in investing in people and doing things the right way.” To learn more about Cherry Coatings, visit cherrycoatings.com.
Exponential Growth
Lee Armstrong is the second-generation owner of Sparkle Painting, a commercial painting contractor serving the Mid-Atlantic. He recently joined the CPIA and sat down with Emily Howard to discuss some of his company’s most exciting projects, the challenges they are prepping for in 2026, and the strategies they’ve used to attract and retain a growing workforce. Emily Howard: Tell us about Sparkle Painting. Lee Armstrong: We are a family-owned business started by my mother and father with the help of my aunt in 1979. I started with the company in 2009 after working for general contractors. I originally thought I would stay on the GC side, but my father helped me see the opportunity in the painting business. Since then, it’s been a pretty fun ride. My father grew the company into a reputable player in the commercial space throughout the Washington, D.C., market, growing the team to 20 to 40 employees. Today, we’ve grown to 400 strong, and we’ve expanded geographically to serve Maryland and Southern Virginia. We’ve done some work in Raleigh as well. EH: What type of work does the company do? LA: We’re known for our larger, more prominent projects. That’s where we feel like we thrive. Some people might know us from jobs like the Amazon HQ2 in Crystal City, Virginia. It’s the largest job we’ve ever completed. We did an eight-year project for the Air and Space Museum, and one for the African American Museum, when that was brand new. I actually got to negotiate with Donald Trump when we did a Trump Hotel, and that was a pretty fun experience. He tried to beat me down 20% on my paint and wall covering number. The fact that he himself found the time to do that was pretty funny. We worked on the second-largest urban development in the nation, called The Wharf, in D.C., and we had a large part in the MGM National Harbor Casino in Maryland. We also do a lot of industrial work. Being in the backyard of Data Center Alley allowed us to be one of the first ones to do a data center project when that became a thing. We’ve built a good name in that space, and that’s where a majority of our work comes from now. EH: How else have you set yourself apart from competitors? LA: Something unique about us is that we’ve grown different verticals, and that we offer more services than a typical painting and wallcovering company. We offer joint sealants and waterproofing. We also do a large amount of industrial flooring, including concrete polishing and resinous flooring, as well as intumescent coatings and fireproofing. Our goal is to be a problem solver. It helps us grow the revenue in the types of work that we like to do. And it helps our customers, because it’s fewer trades to manage, and they have somebody they can trust and count on. EH: As you look to 2026, what are some of the challenges you are preparing for? LA: At this point, 2026 looks like it will be a pretty strong year in the industrial space. We’re finishing up some fun jobs. One is the largest indoor water park in Virginia, called Kalahari Resorts. We’re also finishing up a large manufacturing plant for Lego, which is a really cool job. It will be the second-largest job we’ve ever done as a company. The challenges we see are that, as power and land become scarce in our area, we have to travel more than we used to. A large portion of our revenue and contracts used to come from building in urban settings like D.C., Arlington, and Bethesda, but those areas have never really recovered from the pandemic. Office space has also seen a decline, so we go further into Virginia and the surrounding states. But even with those realities, we see a strong backlog in industrial and tech work, so the future looks good. We’ve been able to grow over 40% last year, and we hope to grow exponentially in the future. EH: How are you dealing with the operational challenges that come with being more spread out geographically? LA: Like many others, one of our biggest challenges is getting enough manpower to continue the growth we’re looking for. Our compensation and benefits packages have brought us a lot of recruiting success. We’re intentional in creating good compensation packages for new employees, and we have significant bonus opportunities for current employees. Being around for 47 years also helps, and we have a lot of employees celebrating 10-, 15-, and 20-year anniversaries. We know we’re fortunate to have people commit their lives to our company, and it’s important to us that we make a good home for them. They give us the responsibility to do right by them, and we take that responsibility seriously. EH: How are you utilizing technology to ease the transition to a more geographically diverse workforce? LA: We definitely rely on technology, are open to new things, and investigate anything that we think can be a big help. Right now, we’re focused on new technologies to make us more efficient on the project management and accounting side. We’re also willing to invest in new technologies and equipment in the field, from different spraying machines to mixing machines to high-tech floor grinding machines. We’re keeping an eye on AI to see how that can change project management, estimating, and anything else. EH: You are a new member of the CPIA. What are you hoping to get out of the group? LA: I initially saw some postings on LinkedIn, and it caught my eye. I’m part of the Young Professionals Organization (YPO), which has some peer groups like the CPIA, and I’ve found growth in that personally and professionally. It’s been great to talk with other trades with similar problems to understand customers, opportunities, and technology that’s out there. Then I thought, what would be better than meeting with people going through the exact same problems as me? Each trade has its own unique set of issues, and I think it will be fun to see how different painting companies are handling things. Welcome Lee!
Key Takeaways from “How AI Search Is Reshaping SEO for Commercial Painters”
AI-powered search is changing the digital visibility of commercial painting contractors. To ensure that CPIA members are up to date on the latest strategies for optimizing both traditional search and AI-powered search, Aaron Hockel of Alta Vista Strategic Partners hosted a webinar for members to shed light on the evolving online landscape.What is the difference between AI search and traditional search? In short, traditional search delivers a list of links, whereas AI-powered searches serve up more conversational, direct answers.The shift in format is not as important as the increasing number of places potential customers can search. Instead of simply optimizing for Google’s algorithm, commercial contractors will have to optimize for multiple AI-platform algorithms as well.Hockel tested results across Google, ChatGPT, Grok, and Gemini, specifically searching “painters near San Diego Airport.” Searches on four platforms resulted in four different lists. Only one company ranked in all four searches.The consistent performer had strong traditional SEO metrics, including high domain authority and significant backlinks. Why does AI search matter to commercial painting contractors?AI platforms are growing exponentially. The good news is that traditional search engines are still commanding more traffic with Google and YouTube in the lead (for now).That said, the younger generation is increasingly turning to ChatGPT over Google. What kind of content should commercial painting contractors publish to rank in AI?Ranking in AI is still relatively new. While no one has the silver bullet, there are some clear patterns.Write FAQs. Because this style of content is easy to parse and summarize, it’s favored by AI. By adding FAQs to service pages, using clear, direct language, and including numbers and price ranges where appropriate, you make it more likely that AI will take notice (note the subheads in this very article).Demonstrating credibility is also extremely important. Hockel recommends using the acronym EEAT — Expertise, Experience, Authoritativeness, Trust — as a guide: Expertise – Include author bioswith credentials and years of experience.Experience – Use project profiles to demonstrate your experience.Authoritativeness – Publish industry recognition, awards, news stories in industry publications, and certifications. Publishing your involvement with industry associations, like the CPIA, can help with authority.Trust – Highlight that you are insured, and bonded, and blog about your safety standards and safety records. Don’t forget your service area. Local business information is important for both traditional and AI search. Setting up local service pages that have examples of projects done in those areas is a great way to highlight the areas where you are active.Make sure your information on the yellowpages.com, 411.com, Bing, Yahoo, and chambers of commerce directories is up to date and consistent. How important are online reviews for commercial painting contractors?Reviews are a major factor in establishing visibility and credibility. AI systems rely heavily on publicly available third-party signals.Commercial clients like GCs, government agencies, and corporations don’t typically leave reviews (some are not permitted to leave reviews); however, that doesn’t matter to AI platforms. The bottom line is that reviews are a major signal to algorithms that your brand is trustworthy, so it’s wise to make a plan to keep those reviews coming in.Let clients know early on that you will request a review once the job is complete. Adding a step to your final walkthrough to ask for the review (you can give them a QR code) is one option, and you can also include review links on invoices and email signatures. Hockel also noted the importance of sending reminders, as they can greatly increase the likelihood that a client will leave a review.When you are asking for reviews, consider that platform diversity matters. Google reviews are still king, but it’s important to get reviews on other platforms as well. Staying Ahead of the CurveIn the end, you want to continue to follow strong SEO practices to ensure that you are not only showing up in traditional search but on the plethora of AI platforms popping up. Investing now in the tactics that help you rank across all search engines is essential to your online marketing success.For more insights and strategies, listen to the full webinar here. Aaron Hockel is a partner at AltaVista Strategic Partners, which specializes in helping commercial contractors stay visible, relevant, and ready to win. Learn more at altavistasp.com.
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