I didn't start as a consultant. I started on a crew.
1988. Foreman at Apple Pie Construction. Organizing crews, planning the day, settling disputes before they became real problems.
That's where I learned that a job site runs on systems — whether anyone calls them that or not.
Thirty-six years later,
The jobs got bigger but the lesson never changed.
I closed out a $10M wastewater treatment plant — final punch list, documentation, owner turnover, the whole thing.
I ran four concurrent CapEx projects for Conagra Brands without a single disruption to plant operations. I directed a regional switching station project with Norfolk Southern under strict rail safety protocols.
I managed nationwide CapEx construction for LKQ Corporation — ten stores, on time, on budget, averaging 40,000 square feet — and drove a 17% cost reduction without touching quality or compliance.
11 Years
Gentleman Handymen
Towson, MD & Nashville, TN
In between all of that, I built my own company from nothing. Eleven years running Gentleman Handymen in Towson, Maryland and Nashville, Tennessee.
I know what it's like to be the owner who's also the estimator, the marketer, the bookkeeper, and the guy answering the phone at 9pm.
That's the part most consultants don't have.
I've sat in both chairs.
The big corporate CapEx chair where a 17% cost reduction gets tracked across a spreadsheet most owners will never see — and the owner-operator chair where the business lives or dies on whether you can keep all of it in your head at once.
Nobody thought a
$5M company needed
to know. I think you do.
I started Kevin Davenport Consulting because I kept meeting owners stuck exactly where I
used to be stuck. Good at the work. Buried by everything around it. Nobody had ever
shown them how the big companies track, measure, and protect their margins.
"We both know what it really looks like from the inside."
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