Reno Pro Inc is a commercial and residential construction company based in Beaufort County, South Carolina, working mainly across Hilton Head Island and Bluffton. It was started in 2005 by Anthony Genovese and Chad Perrine, who were flipping properties on the side while working other jobs before deciding to build the company full time. Eric Norman joined as a third business partner about a year after incorporation. This Q&A looks at how the company decides whether a job actually went well, beyond whether the work got finished.
How does Reno Pro define a successful project?
“If the client is happy, we are happy. That is really the whole measure.” The company says profit follows from that, not the other way around. A project can hit budget and schedule and still fall short if the client feels unheard along the way. Reno Pro treats the finished product and the experience of getting there as two separate things that both have to work.
What does that look like in practice, day to day?
Reno Pro points to three habits that come up in almost every job: showing up when they say they will, communicating clearly, and leaving a clean site. None of those are complicated. The company argues that is exactly the point. “Honestly, just showing up when you say you will in this industry goes a long way.” A lot of renovation problems, in Reno Pro’s experience, start as communication problems that get worse before anyone names them.
How do you know when something is going wrong before it becomes a real problem?
The company says it comes down to paying attention to small signals: a client who goes quiet, a question that gets asked twice, a schedule that starts slipping by a day here and a day there. “We focus on self-awareness, that every day is an opportunity to learn.” Reno Pro says the instinct in construction is often to explain a delay after the fact. The company tries to flag it before the client has to ask.
Where do meetings and deadlines fit into that?
Reno Pro relies on regular check-ins and set deadlines to keep a project honest. Meetings are not treated as a formality. They are the mechanism for catching a mismatch between what was planned and what is actually happening on site. “Meetings, goals, and deadlines,” is how the company sums up its approach to keeping a job on track. Skipping that structure, in Reno Pro’s view, is how small issues turn into disputes.
What happens when something does go wrong on a job?
The company says the first move is internal, not external. “When one is presented with a challenge, I have found it is always more productive to look in the mirror rather than point fingers.” That means asking whether the crew’s own planning or communication created the problem before looking at outside factors. Reno Pro treats that habit as part of what separates a contractor a client will call again from one they will not.
Does that change how the company measures its own growth?
Reno Pro ties its growth to the same standard it applies to a single project: whether the people involved come out ahead. The company points to continuing education, community sponsorships, and volunteering as the ways it tries to keep building beyond individual jobs. None of those show up on an invoice, but the company treats them as part of the same commitment that shows up in a clean job site or a returned phone call.
What do people misunderstand about the work itself?
Reno Pro pushes back on the idea that construction work is unskilled labor. The company points to the range of roles inside the industry, engineering, design, project management, and the qualifications many of those roles require. “The misconception about construction is that those within it are unskilled or uneducated labor. This has been the narrative for far too long and can be very easily dismantled.” The company argues that respecting the skill involved is part of what makes a project run well, because it changes how a crew is trusted to make decisions on site.
How does the team balance the demands of running jobs with everything else?
The company describes balance as something that has to be built into how work gets structured, not something added on afterward. “A balance is essential to happiness and growth.” For a company with three partners and a team of licensed, certified, and insured tradespeople, that means being deliberate about workload rather than letting the busiest season set the pace for every season. Reno Pro says the goal behind that balance is simple: a higher quality of life while still providing for the people who depend on the business.
What would you tell a client who wants to know if a contractor is doing a good job partway through?
Reno Pro suggests watching for the same things the company tries to hold itself to: whether questions get answered without delay, whether the site is left in order at the end of the day, and whether the schedule they were given still matches the schedule they are living. The company says a client should not have to chase updates. “Punctuality, communication, and cleanliness” are the three qualities Reno Pro names most often, and it treats them as observable, not abstract. A client can check all three without knowing anything about construction.
Looking back at how the company measures itself now, has that standard changed since 2005?
Reno Pro says the core measure, a happy client, has stayed the same since the earliest flips Genovese and Perrine did on the side. What has changed is the scale at which the company applies it, now across commercial and residential projects with a larger team behind each job. The company says that consistency is deliberate. “Happy clients over profit” is not a slogan Reno Pro rotates in and out. It is the same answer the company gives now that it gave when it was two people renovating houses after their day jobs ended.
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