Why Working Longer Hours Is Costing You Money

At some point, long weeks stop feeling like a temporary push and start feeling normal.

You tell yourself it’s just part of running a building company. There’s always something happening. A client needs an answer. A trade drops the ball. A decision can’t wait.

So you stay involved, because that’s how things keep moving.

What’s harder to see is that the extra hours don’t always add any value to the bottom line. They just keep the wheels turning.

According to the 2026 State of Residential Construction Industry (SORCI) report, builders working more than 60 hours a week are earning less overall, and significantly less per hour, than builders working closer to 40-50 hours. 

That’s not because those builders care less or try less. It’s because the extra time is being spent compensating for problems the business hasn’t solved yet.

How Long Hours Sneak Up on You

Most owners don’t set out to work 60-hour weeks.

It happens gradually. You step in to help with quoting because it’s quicker. You stay involved in selections because it avoids mistakes. You manage issues personally because explaining the process feels slower than just fixing it.

At first, it works. You feel in control.

As the business grows, those decisions stack up. More projects mean more coordination. More staff means more questions. More money moving through the business means less tolerance for things going wrong.

Before long, you’re the one holding everything together.

What the Data Shows About Hours and Income

The SORCI data paints a pretty clear picture.

Builders working around 40 hours a week report the highest median total income. Those working 50 hours are slightly behind. Builders pushing past 60 hours see their total income drop sharply, and their effective hourly rate drop even further. 

In other words, working longer isn’t increasing return. It’s often doing the opposite.

That doesn’t mean the business isn’t busy. It means the owner is absorbing inefficiency with their own time.

Why More Hours Usually Point to Missing Structure

When a business relies heavily on the owner’s presence, time becomes the buffer.

You’re the one catching mistakes before they get expensive. You’re the one making judgment calls because the process isn’t clear enough. You’re the one answering questions because roles and responsibilities aren’t defined tightly.

The extra hours feel productive because you’re constantly doing something. In reality, they’re often masking the absence of systems.

This shows up clearly in the report when organisational structure is introduced. Builders with a documented organisational chart reclaim an estimated 168 hours per year compared to those without one. That time doesn’t disappear. It gets redistributed into clearer roles, better delegation, and fewer interruptions. 

The Trap Most Builders Fall Into

There’s a common belief that once things calm down, you’ll step back and put proper structure in place.

The problem is that things don’t calm down on their own. The business keeps demanding the same level of involvement because nothing about how it runs has changed.

So the hours stay high. The pressure stays constant. The return stays frustratingly flat.

Over time, this becomes exhausting, not just physically but mentally. You’re always reacting. There’s no space to think clearly about where the business is heading, because you’re too busy keeping it moving.

What Changes When Hours Come Down

Builders manage to reduce their hours without damaging performance when the business stops depending on them for everything.

Clear roles reduce questions. Consistent processes reduce rework. Defined decision-making authority means issues don’t always land on your desk. You still lead the business, but you’re no longer acting as the system.

That’s when fewer hours start to translate into better outcomes.

A Question Worth Sitting With

If you’re honest, are the long hours moving the business forward, or are they just preventing it from slipping backward?

If stepping back feels risky, that’s usually a sign that the business hasn’t been built to operate without you yet.

That’s not a judgement. It’s a starting point.

Because the goal isn’t to work less for the sake of it. The goal is to build something that doesn’t need you to carry it every day.

If you want to see how hours, income, and structure connect across the industry, the 2026 State of Residential Construction Industry (SORCI) report lays it out in detail. It breaks down where time gets lost, why longer weeks often reduce returns, and what changes when businesses are built to run without constant owner involvement.

Download the 2026 SORCI report here.