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Source | Citation share |
|---|---|
 How to Properly Vet New Construction Subcontractorshttps://www.constructconnect.com/blog/how-to-properly-vet-new-construction-subcontractors | 5.2% |
 Tips for Finding and Keeping Construction Subcontractors | Builders FirstSourcehttps://www.bldr.com/resources/blog/tips-for-finding-keeping-construction-subcontractors | 3.9% |
 12 Ways To Find Great Subcontractorshttps://www.levelset.com/blog/how-to-find-subconstractors-construction/ | 3.3% |
 How General Contractors Choose Subcontractorshttps://perlo.biz/how-general-contractors-choose-subcontractors/ | 2.9% |
 8 Steps for Vetting Construction Subcontractors | Giroux Glasshttps://girouxglass.com/8-steps-for-vetting-construction-subcontractors/ | 2.8% |
 Best Practices for Vetting Small and Diverse Subcontractors: A Guide for General Contractors | Tough Leafhttps://toughleaf.com/en/blog/best-practices-for-vetting-small-and-diverse-subcontractors | 2.7% |
 How To Properly Vet Your Subcontractors | Mid-Land Enterpriseshttps://mid-landenterprises.com/how-to-properly-vet-your-subcontractors/ | 2.1% |
 What's your process for vetting and hiring subcontractors? And ...https://www.reddit.com/r/Carpentry/comments/1jymspp/for_general_contractors_whats_your_process_for/ | 1.7% |
 Where to Find Good Subcontractors — 8 Proven Sources | Build Your Househttps://build-your-house.com/subcontractors/finding-quality-subs | 1.5% |
 Subcontractor Vetting Process: 7 Steps to Avoid Costly Construction Disasters | HBKhttps://hbkcpa.com/insights/subcontractor-vetting-process-construction-guide/ | 1.5% |
A good General Contractor (GC) treats subcontractor selection as **risk management, not just bid shopping**. The goal is to find companies that can perform the work **safely, on schedule, at the required quality, and without creating financial or legal problems**. The process usually looks like this: ## 1. Build a…
A good General Contractor (GC) treats subcontractor selection as risk management, not just bid shopping. The goal is to find companies that can perform the work safely, on schedule, at the required quality, and without creating financial or legal problems.
The process usually looks like this:
GСs typically find subs through:
The best source is often your own track record. A GC that keeps performance records can identify which trade partners consistently deliver.
A GC will usually have the subcontractor complete a Statement of Qualifications (SOQ) or prequalification package.
A standardized industry form such as ConsensusDocs 721 covers areas including project experience, financial condition, bonding, licensing, key personnel, and safety.
The GC is looking at several dimensions:
Questions include:
A $5 million electrical contractor isn't necessarily the right choice for a $20 million highly complex project simply because they have a good reputation.
This is one of the most important—and most frequently overlooked—areas.
The GC may review:
AGC specifically recommends evaluating financial condition, current workload/capacity, corporate structure, bonding capacity, and insurance as part of prequalification.
Why?
A subcontractor can be excellent at the trade but unable to finance the job. If they're stretched across too many projects, struggling with cash flow, or carrying an excessive backlog, they can become a major project risk.
The GC doesn't simply accept a certificate or license number at face value.
Depending on the jurisdiction and project, they'll verify:
Licensing and construction requirements vary significantly by state and project type, so the GC needs to verify the requirements applicable to that particular job.
For larger or higher-risk packages, the GC may require a performance and payment bond or use subcontractor default insurance.
A GC wants evidence that the subcontractor can keep people safe—not merely a nice-looking safety manual.
They may review:
AGC's guidance specifically calls out EMR, OSHA history, safety-training programs, and workforce/resources as areas worth evaluating.
For higher-risk trades, safety can become a hard disqualifier rather than merely one item in a score.
A weak reference check sounds like:
"Were they good?" Almost everyone gives a reasonably positive answer.
A good GC asks another contractor or owner questions such as:
That last question is particularly useful.
AGC recommends references from multiple perspectives—including contractors, suppliers, banks, and sureties.
This is a huge one.
Suppose a subcontractor has a great reputation and wins the bid at a very competitive price. The GC then discovers they're already committed to six major projects.
That "great subcontractor" may not be a great subcontractor for this project.
The GC wants to understand:
Current manpower + current backlog + upcoming commitments + this project = realistic capacity?
AGC specifically recommends reviewing current projects/backlog and workforce availability when evaluating subcontractor capacity.
The company president might be impressive. The person actually running the project matters more.
A GC may meet:
They'll assess whether those people understand:
For a critical trade package, the people assigned to the project can be as important as the company's overall reputation.
For significant projects, a GC may visit the subcontractor's office, shop, warehouse, fabrication facility, or another active job.
AGC explicitly recommends office visits and meetings with key management personnel as part of prequalification.
You can learn a lot by seeing:
This is where experienced GCs differ from inexperienced ones.
Imagine:
| Sub | Bid | Experience | Safety | Capacity | References |
|---|---|---|---|---|---|
| A | $950k | Excellent | Excellent | Good | Excellent |
| B | $875k | Good | Good | Poor | Mixed |
| C | $910k | Excellent | Excellent | Excellent | Excellent |
Sub B may look cheapest.
But if B is overloaded and historically struggles with schedules, the additional $75k savings could be wiped out by GC supervision, delays, rework, schedule impacts, and disputes.
AGC explicitly recommends evaluating best value and acceptable risk, rather than assuming the lowest price is the best choice.
A sophisticated GC will turn this into a repeatable process rather than relying entirely on someone's gut feeling.
For example:
| Category | Weight |
|---|---|
| Relevant experience | 20% |
| Price/value | 20% |
| Financial strength | 15% |
| Safety | 15% |
| Schedule/capacity | 10% |
| Past performance | 10% |
| Management/team | 5% |
| Insurance/bonding/compliance | 5% |
Then establish automatic disqualifiers, such as:
This makes the process much more defensible and consistent.
This is the part many smaller contractors miss.
Prequalification shouldn't happen once and then disappear.
A GC can track each subcontractor's performance:
AGC recommends continuing to monitor subcontractors and updating financial/prequalification information rather than assuming that a previously qualified company remains healthy indefinitely.
Some sophisticated contractors actually maintain green/yellow/red subcontractor ratings based on performance across projects.
That creates a powerful feedback loop:
Find → Prequalify → Bid → Hire → Monitor → Evaluate → Reuse or Remove
The most valuable asset isn't a list of subcontractor phone numbers.
It's a historical performance database.
For every subcontractor, a GC wants to know:
What did they promise, what did they actually do, and what did it cost us? Over several projects, that becomes extremely powerful.
A GC might discover:
That institutional knowledge can be worth far more than a small difference in bid price.
A strong GC is asking five questions:
If all five answers are strong, you've probably found a reliable subcontractor.
And the best GCs don't just find reliable subs—they systematically identify, score, document, and retain the good ones, while continuously monitoring them for signs that their risk profile has changed.
For every subcontractor, a GC wants to know:
This is the part many smaller contractors miss.
Finding and vetting reliable subcontractors is one of the most critical responsibilities for a General Contractor (GC). A strong network prevents project delays, cost overruns, and quality issues. Here is how GCs typically find and vet their trade partners: How General Contractors Find Subcontractors
Finding and vetting reliable subcontractors is one of the most critical responsibilities for a General Contractor (GC). A strong network prevents project delays, cost overruns, and quality issues.
Here is how GCs typically find and vet their trade partners:
How General Contractors Find Subcontractors
How General Contractors Vet Subcontractors
If you'd like, let me know:
I can provide targeted strategies for your specific situation.
No sources cited
A good GC treats subcontractor selection as **risk management, not just bid shopping**. The goal is to build a repeatable pipeline: find several candidates, prequalify them, verify what they tell you, then watch their performance after award. ## 1. Find candidates from multiple sources The best subs often come through…
A good GC treats subcontractor selection as risk management, not just bid shopping. The goal is to build a repeatable pipeline: find several candidates, prequalify them, verify what they tell you, then watch their performance after award.
The best subs often come through trusted industry relationships, not Google alone.
Have every prospective sub complete the same prequalification questionnaire. This makes comparisons much easier and prevents the cheapest bidder from automatically becoming the winner.
At minimum, collect:
| Area | What to examine |
|---|---|
| Experience | Similar projects, size, complexity, geography |
| Capacity | Current backlog, manpower, equipment, schedule availability |
| Financial | Financial statements, working capital, payment history |
| Safety | EMR, OSHA history, incident rates, safety program |
| Insurance | General liability, workers' comp, auto, umbrella, required endorsements |
| Bonding | Surety, single-project and aggregate capacity |
| Licensing | Trade licenses, registrations, disciplinary history |
| References | Recent GCs, owners, suppliers |
| Legal history | Litigation, liens, judgments, defaults, terminations |
| Management | Owner, PM, superintendent and key personnel |
These are broadly consistent with established construction prequalification practices.
This is where a mediocre vetting process becomes a good one.
For example:
The principle is simple: independently verify the information that could materially expose your company to risk.
Don't ask only, "Were they good?" You'll almost always get a polite answer.
Ask:
That last question can be particularly revealing. A subcontractor can be excellent at $500K commercial projects but completely overwhelmed by a $5M project.
This is one of the more useful—and underused—vetting techniques.
A supplier can sometimes tell you things a GC reference won't:
Supplier references are specifically recommended as part of comprehensive subcontractor evaluation.
A sub may be capable of doing your project but unable to do it right now.
Look at:
Current backlog + available crews + project schedule + geographic coverage.
For example, if a framing contractor has $15M of work already committed and you're asking them to mobilize a large crew in six weeks, their impressive project history doesn't mean much.
Ask for their current workload and specifically identify who will actually run your job.
You're not really hiring a company—you are hiring a team.
Meet the proposed:
A company can have an excellent reputation but put an inexperienced PM on your project. Conversely, a smaller subcontractor with an exceptional field team can outperform a much larger competitor.
Once the subs are prequalified, level their bids.
Look for:
A bid that's 8% cheaper because it omitted $150,000 of scope isn't cheaper.
This is why experienced GCs separate "qualified to bid" from "best value."
A simple weighted scorecard can make selection much more objective.
For example:
You can adjust the weights based on the project. For a high-risk industrial job, safety might carry much more weight; for a straightforward residential scope, price may carry more.
The important thing is to establish the criteria before you fall in love with the low number.
The best GCs turn every project into better subcontractor intelligence.
After each project, score the sub on:
Then maintain three categories:
A — Preferred: Invite first; proven performers.
B — Approved: Qualified, but not enough history or some weaknesses.
C — Restricted: Only use with management approval or under specific conditions.
That's how a GC eventually builds a reliable subcontractor network rather than repeatedly starting from scratch.
I'd pay particular attention to a subcontractor who:
The core philosophy is: find broadly → prequalify consistently → independently verify → compare scope and price → monitor performance. A strong prequalification process is intended to identify financial, safety, capacity, and performance risks before they become project problems.
The best GCs turn every project into better subcontractor intelligence.
After each project, score the sub on:
Then maintain three categories:
A — Preferred: Invite first; proven performers.
B — Approved: Qualified, but not enough history or some weaknesses.
C — Restricted: Only use with management approval or under specific conditions.
That's how a GC eventually builds a reliable subcontractor network rather than repeatedly starting from scratch.
I'd pay particular attention to a subcontractor who:
Finding and vetting reliable subcontractors is one of the most critical responsibilities for a General Contractor (GC). A strong network prevents project delays, budget overruns, and quality…
Finding and vetting reliable subcontractors is one of the most critical responsibilities for a General Contractor (GC). A strong network prevents project delays, budget overruns, and quality issues.
Here is how GCs typically source, evaluate, and secure dependable trade partners:
How GCs Find Subcontractors
How GCs Vet Subcontractors
Would you like me to dive deeper into how to structure subcontractor agreements (subcontracts) or share red flags to watch out for during the vetting process?
Finding and vetting reliable subcontractors is one of the most critical jobs for a general contractor (GC). A weak sub can blow a budget, miss a deadline, or cause a safety…
Finding and vetting reliable subcontractors is one of the most critical jobs for a general contractor (GC). A weak sub can blow a budget, miss a deadline, or cause a safety disaster.
Here is the step-by-step playbook GCs use to source, evaluate, and lock in top-tier trade partners.
Once a sub is identified, GCs put them through a rigorous pre-qualification process before letting them anywhere near a contract:
Vetting doesn’t end when the contract is signed. GCs maintain reliability through active project management:
Would you like to dive deeper into how to structure subcontractor agreements or explore red flags to watch out for during the vetting interview?
A General Contractor (GC) usually finds and vets reliable subcontractors by treating the process as **risk management**, not just hiring. The best GCs build a dependable “bench” of trade partners before they urgently need them.…
A General Contractor (GC) usually finds and vets reliable subcontractors by treating the process as risk management, not just hiring. The best GCs build a dependable “bench” of trade partners before they urgently need them.
Common sources include:
Referrals from trusted construction professionals
Trade associations and industry networks
Construction bidding and qualification platforms
Past project relationships
Before inviting a subcontractor to bid, a GC typically checks:
A concrete subcontractor who does excellent residential driveways may not be qualified for a $5 million commercial foundation package.
A GC should confirm:
The GC should obtain insurance certificates directly and verify coverage rather than relying only on a subcontractor’s paperwork.
Professional GCs evaluate:
Safety problems can create schedule delays, legal exposure, and insurance issues for the GC.
Instead of asking:
“Would you hire them again?”
A GC should ask:
Calling other GCs who have recently worked with the subcontractor is usually more valuable than homeowner references for commercial work.
For larger scopes, GCs may review:
A subcontractor can be highly skilled but still fail a project if cash flow problems stop work halfway through.
The lowest bid is often not the best choice.
A GC compares:
Red flags include:
Many GCs test a new subcontractor on:
Performance on a smaller job reveals:
Successful GCs track:
They continuously add and remove companies rather than rebuilding their subcontractor list for every job.
Many contractors effectively rank subs on a 100-point scale:
| Category | Weight |
|---|---|
| Quality of past work | 25 |
| Reliability/scheduling | 20 |
| Safety record | 15 |
| Communication | 15 |
| Pricing/value | 10 |
| Financial strength | 10 |
| Paperwork/compliance | 5 |
A subcontractor who costs 5% more but consistently finishes on time may be far more profitable than the cheapest bidder.
In short: great GCs do not simply find subcontractors; they build relationships with proven trade partners through referrals, qualification checks, trial performance, and ongoing evaluation.
General contractors (GCs) find and vet reliable subcontractors by combining **strategic local scouting, rigorous document verification, and a formalized prequalification process** . Managing this process systematically prevents project delays, financial liabilities, and substandard…
General contractors (GCs) find and vet reliable subcontractors by combining strategic local scouting, rigorous document verification, and a formalized prequalification process . Managing this process systematically prevents project delays, financial liabilities, and substandard work.
Here is how successful general contractors source and evaluate trade partners:
Once a potential subcontractor is identified, they must pass a strict vetting protocol before they are allowed to submit a formal bid:
| Vetting Step | What the GC Checks | Red Flags to Watch For |
|---|---|---|
| Licensing & Bonds | Verify active trade licenses and surety bonds via state lookup databases. | Expired licenses; working outside their registered trade. |
| Insurance Coverage | Request a Certificate of Insurance (COI) showcasing general liability and workers' comp. | Low coverage limits; resistance to adding the GC as "additionally insured". |
| Financial Solvency | Evaluate credit history with suppliers and ask for bank or accountant references. | Demanding massive upfront deposits before any work or staging begins. |
| Safety Records | Check OSHA logs and the company's Experience Modification Rate (EMR) score. | An EMR rating above 1.0, which indicates a higher-than-average risk of workplace injuries. |
| Capacity & Staffing | Confirm current crew size, active project backlog, and dedicated equipment inventory. | Overpromising timelines while running a severely understaffed crew. |
GCs do not rely solely on online portfolios; they call at least three recent project references—specifically other GCs or project managers. Crucial screening questions include:
Before a trade partner sets foot on the jobsite, reliable GCs deploy a strict onboarding checklist to prevent legal or mechanic's lien disputes later on:
To help tailor this information to your business needs, let me know:
A good General Contractor (GC) treats subcontractor selection as **risk management, not simply bid shopping**. The goal is to determine whether a subcontractor can reliably deliver the specific scope, on the specific schedule, at the proposed price. A typical process looks like this: ### 1. Build a pool of potential…
A good General Contractor (GC) treats subcontractor selection as risk management, not simply bid shopping. The goal is to determine whether a subcontractor can reliably deliver the specific scope, on the specific schedule, at the proposed price.
A typical process looks like this:
GCs find subcontractors through:
The best GCs continually build their subcontractor database rather than starting from scratch for every project.
A standardized prequalification questionnaire is one of the most important tools. It typically covers:
| Area | What the GC looks at |
|---|---|
| Experience | Similar projects, size, complexity, location |
| Financial strength | Financial statements, working capital, cash flow |
| Bonding | Surety, single-job and aggregate capacity |
| Insurance | GL, workers' comp, auto, umbrella, required endorsements |
| Safety | EMR, OSHA history, TRIR/DART, safety program |
| Capacity | Current backlog, manpower, equipment |
| Management | PMs, foremen, superintendent experience |
| References | Recent GCs/owners who have actually worked with them |
| Legal history | Litigation, defaults, terminations, liens |
| Licensing | Correct and current licenses/certifications |
This is consistent with industry prequalification practices: the emphasis is on financial capacity, safety, relevant experience, insurance/bonding, operational capacity, and references.
This is where the good GCs separate themselves from the careless ones.
Don't just collect a certificate of insurance or three references and put them in a folder.
For example:
References:
Call them. Ask:
"Would you hire this subcontractor again?"
That's often more revealing than asking whether they "did a good job."
Then ask:
Industry guidance specifically recommends calling references rather than merely collecting them.
Licenses: Verify directly with the relevant licensing authority.
Insurance: Verify the certificate and, where appropriate, endorsements with the broker/carrier rather than assuming a COI tells the entire story.
Safety: Review OSHA history, EMR and other safety metrics rather than relying on "we have a good safety program."
Financials: For larger scopes, review financial statements, working capital, backlog, bonding capacity and sometimes bank/surety references.
This is an underrated step.
A GC can ask to see:
Look at things that don't show up on a prequalification form:
Is the jobsite organized? Are workers productive? Is the foreman competent? Is the work clean? Are materials protected? Does the subcontractor appear to have control of the operation?
Site visits are specifically recommended as part of subcontractor evaluation.
This is different from asking whether they're a "good contractor."
A fantastic $2 million/year electrical contractor may be completely wrong for a $10 million electrical package.
The GC needs to compare:
Project requirement → subcontractor capability
For example:
Current backlog is particularly important. A subcontractor may look excellent on paper but already be overloaded with work.
This is probably the biggest mistake inexperienced GCs make.
Suppose three bids are:
The $900K bid isn't necessarily the cheapest.
The GC should determine:
A $900K bid that eventually costs $1.15M is much more expensive than a clean $1.025M bid.
More sophisticated GCs use a scoring system instead of relying entirely on intuition.
For example:
| Category | Weight |
|---|---|
| Relevant experience | 20% |
| Past performance/references | 20% |
| Price/scope completeness | 20% |
| Financial capacity | 10% |
| Safety | 10% |
| Schedule/manpower | 10% |
| Insurance/bonding/compliance | 5% |
| Management team | 5% |
Then establish minimum disqualifiers.
For example, a GC might say:
"Regardless of score, we don't award to a subcontractor with an inactive license, inadequate insurance, unacceptable safety history, unresolved major default, or insufficient capacity for the project."
That prevents a very low bid from overcoming a serious risk.
A very effective strategy is to earn trust progressively.
Instead of giving an unknown subcontractor a $5 million package on the first job:
Small project → evaluate performance → larger project → preferred-sub status
After each project, the GC should record:
Over several projects, this becomes an extremely valuable subcontractor performance history.
The best GCs essentially have a private intelligence system on their trade partners.
For each subcontractor, they know:
"We've used ABC Mechanical six times. They're excellent technically, expensive but rarely generate disputes, always staff properly, and they're particularly good on hospitals."
That's far more useful than simply knowing ABC Mechanical's bid price.
Prequalification is generally an ongoing process rather than a one-time event; strong programs refresh information periodically and perform project-specific checks for larger or higher-risk work.
If I were setting up a GC's subcontractor-vetting process from scratch, I'd put references from other GCs near the top of the list.
A subcontractor can produce beautiful marketing materials. They can give you perfect financial ratios. They can provide an impressive list of projects.
But another GC who says:
"I've used them four times. Give them the work."
is extraordinarily valuable information.
Likewise, if three experienced GCs independently tell you:
"They're cheap, but don't let them near a critical-path activity."
you should pay attention.
The strongest subcontractor selection process therefore combines documents + independent verification + firsthand observation + actual project performance.
In shorthand:
Find → Prequalify → Verify → Visit → Bid → Compare scope → Award → Monitor → Score → Reuse the good ones.
That last step is crucial. The best subcontractor pool is built over years, not found on Google the week before a bid.
Finding and vetting reliable subcontractors is one of the most critical responsibilities for a **General Contractor (GC)** . A strong network keeps projects on schedule, within budget, and up to quality…
Finding and vetting reliable subcontractors is one of the most critical responsibilities for a General Contractor (GC) . A strong network keeps projects on schedule, within budget, and up to quality standards.
Here is how GCs typically find, evaluate, and secure dependable subcontractors:
Where General Contractors Find Subcontractors
How General Contractors Vet Subcontractors
If you'd like, I can dive deeper into:
Let me know which area you'd like to explore next.
A good General Contractor (GC) usually treats subcontractor selection like **risk management**, not simply “find the lowest bid.” The best GCs build a reliable bench of subs over time and use a repeatable prequalification process. ### 1. Find them through multiple channels The strongest sources tend to be:
A good General Contractor (GC) usually treats subcontractor selection like risk management, not simply “find the lowest bid.” The best GCs build a reliable bench of subs over time and use a repeatable prequalification process.
The strongest sources tend to be:
The goal isn't to have 50 names. It's to develop 2–4 dependable options for each important trade.
Before putting a subcontractor on a project, I'd collect:
| Area | What to verify |
|---|---|
| License | Correct classification, active status, expiration |
| Insurance | General liability + workers' comp |
| Experience | Similar projects, size, complexity |
| References | Recent GCs/customers, not just old references |
| Financial health | Ability to carry payroll/materials until paid |
| Manpower | Crew size and availability |
| Safety | OSHA/safety history, jobsite practices |
| Quality | Photos + inspection of completed work |
| Communication | Responsiveness and professionalism |
| Contract | W-9, subcontract agreement, indemnity, insurance requirements |
| Capacity | Can they actually handle your schedule? |
For California work, the CSLB license lookup is an important first step. CSLB's database can show license status and certain complaint/disciplinary information.
This is where experienced GCs separate themselves from inexperienced ones.
A license tells you whether they're authorized to perform the work. It doesn't tell you whether they'll:
California CSLB specifically recommends verifying insurance and obtaining/confirming certificates of insurance. Workers' compensation requirements are particularly important when the subcontractor has employees.
I'd independently verify insurance with the carrier/agent rather than simply keeping a PDF someone emailed you.
Don't ask:
“Were you happy with them?”
You'll almost always get a polite answer.
Instead ask:
That last question is particularly valuable.
And ideally, visit one of their current jobsites. A subcontractor can provide beautiful photographs while running a chaotic jobsite today.
This is one of the best vetting techniques.
Instead of immediately awarding a $150,000 scope, give a promising subcontractor a smaller job.
Watch:
Before the job
During the job
After the job
A $5,000 test can tell you far more than a stack of references.
Suppose three drywall subs bid:
A novice may simply choose A.
An experienced GC asks why A is $14,000 cheaper.
Maybe A omitted:
A useful practice is to create a scope sheet and normalize every bid against exactly the same scope.
Then compare:
Price + schedule + quality + reliability + risk
rather than price alone.
The estimating process itself is a screening tool.
Good signs:
Bad signs:
The really sophisticated approach is to create a subcontractor scorecard.
For example:
| Category | Weight |
|---|---|
| Quality | 25% |
| Schedule performance | 20% |
| Communication | 15% |
| Safety | 15% |
| Cost/change-order management | 10% |
| Coordination | 10% |
| Paperwork/closeout | 5% |
After each project, score them 1–5.
Over time you'll discover something important:
Your cheapest subcontractor isn't necessarily your lowest-cost subcontractor.
A $100k sub who creates $20k of rework, delays another trade, generates disputes, and requires constant supervision may be dramatically more expensive than a $110k sub who gets it right the first time.
Once a subcontractor proves themselves, don't treat them like a commodity.
Good GCs try to become a preferred GC for their best subs.
That means:
The best subcontractors have choices. A GC has to be a good customer, too.
I'd boil the whole process down to:
Find → Prequalify → Verify → Reference-check → Test → Measure → Build relationship
And the most important rule is:
Never let one good-looking bid substitute for a history of good performance.
If you're thinking about this from the perspective of building a subcontractor network for a GC business, I can also lay out a practical subcontractor prequalification system—including the exact documents to request, interview questions, scoring system, and red-flag criteria.
