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BULD stands for Builders United in Leadership Development. The 2026–2027 BULD Association program is a 12-month contractor business-development and implementation experience from Energize Us EDU Inc. for established electrical and trade-business owners, including small teams. It brings together onsite planning, estimating and customer follow-up, marketing and content, sales systems, team training and continued support. The included event experiences also offer opportunities to meet other contractors and compare notes; technical sessions depend on each event’s program. Dates, attendee allocations and arrangements are confirmed in your membership plan. Start with an inquiry about your business stage and goals so we can review fit. An inquiry does not enroll you or confirm an appointment.

We coordinate three days on site at your U.S. business after enrollment and onboarding. We film media and a podcast, create 90 days of marketing content, and work together on your business plan and dashboard. Remote work and support continue afterward.

The first month focuses on the agreed business plan, dashboard, customer database, website and inquiry journey, content planning and team responsibilities. We confirm scope, access and sequencing during onboarding.

It means building, testing and putting the agreed sales, marketing and operating workflows into use, with team training. It does not mean the business needs no human attention or that every result is guaranteed.

Energize Us EDU helps established electrical and trade-business owners put estimating, customer follow-up, operations and team leadership into an agreed implementation plan. We work with the owner and team onsite and remotely, with responsibilities and progress reviews defined during onboarding. Tell us where work gets stuck so we can discuss fit. Compare programs by who will do the work, how the team will use it, the time commitment and any separate third-party costs.

Start with the scope: what is included, what is excluded, site conditions and the materials and equipment required. Estimate crew hours and the full cost of that labor, not just hourly wages. Add material costs, rentals, subcontractors and job-specific costs such as permits. Include a consistent share of business overhead and an allowance for identified job risks, then work out the price needed for your profit target. State assumptions, payment terms and how changes will be priced. After the job, compare estimated hours and costs with actual results so the next electrical estimate starts with better information.

Overhead is the cost of keeping the business running that is not assigned directly to one job: office support, software, general insurance and other operating expenses. Your hourly wage is not your selling rate. A starting point for allocating overhead is annual overhead divided by realistic annual billable labor hours; that amount must be recovered alongside direct job costs and profit. Do not count the same expense twice. There is no single hourly rate for every electrical contractor: your costs, billable capacity, job scope and market all matter. Review your cost categories with your bookkeeper or accountant.

Choose a profit target using your own costs, capacity and business needs—not a universal electrical-industry percentage. Markup is the amount added to cost; margin measures the amount left as a percentage of the selling price. For a simplified example, if all estimated job costs, including allocated overhead, total $1,000, a 20% markup gives a $1,200 price and a 16.7% margin. A 20% margin requires $1,250: $1,000 divided by 0.80. These figures illustrate the math, not a recommended rate or guaranteed net profit. Actual costs, taxes and other obligations affect what the business ultimately keeps.

We bring estimating and follow-up into the agreed implementation plan alongside your customer database, lead stages and team responsibilities. Discuss where estimates are tracked, who owns the next action and how follow-up is reviewed. Specific tools, handoffs and automations are confirmed during onboarding.

For the wider workflow, read our guide to electrical business management, from inquiry to payment.

We combine documented routines, team training and ongoing work on leadership and delegation. Discuss handoffs between the owner, office and crew leads, the responsibilities each person will own, and when a decision needs the owner’s attention. The agreed plan gives the team a process to practice and review.

For a first-time electrical foreman, start with a clear assignment: the work to coordinate, the people involved and the decisions they can make. Agree what must come back to the owner, especially changes to scope, cost or schedule. Practice a short crew briefing and an office-to-field handoff, then review what was understood and what got missed. Technical skill alone is not a leadership plan. Give the new lead a defined responsibility, appropriate supervision and regular feedback before expanding the role.

Read our practical guide to managing electrical foremen and apprentices.

Useful measures include qualified inquiries, response time, estimates followed up and appointments booked. Review those measures alongside whether your team is using the agreed workflows and where work is getting stuck. Confirm the starting point, review schedule and responsibilities during onboarding.

Yes. Our business coaching focuses on business implementation and team development. Employer electrical apprenticeship instruction is a separate offering using NCCER Electrical Levels 1–4, practical learning and progress tracking. Discuss each need with our team so the training requirements and business-development scope are agreed separately.

Yes. During the three days on site, we film media and a podcast and create 90 days of marketing content. We use our media experience to develop your story and useful clips. Distribution and production arrangements are agreed in your plan; no audience size or viral outcome is promised.

The experience includes the three-day onsite visit, one regional event, a regional RE+ experience and tickets to the Builder’s Convention on September 10–12, 2027, in Burbank, California. Housing and meals for the included regional experiences are included; flights are excluded. The membership agreement confirms attendee allocations and arrangements.

No. Start with an inquiry. We review your business stage and goals, then discuss whether a discovery meeting makes sense. Submitting the form does not enroll you or confirm an appointment.

Keep learning with our videos, podcast and optional newsletter. We can discuss your stage without pushing you into a commitment that is not a fit.