Major Renovation Contractor in Los Angeles

Major renovations are often more complex than new construction. On a new build, you control every variable from the foundation up. On a renovation, you inherit decades of decisions made by other people, and the biggest variable is what you don't know until you open the walls.

Concealed conditions drive that complexity. Structural deficiencies, outdated wiring, failed plumbing, water damage, termite damage, asbestos, lead paint - none of it is visible until selective demolition begins. The most expensive renovations are the ones where scope discovery was handled reactively, with each concealed condition generating a change order, a schedule delay, and a difficult conversation. BCG's approach is to conduct targeted investigation during preconstruction, identify likely discovery areas before committing to a full scope, and size contingency budgets to the actual risk profile of the structure. Our guide on renovation planning covers how we structure that investigation process.

Code compliance triggers add another layer. When renovation scope reaches a certain percentage of the building's value, current code compliance is triggered on the entire structure, not just the renovated portion. In Los Angeles, the distinction between "repair" and "alteration" under LADBS determines which requirements apply. Cross that threshold and you're looking at seismic retrofit, Title 24 energy compliance, fire and life safety upgrades, and potentially ADA requirements that were never in the original design intent. The 50% rule is one of the most consequential thresholds in residential renovation. Managing where a project falls relative to that line takes deliberate scope planning during preconstruction, not reactive discovery during construction. In some cases, the honest early assessment is that a renovation has crossed the line into "tear it down and start over" territory, and it's better to know that before committing $500,000 in construction costs.

Older homes across the Westside frequently contain hazardous materials. Asbestos in floor tile, insulation, and joint compound. Lead paint on every surface in a pre-1978 home. Testing and abatement must be planned and completed before construction begins. Discovering hazardous materials after demolition is underway shuts down the project and creates unplanned cost that could have been identified with $5,000 in pre-construction testing. On a recent whole-house renovation in Brentwood, pre-construction testing identified asbestos in three separate building systems and lead paint throughout. Because abatement was scoped and completed before demolition mobilized, the project avoided what would have been a six-week shutdown and over $80,000 in reactive remediation costs.

BCG enters during design, not after bid day. On a major renovation, that early involvement is where the budget gets built correctly.

During preconstruction, we evaluate the existing structure with the architect and engineering consultants to identify conditions that will affect scope, cost, and schedule. That means reviewing the original construction, assessing structural and mechanical systems, flagging likely concealed conditions, and developing a realistic budget that accounts for what we know and what we expect to find. We provide real-time cost feedback as the architect develops the renovation design, so decisions about what to keep, what to remove, and what to rebuild are made with actual cost data rather than assumptions.

Before construction begins, BCG competitively bids every specialty trade with a minimum of three qualified bidders per scope. All trade costs are open-book. The owner sees actual subcontractor pricing, material costs, and BCG's fee. The Guaranteed Maximum Price caps total project cost, and if the project comes in under budget, savings are shared per contract terms.

In the field, our superintendent manages daily operations, coordinates subcontractors, schedules inspections, and maintains quality control. A labor foreman leads our self-perform crew on site daily, handling demolition, selective demolition, framing, rough and finish carpentry, and general site work. BCG operates its own skid steers for interior demolition, material handling, and site logistics. Jeff Benson is engaged at the project management level throughout: cost control, schedule management, owner and architect communication, trade procurement, and every field decision that affects scope, budget, or timeline.

Discovery management is where the CMAR model proves its value on renovations. When concealed conditions are found, the process is documented, priced at open-book cost, and approved by the owner before work proceeds. There are no adversarial change order negotiations. Contingency is drawn against transparently, and the owner has full visibility into where the budget stands at every point in the project. That is the opposite of a lump-sum renovation contract, where the contractor is financially incentivized to minimize investigation and maximize change orders.

BCG's major renovation work ranges from focused engagements - a single structural investigation, a hazardous materials abatement, a code compliance assessment - to full-scope renovations exceeding $3 million on large Westside homes with structural, mechanical, and finish scope running simultaneously. For projects requiring phased construction or partial occupancy during renovation, BCG sequences the work to manage dust control, noise, temporary utilities, and safety barriers so that portions of the home remain functional while construction progresses.

The trigger is usually scope uncertainty. The owner and architect know the renovation is substantial, but nobody knows exactly what the project will cost until someone evaluates the existing structure, identifies what's behind the walls, and builds a real budget. A lump-sum bid on a renovation with unknown conditions is a guess, and it sets up a dynamic where every discovery becomes a dispute. Owners and architects bring BCG in because the CMAR model is built for exactly this situation: develop the budget alongside the design, size contingency to the risk, and manage scope evolution through open-book cost control rather than adversarial change orders. Early engagement also means one party is coordinating the structural engineer, the MEP consultants, the hazardous materials testing, and the cost planning from the start, so the owner has a single point of accountability for how all those pieces fit together. That coordination produces a renovation budget the owner can trust before committing to construction. BCG's construction services are structured for this level of complexity.