We rely on our hub & spoke business model that allows us to deploy either in-house employeees or subcontractors most of whom have been with the company for over 7 years.  The office is the command center and has visibility of all project activities, text, email, and necessary correspondence in order to organize, prioritize and deploy resources according to need.  Information is made available to the necessary team members via a detailed Schedule of Values which includes the scope of work, itemized pricing and payment information, streams of work flow, sequencing of events, and any pending or unknown variables that require further information or clarity, as well as via the Dropbox pictoral files and pertinent customer correspondence.  All of this is in play with all projects and at all times, so that if I am not available, the office can communicate with the customer, assign another team member as the interim project manager, and convey that Christopher Marosy is the owner, but Integrity Construction Services is a team.  Armed with all of the necessary information, the interim project manager can speak with intelligence and honesty to guide the customer and the team to make well-informed and confident decisions moving forward.  And upon my return, I am easily able to review the information on hand in our systems and get up to speed right away.