There’s a hard lesson many real estate operators learn too late: the final 5% of a construction project can be the most painful and dragging part of the entire process—not because of the cost, but because of the friction and delay it creates when contractors lose steam.

Outsiders often judge a project by what’s visible—the fresh paint, new flooring, shiny fixtures. But what they’re seeing is just the tip of the iceberg. In reality, the most critical and complicated work often happens behind the scenes and at the very end.

From my experience managing construction projects, I’ve seen a common pattern:

The subcontractors often get paid in draws based on percentage or phase completion. As the project progresses and the big-ticket items are installed, their financial incentive drops—along with their urgency and responsiveness.

By the final stretch, many subcontractors are already eyeing their next gig, and the project that once had momentum starts crawling.

The result?

Owners and general contractors are left battling to get punch lists completed, inspections passed, and handoffs finalized—delaying occupancy, causing frustration, and in some cases, costing real money.

If you’re not running multiple projects or don’t have in-house crews to fall back on, the final stretch becomes an uphill battle.

But there are ways to mitigate this:

Hire contractors with integrity and a track record of following through. The lowest bid often becomes the most expensive in the end.

Structure agreements with clear milestones, consequences, and incentives that keep contractors accountable all the way through completion—not just up to the “almost done” phase.

Have a contingency plan. Whether it’s a finishing crew, in-house handyman, or temporary labor—be ready when things stall.

Expect it. Plan for it. Don’t assume a project is 95% done just because it looks that way. That last 5% can easily drag a lot more energy than the amount of work left to be done.

In construction—as in life—it’s often the final mile that makes or breaks the outcome. So, always be over prepared because finishing strong isn’t optional. It’s the difference between a completed project and a costly delay.