• Mark Siegwald, a Senior Consultant with Bower Building Consulting in Chicago, separates fact from fiction in restoration consulting.

The Myths That Drive Up Costs

Illinois, USA, Aug 18, 2026, ZEX PR WIRE — After more than 24 years working across insurance adjusting, restoration, and consulting, Mark Siegwald has heard nearly every misconception about property damage claims. These myths do more than just confuse property owners. They delay recoveries, inflate costs, and sometimes leave damage unresolved.

“I’ve been the adjuster, I’ve worked in restoration, and now I consult. Each role teaches you something different. When you’ve seen a project from several perspectives, you stop looking for simple answers,” Siegwald said.

He now works with insurance carriers to assess major commercial and institutional losses caused by fires, floods, hurricanes, and mold. His role includes damage assessment, estimate auditing, contractor negotiations, and restoration oversight. Through that work, he has identified five myths that consistently mislead property owners and stakeholders.

Myth 1: All Restoration Companies Charge the Same Rates

Why people believe it: Many assume restoration work is standardized and that pricing is largely the same across vendors.

The fact: Pricing varies widely between contractors, and not all bids are based on the same scope of work or level of service. Some estimates include unnecessary steps or inflated unit costs.

“A lot of our work involves reviewing estimates, auditing pricing, comparing bids, and making sure repairs are being handled correctly. You want to avoid situations where work is either excessive or incomplete. The goal is to get properties restored properly and efficiently,” Siegwald explained.

Tip you can use today: Request itemized estimates from at least two vendors and compare line items, not just totals. Ask questions about any item you don’t understand.

Myth 2: Bigger Estimates Mean Better Repairs

Why people believe it: A higher bid can feel like a sign of thoroughness or quality.

The fact: A larger estimate does not guarantee better work. It may include unnecessary services, duplicate tasks, or inflated pricing.

“My goal isn’t to make a project bigger or smaller than necessary. It’s to make sure the repair plan accurately reflects the damage and supports a successful recovery,” said Siegwald.

Tip you can use today: Ask the contractor to explain why each service is needed. If they can’t justify it clearly, question whether it belongs in the scope.

Myth 3: You Should Always Accept the First Estimate

Why people believe it: After a disaster, people want to move fast and may assume the first responder knows best.

The fact: The first contractor on site is not always the best choice. Quick decisions without review can lead to overpayment or incomplete repairs.

Siegwald noted, “We’re seeing more complexity in nearly every major claim. The costs are higher, timelines are tighter, and there are often multiple parties involved. Insurance carriers want experienced professionals who can independently assess the damage and make sure the scope of work actually matches what’s needed.”

Tip you can use today: Take a day to review the estimate before signing. If time allows, get a second opinion from an independent consultant or another contractor.

Myth 4: Insurance Adjusters and Restoration Contractors Always Agree

Why people believe it: People often assume both parties are working toward the same goal and will naturally align.

The fact: Adjusters and contractors have different incentives. Adjusters work to control costs. Contractors want to maximize scope. Independent consultants help bridge that gap.

“You learn very quickly how important accuracy is. Every number matters. Every detail matters,” Siegwald said.

Tip you can use today: If there is a dispute between your adjuster and contractor, ask for a third-party review of the damage and scope before moving forward.

Myth 5: Once the Work Starts, Your Job Is Done

Why people believe it: Property owners often think hiring a contractor means they can step back entirely.

The fact: Oversight matters throughout the project. Without monitoring, work can drift from the agreed scope, timelines can slip, and quality can suffer.

“We’re there to make sure things are done correctly. Not overdone. Not underdone. Just done the right way,” Siegwald explained.

Tip you can use today: Schedule weekly check-ins with your contractor. Ask for progress photos and updates. Keep a copy of the original scope on hand to compare against what is actually being done.

If You Only Remember One Thing

Don’t assume every estimate is accurate or every contractor is equally qualified. Take time to compare bids, ask questions, and get independent input before committing to a scope of work. That simple step can save thousands of dollars and weeks of frustration.

Take Action Today

Share this list with a colleague, property manager, or friend who might face a claim in the future. Then pick one tip from this article and apply it the next time you review an estimate or hire a contractor. Small steps toward accountability lead to better outcomes.

About Mark Siegwald

Mark Siegwald is a Senior Consultant with Bower Building Consulting in Chicago. He has more than 24 years of experience in the insurance and restoration consulting industry, including roles as a claims adjuster with Kemper Insurance and Liberty Mutual and restoration leadership positions with Munters Corporation, Belfor USA, and Response Team 1. He holds multiple certifications including IICRC, ASD, Water Restoration Technician, AMRT, and AIC. His work focuses on damage assessment, estimate auditing, contractor negotiations, and restoration oversight for complex commercial and institutional losses.

• Operations leader and Lean expert Christopher Reep is encouraging manufacturers to make knowledge sharing part of everyday work before decades of practical experience are lost.

Mooresville, North Carolina, Aug 18, 2026, ZEX PR WIRE — As manufacturers work to fill open positions and prepare the next generation of skilled workers, operations leader and author Christopher Reep believes another challenge deserves just as much attention: making sure decades of practical experience are passed on before they disappear.

According to a joint report from Deloitte and The Manufacturing Institute, the manufacturing industry will need approximately 3.8 million new workers between 2024 and 2033, yet as many as 1.9 million of those jobs could go unfilled if current workforce trends continue. While much of the conversation has focused on hiring, Reep says companies should also be thinking about how they preserve the knowledge and practical experience of long-time employees.

“People often think experience is something that can be replaced with a handbook or a training manual,” Reep says. “In reality, some of the most valuable lessons come from years of solving problems, working with different teams, and learning what works through experience.”

Reep has spent nearly 30 years at Daimler Truck North America, where he serves as a Production Manager supporting the manufacturing of Freightliner and Western Star trucks. Throughout his career, he has worked with Lean management, Total Productive Maintenance (TPM), Hoshin Kanri, and structured problem-solving, always with a focus on helping teams improve how they work together.

He believes one of the most effective ways to preserve workplace knowledge is to make learning part of everyday work instead of waiting until an experienced employee is preparing to leave.

“The best organizations don’t wait until someone gives notice to start asking questions,” he says. “Knowledge should be shared every day through mentoring, coaching, and conversations on the production floor. When people learn from one another consistently, the organization becomes stronger.”

Research continues to show that mentoring and knowledge sharing benefit both organizations and employees. Strong knowledge transfer can reduce costly mistakes, improve onboarding, and help businesses adapt more quickly as experienced workers move into new roles or leave the workforce.

Reep says that the approach benefits everyone, not just newer employees.

“When experienced employees share what they’ve learned, they aren’t just teaching a process,” he says. “They’re sharing judgment, perspective, and the small lessons that help people make better decisions when challenges come up.”

He also believes leaders should spend more time creating opportunities for those conversations to happen naturally.

“The people closest to the work often have the best ideas,” Reep says. “If leaders take the time to listen, they can solve problems faster and help others build confidence at the same time.”

While technology continues to reshape manufacturing, Reep believes the human side of the industry remains just as important.

“Technology can improve efficiency, but it can’t replace the experience people develop over years of doing the work,” he says. “The companies that will be strongest in the future are the ones that invest in both.”

Reep encourages leaders to identify one process this week that depends heavily on one person’s experience and begin creating opportunities for that knowledge to be shared. Whether it’s through mentoring, documenting lessons learned, or simply creating more opportunities for experienced and newer employees to work together, he believes small actions today can have a lasting impact.

“Knowledge doesn’t have to disappear when someone leaves,” Reep says. “If organizations make learning part of their daily culture, they’ll be better prepared for whatever challenges come next.”

About Christopher Reep

Christopher Reep is a Production Manager at Daimler Truck North America, where he has spent nearly 30 years supporting the manufacturing of Freightliner and Western Star trucks. He is a certified Lean expert, published author, and practitioner specializing in Lean management, Total Productive Maintenance (TPM), Hoshin Kanri, and structured problem-solving. Through his leadership and writing, Reep focuses on helping organizations turn complex operational concepts into practical strategies that improve performance, strengthen teams, and create cultures of continuous improvement. He is the author of Anchored Leadership and is currently writing several books focused on Lean management and operational excellence.