Robin:
The one thing that seems to get passed over in all the articles about Mike Strantz is how he insisted on working. He had his own small crew of shapers, whom he insisted on using to build the course, and he only did one project at a time and moved along with those guys from one project to the next.
It's a very difficult business model, because you have to find clients willing to wait on starting construction until you have finished the last project -- and because your cash flow is at risk if there are permitting delays and the like. Mostly, it worked great for Mike, because he had a few repeat clients who were willing to accept his terms, and he was working in a region where permitting delays were rare. [The same business model would have a lot more trouble in California or Europe.]