The emergence of mixed-use developments is another important trend influencing apartment building design, according to Archova. These multipurpose buildings include commercial, residential, and recreational areas, encouraging walkability and a feeling of community. Urban residents can benefit from easy access to stores, services, and recreational opportunities by combining many operations into a single complex, reducing reliance on cars and building thriving communities that encourage a variety of social interactions and lifestyles.

The potential for improved public transit systems is another important benefit of high-density living as it becomes possible to invest in strong transit infrastructure, such as buses and subways, when more people live nearby, says Homesight. A lively sense of community is also fostered by high-density dwellings, with more opportunities for social contact and cultural exchange when there are more people living close to one another. Additionally, the existence of businesses such as stores, eateries, and entertainment centres within walking distance promotes a livelier and more vibrant urban environment. High-density neighbourhoods frequently develop into centres of culture and commerce that draw a variety of people and stimulate the economy.

The idea of “15-minute cities,” where inhabitants can walk or bike to basic services and amenities within 15 minutes of their homes, is another trend supported by apartment dwelling. This approach reduces the need for lengthy journeys and encourages a more sustainable way of living by highlighting the significance of mixed-use complexes and high-density housing close to transit hubs.

One of the most important problems facing cities today is affordable housing, which has an impact on how residents live, work, and engage with communities. The need for affordable and easily accessible housing is fueling creative ideas and changing urban landscapes as cities continue to expand. These trends aim to create habitable, sustainable settings for all people, not just those who can afford them. The way housing is planned, constructed, and incorporated into urban life is changing, with the goal of maximizing efficiency without compromising quality, whether in co-living facilities or micro-apartments, according to Learn Architecture.

Micro-flats, which are usually smaller than 400 square feet, are becoming popular as effective urban housing options. In order to maximize space, these small apartments frequently have built-in furniture and place a high value on functional design, serving young professionals and singles looking for affordable housing close to city hubs, and are well-liked in densely populated cities like Tokyo and New York City.

Trends in affordable housing are redefining urban living by reducing socioeconomic gaps and encouraging development that is focused on the community. Along with micro-apartments, technological innovations like modular building and adaptive reuse maximize space and savings while increasing availability. Innovative solutions suited to urban demands can be fueled by tax incentives, public-private partnerships, and policies that favor mixed-income zoning.

On the technology side, modern apartment design heavily relies on technological integration in addition to mixed-use and sustainability initiatives, says Archova. Technology is transforming urban living, from smart home systems that improve security and comfort to developments in building management software that maximize energy efficiency. Quality of life for residents has greatly improved with the introduction of technologies like automated lighting, keyless entry, and real-time maintenance requests in many apartment complexes. Professionals are becoming more and more interested in apartment complexes in urban areas thanks to shared areas with high-speed internet and collaborative areas that support the expanding trend of remote work.

Property managers can now also effortlessly monitor and maintain the infrastructure of apartment complexes thanks to the development of sophisticated building management systems. Predictive analytics, for example, can be used to forecast maintenance concerns, reducing downtime and interruptions to residents. Integrated communication tools also make it easier for management and tenants to communicate quickly, guaranteeing that problems are resolved efficiently and swiftly and raising overall tenant satisfaction.

Additionally, using smart technology in urban residential settings promotes sustainable living habits, says Archova. Tenants can reduce their carbon footprint and contribute to a healthier environment by utilizing features like energy-efficient appliances and intelligent energy management systems. Smart technology and automation in apartment buildings continue to play a critical role in creating safe, comfortable, and environmentally friendly living environments as urban populations continue to rise.

Using green building materials is one of the most important aspects of designing sustainable apartments. Owing to ethical sourcing practices and recycled content, these materials ease the environmental impact of building; products manufactured from bamboo, repurposed wood, or eco-friendly concrete, for example, can help conserve resources while increasing the structure’s overall resilience.

Catering to a wide variety of people who live in metropolitan regions—including retirees, young professionals, families, and people from different cultural backgrounds—is vital. Because of this diversity, apartment building architecture and the range of amenities provided inside these structures must be carefully considered. Creating inclusive apartment complexes requires taking into account the many cultural backgrounds of city dwellers. Including adaptable areas that can accommodate cultural events or activities can help residents feel more included and encourage cross-cultural communication. Modifying apartment complexes in urban areas to accommodate these varied populations is essential to developing thriving, welcoming communities.

The future of apartment buildings in urban spaces is significantly influenced by government policies and urban planning initiatives, according to Archova. Zoning laws serve as foundational tools that local governments utilize to regulate land use, ensuring that high-density residential structures such as apartment buildings are developed in a manner that respects community goals and environmental considerations. As mentioned, the implementation of mixed-use zoning, which allows for both commercial and residential developments, has become increasingly popular, and this approach not only fosters vibrant urban neighborhoods but also maximizes the utility of limited land resources.

In addition to zoning laws, government incentives play a crucial role in encouraging the development of affordable housing units within apartment buildings. Policymakers often employ tax breaks, grants, or low-interest loans to motivate private developers to include affordable units within their projects. These incentives are vital in addressing the housing crisis faced by many urban centres, as they promote the construction of diverse housing options that cater to various income brackets. The creation of mixed-income communities through these policies can lead to social cohesion, helping to reduce economic disparities within urban environments.

Despite these promising innovations, challenges remain. Urban planners must navigate regulatory hurdles, funding obstacles, and resistance to change from existing residents. Balancing affordability with high-quality design and technology will also be an ongoing concern. The future of apartment buildings in urban spaces appears to be a dynamic interplay of sustainability, innovation, and community engagement, promising an improved living experience as we move forward.

Future urban planning initiatives will continue to prioritize equity and inclusion. To build thriving, inclusive communities, it’s essential to guarantee that all citizens have access to reasonably priced housing, first-rate services, and job opportunities. In order to promote social justice, policymakers and urban planners must address differences in housing availability and affordability through focused interventions and inclusive design procedures.

Integrating various housing types into a coherent framework that promotes social inclusion, sustainability, and accessibility is a key component of effective urban planning. In order to accomplish these objectives, mixed-density developments, public involvement, sustainable practices, and cutting-edge technologies are all essential. Successful urban planning endeavors will depend on the ability to adjust to shifting requirements and priorities as cities continue to develop and change.

The landscape of apartment buildings in urban spaces is undergoing a significant transformation, driven by technological advancements, environmental considerations, and evolving societal needs. As cities continue to grow, innovative designs and smart technologies are expected to redefine urban living. Emerging trends indicate that future apartment buildings will increasingly incorporate sustainable materials, energy-efficient systems, and intelligent automation solutions that not only enhance residents’ quality of life but also minimize environmental impact. The future of housing is looking up.

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The rising costs of these homes, coupled with the loose lending policies that allowed more and more people to buy them on credit without enough to back them up, eventually led to the great recession beginning in 2008.

In the aftermath of all the economic turmoil, more people started to reevaluate what they really needed in a home. This also coincided with a shift toward minimalism, wherein people rethink their material possessions and what is necessary to live a fulfilled life, shining a light on consumption habits and environmental and social impact. But, regardless of their philosophy, people still have to live somewhere.

So, what can you do if you want to keep things as simple as you can but still have a roof over your head?

Well, you can move on from the behemoth homes that continue to be built and go in the opposite direction: tiny homes and other living spaces. The rise of tiny homes over the past few decades has gone from a millennial trend to a solution that could have far-reaching, sustainable results. These are homes that are under 400 square feet. Not only does this help people achieve their goals for living simply, but it supports greener construction, as tiny homes are often built using reclaimed materials like wood, steel, and concrete. Building tiny homes means using fewer resources and less energy and can meaningfully contribute to urban infill, rather than sprawl.

This is significant because globally, buildings represent about 40 percent of greenhouse gas emissions. Of that, 70 percent comes from building operations, like heating and cooling, and 30 percent comes about during their construction.

According to global data and business intelligence platform Statista, the average home size in the U.S. is about 2,500 square feet for ranch-style one- and two-story dwellings. Many of us can just about picture opening the door, waking into an entranceway, seeing stairs going up on your left and a living room to your right while the dining room and kitchen lie beyond. Compare that image to tiny homes that come in at about 400 square feet (although this can vary depending on zoning requirements). They can be built either on a trailer or on a foundation and can be lived in year-round. Generally, they are prefabricated in a factory but can also be built on site.

These homes certainly tick the box for simple or minimalist living, but to make them function well, one must put a lot of thought into meeting people’s needs. ArchDaily has some suggestions for making the most of the space, including using sliding doors for privacy and dividers without sacrificing an inch. Furniture should do double-duty wherever possible: a bed is not just a bed, but storage space as well; a bookshelf can fold out to be a desk; chairs slide out of wall storage and are pushed back in when not needed.

Infrastructure is just as critical in tiny homes as in palatial ones, but in different ways. One of the unique questions that comes with a tiny home is, will it be mobile or not? There is a certain appeal that comes with taking your home with you when you move to a different community, and it can be a big factor for people choosing a tiny home option. But if the owner is planning to stay put, it’s important to ensure the appropriate foundation is used for the lot the house is being placed on. This could be a concrete foundation, skids, or stilts, depending on the use case.

Architecture videographer and creative founder of Simple Dwelling, Anthony Richardson, tells the Guardian about the misconceptions of smaller living spaces. “There’s a really strong misconception that minimalism is empty, cold, white rooms,” he explains. “A simple home can have texture, it can have life and warmth to it… when you really break it down, minimalism is about the essentials.”

Another considerable benefit of compact design is the lower costs of construction and maintenance, which increases affordability overall for more people. In fact, retailers like Walmart and Amazon are offering preassembled tiny houses for a cost comparable to buying a car. These ones are really small—about 19 by 20-foot expandable prefab houses that come delivered by flatbed truck. More and more people are turning to these tiny homes not necessarily because of a belief in living small, but because of the growing costs of buying a conventional house as well as the downturn in construction that followed 2008.

Government housing departments and city planners are also taking a look at tiny homes because they may offer a solution to many of the issues surrounding housing and infrastructure. They can provide homes to the most vulnerable populations. In Canada, which is facing a housing crunch of low vacancy and higher housing costs, tiny home villages have emerged in many communities on government-owned parking lots as a way to help people living on the street experience a safer environment. They also have a much lower impact on a city’s infrastructure than constructing larger buildings to house people.

Alberta-based Teacup Tiny Homes has built and sold 100 homes in the province, and its founder Jennifer McCarthy tells The Globe and Mail how tiny homes should have a place in future planning for communities, through modular builds. She describes these tiny homes as akin to “open-concept bachelor suites” that could be built into the mix of housing types, providing people with an option while minimizing the impact on the surrounding area. “I believe the future of the tiny home industry will include more modular builds,” she says.

Whatever form they take, we expect to see more tiny homes popping up in community planning in the years to come. As we continue to face environmental challenges and urban pressures, tiny homes stand out not just as a novelty, but as a meaningful part of the housing conversation—small in size, but big in potential.

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Adaptive reuse has significantly grown in popularity as developers increasingly see the value and potential of underutilized or vacant spaces (as well as the speedier timelines, the lower construction costs, and the sustainability advantages they offer). Instead of demolishing the history, character, and workmanship of the past in favor of new construction, many clients are opting to breathe new life into existing spaces, which has the same effect on the neighborhoods and communities that call them home.

From Principal Peter Grimm’s perspective, “These projects oftentimes have a kind of catalytic potential to spark energy in the city,” and with this in mind, SEA designs thoughtful, vibrant spaces for public, private, and non-profit clients that will add value for its clients and the communities that enjoy the spaces.

Living its values
When it comes to adaptive reuse projects, the paths to development for public, private, and non-profit clients vary significantly, and SEA has an approach for each that leverages the firm’s keen eye and visionary approach to design, preserving the stories, character, and charm of the past while uncovering the untapped potential of a project’s purpose and function.

“We have unique experience in being able to talk to and show owners and agencies what a completed vision is, because a lot of times they are in really rough shape and it’s hard to see that this could be something really amazing that is worth keeping and saving,” says Principal Jennifer Marsicek of SEA’s innate ability to showcase the highest and best use case for clients.

The company’s own office is an adaptive reuse case which serves as a living laboratory, which Grimm notes enables the firm to “walk the walk,” and learn valuable lessons along the way.

Adaptive reuse projects are tenacious by nature and come with their own unique sets of challenges, particularly when compared to new construction. The “scrappiness” they necessitate, as described by Managing Principal Sid Scott, drives the firm. “Sometimes there’s a column in a funny spot or a shear wall that we have to work around,” he explains. “But I think that’s a really cool part of the work. It’s like a little forensics or a history of what was there and now it’s something different—a beautiful shiny new object,” he says.

“You have to kind of piece it together and generally budgets and schedules are tight, so I think our firm thrives in that kind of world where we’re going to make something out of something and we’re going to do it for your budget. It’s going to be really creative, so hang on, here we go.”

Transformational design
Undoubtedly, adaptive reuse projects are transformative by nature. This is certainly the case with Happy Valley Library in Happy Valley, Oregon, a project SEA spent more than 10 years bringing to life and a project that continues to have a positive impact in the community.

Happy Valley Library is an adaptive reuse project that not only elevates the value of an underutilized building but also exemplifies the ability to change the social fabric of a community. The project has become a civic hub that continues to draw people in. In fact, since its completion, usership has grown between 30 and 50 percent, depending on the program.

SEA used architecture to create inclusive, engaging, and accessible public spaces for people of all ages. With lots of natural light, pops of color, and exposed wood, the design for the library itself drew inspiration from book spines, while the expansion project took inspiration from book bindings. There is also an outdoor plaza that connects the space to art installations and a local park.

The project is poised to meet the current 2030 Challenge target and is projected to outperform Oregon Energy Code; it includes a 33-kilowatt solar installation on the roof, stormwater management, and low-VOC interiors.

Preserving legacy
While some projects are future-focused, others find a way to tell a captivating story of the past through modern design. Water Tower is one of those projects.

Water Tower is an iconic building located in the John’s Landing neighborhood that occupies an entire city block. Built in 1903 as a furniture warehouse, the exterior, marked by the historic water tower, is as thoughtfully designed as the interior spaces. Over the years, the factory evolved into different use cases including storage, warehousing, and even office space in the 1970s. Its current revival— what Grimm refers to as “a cool, interesting, mixed-use creative hub”—has preserved the history, textures, and character of the property.

That didn’t come without its challenges, though. The design team was required to work around issues with circulation and column grids, but in doing so created something very special.

“That’s part of what gives it the charm and character, and you just can’t really build that new,” says Grimm. “That’s the kind of texture that only comes from adapting a structure from a former use—often an industrial use—to a more user-friendly office/retail use.”

Design challenges aren’t the only issue SEA must work around when it comes to adaptive reuse projects. These projects can also be challenging from a funding and timeline perspective, especially where non-profit entities are concerned.

The Chehalem Cultural Center, for example, is not only a legacy project for the community, but also for the firm as it has been connected to the project since 2005, a longstanding relationship that the team values deeply. A depression-era school, the building was acquired from the school district for a dollar, and after a period of sitting vacant, it has been reimagined by the Chehalem Park & Recreation District (CPRD), the Cultural Center, and SEA.

“When we got on board about 20 years ago now, other folks in our firm really started doing a master plan effort with CPRD, the nonprofit Cultural Center board, and the community, to really create a kind of vision for it and a master plan,” explains Marsicek of the project, which included four distinct phases. The first phase was a LEED Silver commercial interior project that saw the space become an art hub complete with glass and ceramic studios, a tech space, and a gallery space that embraced the materials and character of the original space.

“There was a ton of VG fir paneling on the walls that’s gotten repurposed in several ways as wall treatments and ceiling treatments; the funky existing column grids and weird-shaped columns all over the place remain; existing concrete or wood floors were refinished,” says Marsicek, who notes challenges related to incorporating a modern mechanical and electrical system while maintaining the original character.

More recently, phase four of the project came to an end; this saw the second floor receive a new 250-seat theater space in what was the old auditorium. Once again, the character of the original space was incorporated into the design. “It had these little seats in there because it was an elementary school; now it has modern seats. We salvaged some of them and they’re in the lobby. The owner has them out as showcase pieces, and it’s got a big, new, grand stair that connects it to the main lobby,” Marsicek tells us. The space is reflective of the community, which was made possible by SEA’s consultative approach throughout the entirety of the relationship with the client and the project.

People first. Always.
SEA operates with a “People first. Design forward.” approach, and a big part of this philosophy is built on relationships and honing the firm’s ability to harness a client’s energy throughout project timelines and challenges.

“It’s just built into our DNA and how we do things; personally, I love the challenge. To me, there is nothing more satisfying than seeing the before and after pictures,” Scott explains of SEA’s ability to facilitate transformations that tell clients’ stories in the most authentic way.

For Grimm and the team at SEA, “It’s an honor to be entrusted with guiding the projects and seeing those, and helping those visions come to life,” knowing that the company has a hand in preserving history and strengthening the community through design. What is perhaps most interesting, though, is that, by embracing history and preserving the legacy of existing spaces through adaptive reuse, Scott Edwards Architecture continues to cement its own legacy as a changemaker, breathing life and vibrancy into the Portland market through its strong relationships and visionary designs.

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Dedicated to providing the Ontario construction industry with a quality building product since 2002, Tilt Wall Ontario embraces the goal of delivering superior goods and services by utilizing a process that saves time and money on projects such as offices, warehouses, sports facilities, facilities for handling and storing food, and multi-residential. To date, this award-winning company has completed 100 structures, with nearly 5,000 panels tilted.

“I was personally introduced to tilt-up construction in 2000,” says Vice President Len Overbeek. “In 2001 I did my first tilt-up project, an agricultural project, and then in 2002, along with three other partners, we founded Tilt Wall Ontario.”

Although Tilt Wall Ontario is currently the only company offering tilt-up construction in Ontario, the method itself is used worldwide. And although the method had been around for more than 100 years, it was definitely a new and unique product when introduced to the Ontario market, which created a set of challenges for the company.

“For the first 15 or so years of our career, there would be years where we did one or two tilt-up projects, and years where we did no tilt-up projects,” says Overbeek, adding that the company’s breakthrough occurred around 2014.

To help expand public knowledge, the company built its own office building and warehouse in Woodstock, Ontario, to allow potential customers to see, feel, and touch what tilt-up construction was all about firsthand. The gamble paid off with “a couple of nice school projects. Tilt-up was not just a new-fangled idea; it was a method of building that people started to look at from there.”

To date, Tilt Wall Ontario’s most noteworthy project took place several years ago with an 855-thousand-square-foot Amazon distribution centre in Hamilton, constructed from start to finish in 12 months “from when they broke ground to when they turned it over to Amazon,” says Overbeek, a truly incredible feat that also took place during COVID. “That was a big milestone for us as a company.”

In terms of current work, the company recently started a large warehouse project in Mississauga that utilizes local hires and local ready-mix concrete, along with an upcoming “super secret” project that will be the largest to date.

The tilt-up process
To prepare the job site and pour the concrete floor slab, which serves as the casting surface for the tilt-up panel construction, all necessary supplies and tools are gathered, and wall footings are built around the slab on which the panels will eventually stand. Then, conventional dimensional lumber is used to build the forms which are then linked together in the precise size and shape required, complete with window and door openings. These forms are assembled by workers horizontally directly on top of the floor slab or a temporary casting slab.

Next, a bond breaker is sprayed onto the slab to prevent the panel concrete from bonding with the casting surface. Architectural finishes or features, such as reveals, brick, or formliner, are then laid into the panel forms. To allow the panels to be lifted and connected to the roof system, footings, and adjacent panels, all necessary embeds and inserts are installed.

After clearing away any debris or standing water from the slab underneath the forms, the panel assembly begins. Depending on whether the panels are composite or non-composite, either wire mesh or a steel grid of reinforcing bars is tied into place. A layer of concrete is then poured, and immediately after, a continuous layer of three to four inches of rigid insulation is placed on top, along with the pin or tie system. A second layer of rebar is tied above the insulation, providing the panel’s structural reinforcement. Finally, the top layer of concrete is poured into the form, completing the panel.

The panels are then left to cure, typically for seven days, until they reach the required strength. These Large concrete panels with polystyrene insulation are formed on-site to create true edge-to-edge insulation, which increases fire protection, energy efficiency, and design flexibility.

It’s at this point that tilt-up construction gets its name. Once the panels have hardened and the forms have been taken out, the crew uses cables that plug into the inserts to link the first concrete panel to a crane. The panel is raised from the slab into a vertical position above the footings by crane, which is known as “tilting up.” From the crane’s long lines, enormous concrete panels weighing between 50,000 and 200,000 pounds are suspended. Working together, the crew precisely positions the braces and maneuvers the tilt-up panel before proceeding to the next panel. The operation is incredibly quick, with a skilled tilt-up crew installing up to 40 panels in a single day.

“The process eliminates of lot of false formwork,” adds Overbeek. “When we compete against cast-in-place and against pre-cast, we’re eliminating a lot of the trucking because we’re using local material and local trades.” For a job in Ottawa, for example, other than a few key people from Woodstock, everybody else is local.

Pouring the panels on site is a key feature, he adds, which ensures the builder isn’t restrained to size. “We’re not limited to hard and fast rules and dimensions,” Overbeek says. “We form up the panels, and then we can put the architectural finish in the exterior panels. We’ll give it a form liner to give it a shape.”

Once the exterior concrete has been poured, insulation is installed immediately after, and is generally four inches thick, providing a unique benefit of being truly 100 percent continuous from the top of the panel to the bottom, edge-to-edge, opening to opening.

“It’s really what makes us the Yeti at construction,” Overbeek says. “Our buildings are very energy efficient. It’s partially because of the continuous insulation, but secondly because of the thermal mass of concrete on the interior of the building. Once our insulation is poured, we pour our interior layer, or what we call the structural layer of our panel.”

That structural layer is anywhere from six to eight inches thick, and typically fully reinforced, which gives Tilt Wall Ontario the ability to eliminate most of the perimeter steel in the building, adding significant savings as well as time. “When our panel goes up, we’re doing what anywhere from seven to 10 trades would do to finish the same envelope of the building.”

Another unique benefit and advantage of this type of construction is that even though the panels are generally quite tall—anywhere from 20 to 60 feet—90 percent of the work is done safely at ground level. This also means using about one-third less labour than used with traditional construction. “With tilt-up, we’re able to provide a superior building product in the same amount of time.”

This attention to speed and skill is good news in light of a country-wide housing shortage, which Tilt Wall Ontario has addressed through JanVeek Concrete Homes to help offer a solution. This quick, affordable way to build offers a strategy that is “simply affordable” by building a solid concrete home inside and outside with a metal panel roof designed and built on a floating casting slab and fully insulated, making it very energy efficient. “The idea is to keep the maintenance down and really reduce maintenance over the length of this home. That’s the biggest reason why we did the JanVeek,” says Overbeek.

The tilt-up impact
All of this incredible work has resulted in recognition, with Tilt Wall Ontario being named by the Tilt-up Concrete Association as its Contractor of the Year in 2018. Additionally, with Overbeek serving as Vice President of the Association, the company’s products are backed by credibility and integrity. “We’re a certified member of the Association, so you’re not just getting an engineered product,” he says. “It’s an engineered product with certification.”

And it’s engineered to look good, too. “I always say, what we do with tilt-up construction is we take cold, ugly concrete and we make it beautiful,” says Overbeek. “We do that by giving it any shape or contour on the exterior with form liners that can be thin brick embedded into the panel. But the exterior of our panel is cast down, which gives it the architectural feature once we tilt the panel up.”

While the company has faced similar challenges as others in construction, including general market uncertainty and the red tape involved in receiving approvals, Tilt Wall Ontario’s efficient approach and short lead times means it doesn’t run into many issues when it comes to supply of critical elements.

Do these benefits mean Ontario will see more tilt-up companies in the future?

“It’s really the chicken or egg scenario,” Overbeek says. At the moment, tilt-up is used extensively on the West Coast and East Coast of Canada, and it’s a matter of gaining traction and affordability in Ontario, which I believe it has started to do after 23 years.”

As Tilt Wall Ontario continues to innovate and lead the charge in tilt-up construction across the province, its commitment to quality, efficiency, and design versatility stands as a model for the future of building. From large-scale distribution centres to energy-efficient homes, the company has proven that tilt-up is more than a construction method—it’s a smarter, faster, and more sustainable way to build.

The post Taking Concrete from Cold to Beautiful<p class="company">Tilt Wall Ontario</p> appeared first on Construction In Focus.

Under his leadership, Leverett—who took over the business name in 2012—has grown Tarrant Roofing into a successful, multi-million-dollar enterprise, earning its legacy as one of the most trusted names in roofing, solar, and fabrication in Texas.

Serving the Dallas-Fort Worth and Austin areas, Tarrant’s many residential and commercial roofing services include cost estimates, repair, inspection, insulation, replacement, and gutters, to name a few. On the contracting side, Tarrant provides fabrication, painting, floors, and decks. And the company offers roofing materials to meet every need. These include metal roofing, modified bitumen, elastomeric roof coatings, and composite roofing. The company also provides ethylene propylene diene terpolymer (EPDM), a tough synthetic rubber roofing membrane, and Thermoplastic Polyolefin (TPO), an alternative to polyvinyl chloride (PVC) and rubber roofing products.

Receiving praise from residential and commercial customers alike, Tarrant Roofing’s dedication to the industry has not gone unnoticed. Utilizing shingles and solar panels manufactured by CertainTeed and affiliated with industry leaders like Owens Corning, Soprema, Tamco, and others, Tarrant is also a proud member of the National Roofing Contractors Association (NRCA). The company holds itself to national-level standards, despite Texas not requiring licensing for roofers.

The power of three: divisions that deliver
“Our growth is a testament to our relentless commitment to excellence, customer care, and innovation within a traditionally undervalued industry,” says the company. In recent years, Tarrant Roofing has broadened its offerings to residential and commercial clients alike. This includes establishing Tarrant Fabrication. Created in October 2019, Tarrant Fabrication’s custom sheet metal services include custom metal roofing panels, metal flashings, metal fascia and soffits, gutters and downspouts, chimney and vent caps, and other metal products.

December of the following year saw the creation of Tarrant Solar, a turnkey sales and installation company that works with CertainTeed solar panels. Experienced local staff, familiar with the permitting process, work closely with clients to streamline residential and commercial solar projects. Many solar installations are applied to roofs and, realizing the potential for leaks and other damage, Tarrant ensures roofs are protected during and after solar installation. The company is so confident in its abilities that these installations are even backed by a special roof warranty.

“One of the most exciting developments has been the launch of the Tarrant Solar Division, a strategic expansion that perfectly complements the company’s core roofing services,” shares the company. “By offering solar and roofing as an integrated solution, Tarrant provides homeowners a seamless, efficient installation experience. Solar comes with its own challenges, but they are wonderful challenges to have. Together with roofing, we’re creating smarter, more sustainable homes.”

Along with Tarrant Fabrication and Tarrant Solar, the company has expanded its operational and training capabilities and upgraded its technologies. “Together, these divisions allow Tarrant to deliver fully integrated exterior solutions with in-house quality control,” says the company. “Whether it’s a custom metal project, storm-resistant roofing, or energy-saving solar panels, clients get consistent excellence across the board.”

Raising the bar (or the roof?)
The roofing industry is not immune from the old saying, ‘perception is reality.’ Not all companies are created equally, and throughout the years, Tarrant Roofing has worked diligently to change the public perception of roofing contractors. As the company puts it, “We want to help everyone, but our unique standards are setting us apart from the ‘Chucks in trucks’ or ‘Bubbas with ladders.’”

Today, Tarrant employs approximately 75 full-time team members across three locations. Prioritizing hiring skilled, values-driven professionals, Tarrant invests heavily in training and development, ensuring continued growth and client satisfaction. “We believe that happy team members at home give 100 percent in the office. That’s why we emphasize work-life balance, clear communication, and daily alignment around shared goals.”

And with a unique, all-trades approach, Tarrant provides customers with a luxury-level experience backed by transparency, craftsmanship, and a labor guarantee that ensures peace of mind. “We are in the business of solving problems for homeowners and real estate agents,” says the team. “Every interaction is built on trust, not just transactions.”

While many roofing businesses talk about their core values, Tarrant puts words into action with every job. These core values define the company and help steer its decisions and culture. They also set the standard for how Tarrant serves its loyal customers, hires talent, and grows as an organization.

Putting “Quality First, Profit Second,” Tarrant remains committed to meeting and exceeding client expectations. “Our dedication to quality extends beyond the products themselves; we aim to provide exceptional customer support, ensuring that our customers’ needs are met promptly and efficiently. We believe that by prioritizing customer satisfaction, we can build long-lasting relationships, foster customer loyalty, and ultimately drive profitability.” Only by living these values can the company uphold the quality and trust that have built Tarrant’s reputation and will secure its future.

Even though the company has been in business for over three decades, Danny Leverett and his team feel that Tarrant Roofing is just getting started. With an eye on the future, Tarrant is focused on scaling operations, expanding its team, and serving new and long-term customers with even more durable, sustainable roofing solutions.

“We want to continue building systems that not only look great but also withstand the extreme Texas climate,” says the company. “Our mission is simple: to leave every home better than we found it. Through quality craftsmanship, transparent service, and a passion for doing right by our customers, we’re building more than roofs—we’re building trust.”

The post Committed to Excellence<p class="company">Tarrant Roofing</p> appeared first on Construction In Focus.

North Star Windows & Doors was founded with a simple, yet ambitious vision: to build better products for Canadian homes. Starting off on Hargrieve Road in London, Ontario with a team of 30, the company manufactured sunrooms, aluminum shutters, and eavestroughs.

Since that time, destined for big things, North Star has become a leading window and door manufacturer, thanks to products that have their finger on the Canadian pulse.

“From the very beginning, North Star was committed to doing things differently,” says Sheldon Dyck, Director of Operations. “Recognizing the limitations of traditional painted profiles still seen in the market today, North Star adopted the little-known vinyl lamination process, dubbed the Fusion Colour Wrap™—a colour application method that offered superior durability and long-lasting, rich colour. This early innovation set North Star apart, ensuring its windows and doors would withstand Canada’s toughest climates without fading or losing their quality over time.”

In 1988, North Star turned its attention toward the growing vinyl window and entry door market. Unlike some in the industry that relied on third-party suppliers, North Star began making its own windows—at first to support the company’s own sunroom business but soon after, to market this outstanding product through a growing network of dealers. Always innovating—and focusing strongly on quality and craftsmanship—North Star quickly developed its own vinyl extrusion process. This laid the foundation for its vertically integrated business model and the brand’s reputation for precision.

Strategically growing over the years, 2004 saw North Star consolidate its operations into a 170,000-square-foot facility in St. Thomas, Ontario, which was later expanded to 225,000 square feet to meet demand. “What began as a small local business had become an industry leader, employing over 450 Canadians and serving homeowners across the country,” says Dyck.

Since its early days, North Star has dedicated itself to creating products which are not only beautiful but also functional and long-lasting. From slider and awning windows to bay windows, picture windows, ComfortStar™ sliding patio doors, and Sentinel™ entry door systems, the company has products to satisfy virtually every need.

The past two years have seen North Star focused on purposeful innovation, elevating the customer experience, and building long-term growth. And one of the most exciting milestones during this period has been the launch of ULTRASTAR™, the company’s proprietary co-extruded reinforcement. Made from a blend of polyvinyl chloride (PVC), known for durability and versatility, and 55 percent fibreglass, it delivers extreme stability across climates.

The ULTRASTAR™ co-extruded reinforcement is the first of its kind in North America. Developed through close collaboration with global chemistry leaders, ULTRASTAR is a lightweight yet incredibly strong alternative to traditional metal reinforcing, improving thermal performance and long-term durability. This innovative product also reduces the risk of heat-induced expansion and shrinkage, which is especially important in dark-coloured window applications. The result: a stable, high-performance vinyl window profile built to last in any climate.

The result of rigorous testing, ULTRASTAR profiles were subjected to extreme temperatures as high as 82°C (180°F). Even in this blistering heat, the product did not shrink, warp, or move, maintaining full long-term stability.

“Leading up to the launch of ULTRASTAR™, we made significant investments in our manufacturing technology, including the expansion of automation in key areas of our production process,” says Glenn Schmitchen, Director of Engineering. “These updates improve our efficiency and support our ability to scale and maintain our high standards of quality as demand grows.”

Beyond production advances, North Star is also investing in tools and technology, making the buying process smoother for its network of dealers. This year, the company will introduce a new, web-based ordering platform which will provide dealers with a more intuitive, visual, and user-friendly experience so they get exactly what they need the first time.

“We’ve built our operations around consistency and accountability, and we’re consistently fine-tuning ourselves to be better every day,” says Dyck. “Our delivery schedules are automated and reliable, with KPIs and metrics focused on on-time performance. Every product is tracked from production to loading dock to final delivery, and issues are resolved quickly thanks to the continuous effort put forward by our service and production teams.”

And vertical integration is at the heart of North Star’s quality promise. By controlling every major aspect of the manufacturing process—extrusion, lamination, glass cutting, insulated glass units, and screen production—the company maintains outstanding quality control, without any reliance on third parties. From automated pre-machining on casement lines to four-point welders ensuring every frame is square, precision is engineered into all products.

Every window and door from North Star’s operations in St. Thomas and Woodbridge goes through a detailed manual inspection and operational check before leaving the facilities. And the company’s entry doors go a step further; every unit is documented on video pre-shipment, and the video archived for six months. This ensures total transparency and accountability.

“We’ve built in safeguards throughout our processes, like our pick-to-light system for hardware verification, critical-to-quality stations for added training, and a company-wide culture of continuous improvement,” says Schmitchen. “Daily cross-functional meetings and our Voice of the Customer (VOC) Program ensure that if something ever does go wrong, we know about it fast—and we fix it faster.”

For Sheldon Dyck, it’s hard to believe four decades have passed since North Star first opened its doors. “In some ways, it feels like a lifetime, marked by steady growth and purposeful innovation. In other ways, it feels like we’re just getting started. For us, we’re looking back at all we’ve achieved in what feels like a flash—the millions of homes our products have touched, and the strong relationships we’ve formed across the nation. Just as importantly, we’re looking ahead. We’re using this moment to refine our vision and set the foundation for the next 40 years.”

“That means investing in manufacturing automation, advancing our products through innovation, deepening our dealer partnerships, and staying relentlessly focused on what homeowners and builders truly need. Our focus is on forever building and forever learning.”

Today, as North Star Windows & Doors celebrates 40 years, the company remains as committed as ever to its founding principles: exceptional quality, purposeful innovation, and products designed to thrive in Canadian conditions. “North Star’s journey is a testament to hard work, ingenuity, and our dedication to building something better.”

The post Windows Built by Canadians for Canadians<p class="company">North Star Windows & Doors</p> appeared first on Construction In Focus.

When Tara Colopy took the reins in 2020, she inherited a business that was rich in heart and dedication but in need of operational structure and strategic vision. It was a pivotal moment, not just for the company, but for its future direction. “I walked into a business that needed structure, systems, and heart,” she recalls. “So, I built a plan, laid out a roadmap, and went to work.”

She immediately set out to transform the firm’s internal culture and operations. What began as a family-run company rooted in community values has now scaled into a purpose-driven organization with clearly defined goals, professional development pathways, and a culture of continuous improvement.

Since Colopy’s leadership began, The Third Estimate has grown from $8 million in annual revenue to an anticipated $31 million in 2025. This remarkable trajectory has been fueled by an unwavering commitment to people, customers, employees, and community members alike. “Growth doesn’t happen by chance,” she says. “It happens by choice, by strategy, and by nurturing the people who make it possible.”

A key focus for Colopy during the transition period was implementing scalable systems and structures. The company introduced comprehensive Standard Operating Procedures for every department, restructured workflows, and rolled out company-wide training programs. The goal: predictability and consistency. “We needed consistency,” she explains. “We had to create predictability for our team and our clients so that we could deliver excellence every single time.”

The company also introduced new software systems to manage customer relationships, operations, and project tracking. This investment in technology allows every member of the team to be aligned on timelines, client communication, and project milestones. It also supports the company’s goal of delivering an elevated client experience at every touchpoint.

Today, The Third Estimate operates out of two showrooms, one in Solon and another in Fairview Park, with plans underway for a third location. The multi-location expansion is part of a larger growth strategy that carefully balances reach with quality. “We’re not chasing growth for the sake of growth,” Colopy says. “We want to serve more people, yes, but we want to serve them well.”

While many companies in the remodeling industry focus heavily on sales volume, The Third Estimate differentiates itself through its client-first approach. The company is known for delivering a thoughtful, white-glove experience, one that feels far more like a high-end concierge service than a standard construction project.

From the moment a customer reaches out, they are met with intentional care. A team member reaches out to schedule a welcome call, walk them through the next steps, and begin building a relationship. Clients are educated about their options with complete transparency, and project managers stay in touch throughout every phase of the job.

“We’ve created a customer journey that’s full of intentional touchpoints,” explains Colopy. “From our welcome call to the thank-you gifts and warranty wrap-up, we’re showing clients that they matter to us—not just during the project, but well after it’s done.”

This attention to detail has created a loyal customer base, with more than 20 percent of business coming from referrals and returning clients.

One of the most innovative aspects of The Third Estimate’s service offering is its sustainability-forward roofing solution, Eco Revive Roofing. This proprietary roof rejuvenation treatment helps homeowners extend the life of their existing roofs by five to 15 years, reducing the environmental impact and cost associated with full replacements.

In an industry that generates massive landfill waste each year, Eco Revive Roofing is a bold and necessary alternative. “We’re very intentional about sustainability,” says Colopy. “Eco Revive Roofing saves homeowners money while protecting the environment. It’s a win-win, and it’s a big part of our identity.”

The product is especially appealing to homeowners who are environmentally conscious but not ready for the cost or commitment of a full roof replacement. By offering Eco Revive Roofing, The Third Estimate gives clients a smart, eco-friendly option without compromising on protection or performance. The company continues to explore other green initiatives as well, such as responsibly sourced materials and energy-efficient product offerings. Sustainability is not a marketing buzzword at The Third Estimate; it’s embedded into the culture and the service model.

Beyond its customers and sound growth strategies, The Third Estimate is perhaps most proud of its people. Tara Colopy has built an internal culture focused on transparency, empowerment, and professional development. Employees go through a structured 90-day onboarding program, and leaders are cultivated from within the organization whenever possible. “We believe in identifying potential and nurturing it. I’d rather invest in training someone with the right mindset than hire externally without that cultural alignment.”

One shining example of this philosophy is Tyler Kee, the company’s Marketing Supervisor. Identified early on as someone with strong initiative and creative thinking, Kee was mentored directly by Colopy and given increasing responsibilities over time. He now leads branding, advertising, and community engagement strategies for the entire company.

The office structure itself supports collaboration and transparency—walls have been removed, creating a shared workspace that encourages idea-sharing and teamwork. Departments meet regularly to share updates, set collective goals, and ensure alignment. “We meet every single week to realign,” says Colopy. “Every person knows the vision, the numbers, and where we’re heading. That kind of openness fuels trust and performance,” she says.

“We lead with empathy, intuition, and strong communication. That’s a huge asset in an industry where clients are looking for trust and clarity.”

Colopy is also passionate about creating opportunities for women in the trades. Through the company’s BuildHERS initiative, The Third Estimate awards three $1,000 scholarships annually to young women pursuing careers in construction or remodeling. By partnering with local trade schools and offering mentorship, Tara Colopy and her team are helping to shift the narrative around what roles women can and should play in the construction industry. “We want to show them that they don’t have to follow a path they’re not excited about. There’s opportunity in the trades, and there’s room for women to lead.”

The Third Estimate’s commitment to service, sustainability, and culture has earned it national recognition. It was recently ranked #120 on Qualified Remodeler’s Top 500 list and placed #100 by volume in the Top 200. The company is also a recipient of Owens Corning’s Pinnacle Community Award and 2025 Product Excellence Award. Colopy’s impact, meanwhile, extends beyond her own business. As the only woman currently serving on Owens Corning’s national Platinum Advisory Board, she collaborates with industry peers to shape best practices, forecast industry trends, and contribute to national initiatives that raise the bar for the remodeling sector.

Community impact is another cornerstone of The Third Estimate’s mission, and through its Think Third Patriot Project, the company provides complete home exterior renovations to local veterans. This includes everything from roof repairs to siding and windows, at no cost to the recipient. Another key initiative is the firm’s work with Akron Public Schools. The company participates in an annual meal-packing event that supplies children with food for the weekend, ensuring that students who rely on school meals aren’t left without nourishment. In the most recent event, the company packed 4,000 meals, with supplies sourced both by employees and funded directly by the Colopy family.

“These aren’t just charitable acts; they’re part of who we are,” Colopy shares. “It’s about leading with service. It’s about giving back to the community that’s given so much to us.”

As The Third Estimate continues to scale, its leaders remain grounded in their original mission: to serve people with heart, integrity, and excellence. Plans for a third showroom are underway, and the team is focused on further refining internal systems, expanding sustainability efforts, and continuing to invest in employee development.

“We’re small enough to listen and big enough to deliver,” Tara Colopy says. “That’s the balance we’ve worked hard to strike, and that’s what’s going to carry us forward.”

In a sector often dominated by volume and margins, The Third Estimate has chosen a different path: one defined by values, vision, and the belief that success is best measured in people served, not just projects completed. With Tara Colopy’s steady leadership and a team that’s deeply aligned around purpose, the future looks not just promising, but transformational.

The post Female Leadership in Action – Leading with Purpose, Performance, and Heart<p class="company">The Third Estimate</p> appeared first on Construction In Focus.

Known for their technological mastery, these companies offer their clients a genuine edge—part architectural expertise, part construction skill. Bringing clients a rare depth of expertise in the two disciplines, the Chamberlain Group has made a name for itself among Canada’s best architectural design, construction, and interior design outfits.

Chamberlain has been managed for the past decade by a dynamic group of visionary young leaders, with partners Jon McGinn, Architect, NCARB, OAA; Linnea Chamberlain; and Steve Mauro, Architect, OAA, Architectural Principals; and Chris Mauro, Construction Principal. Adrian Mauro serves as CEO of the Construction company, with Chris and Ersilio Serafini as Vice Presidents. Rounding out the leadership team is Jackie Mauro, Interior Design Director. Together, they make for a formidable team that takes on the future afresh each day.

The group’s robust expansion, with its signature buildings elevating the skyline of the Greater Toronto Area, is the result of sheer hard work and strategic planning, and Chamberlain’s distinct value proposition is also prized by many longstanding customers throughout the rest of Canada and the United States.

By offering expertise in two distinct but synergistic disciplines, Chamberlain provides project owners with peace of mind, streamlined processes, and clear communication. While the two companies can and do operate individually in their respective fields, the ability to act as a one-stop shop where desired brings significant advantages. “When working for the same entity, you’re working together,” says Chris Mauro. “There are a lot of problems we solve for clients together behind closed doors. Clients really enjoy and appreciate that.”

The approach gives customers what Jon McGinn refers to as architectural design imbued with that invaluable quality: “construction thinking.” By ensuring that all parties are engaged from the outset on every project, this team of experts achieves simplicity through a professional cross-pollination of disciplines.

Based in Burlington, Ontario, Chamberlain is generously equipped with high-end technology, allowing it to render project specifications and budgets calculated to the finest detail. Completing 10 to 15 construction projects and 100 architectural projects annually, the team relishes the satisfaction of moving from one phase to the next on every job it handles.

Founded by Brian Chamberlain in 1978 as an architectural firm, Chamberlain Architect Services Limited welcomed its first employee and its second owner, Adrian Mauro, soon after. Unimpressed by the routine tussles of will and ways between contractors and architects, Chamberlain decided to distinguish his business by purchasing a contracting firm and introducing Chamberlain Construction to the market, eliminating the white noise of on-site bickering and offering clients an alternative to the traditional construction delivery method.

Today, the companies employ more than 50 individuals. With their legacy of precision, they provide customers with complete, accurate information aimed at maintaining high standards and eliminating costly errors before they occur. And while the two companies operate individually, giving customers the option to use one or the other or both, the model has served the group well for decades, making for a unique value proposition.

“Our goal as a company is to keep the project owner happy. The Construction and Architecture teams work toward the same goal,” McGinn says. This approach is singular, giving the group a real edge as direct competition is scant. “We don’t see our business model very often,” he confirms, emphasizing that when the two companies partner together, they see the best results. The beauty of this model is that once customers have been through the process on one project, finding they enjoy the methodology, they return for more of the same.

Partnering with Chamberlain Group of Companies gives clients added confidence by providing access to valuable cross-industry insights—leading to more informed and secure investments. Given the scale of the investments in play, Chamberlain’s deep industry expertise is not only reassuring but essential. At the same time, each project serves as a learning opportunity for both the group and its clients. Customers appreciate the inside knowledge that gives a clearer understanding of market conditions, unique construction challenges, and potential risks.

Best of all for Chamberlain, this high level of service delivery has secured its steady transformation in recent years. Over the past decade, both the Architecture company and the Construction company have transitioned from a hospitality focus, with more than 400 hotel projects and around 2000 restaurants throughout Canada and the United States) to working on more multi-family residential products. Chamberlain’s well-designed high-rises typically comprise 10 to 15-storey buildings in downtown Toronto. One of its proudest recent design and construction projects is Birchmount Green at 1236 Birchmount Road, an affordable housing project comprising 220 units across 16 storeys and 175,000 square feet in Toronto.

Other residential projects include Oakwood Manor, a four-storey long-term care facility in Niagara Falls featuring 288 bedrooms, and Carrying Place Vista at 2346 Weston Rd, a 15-storey, 154-unit residential building that pushed the envelope on both the Architecture and Construction sides. Housed on an extremely tight site with numerous restrictions, this project is a true testament to how the companies can pull off a truly exceptional project when they engage in a project together.

While the companies’ chief business is residential design and construction, the team still completes many hospitality projects, mainly thanks to customer referrals. One such recent project is the St. Thomas Holiday Inn Express, a 65,000-square-foot, five-storey facility boasting 95 suites, another great example of a challenging and unique project that truly thrived with the client’s utilization of both companies employed together.

And every so often, there are out-of-the-ordinary projects like that completed for the Joseph Brant Museum in Burlington. The Architecture firm was engaged in this 10,000-square-foot museum took tremendous planning as the replica of the original homestead had to be entirely transported off-site and returned following the construction of a subterranean addition to the museum complex, designed by Chamberlain.

The group also offers extensive interior design services. After learning the hard way just how much can go wrong when interior designers focus more on aesthetics than the integral design of the bones that underpin a final product, Chamberlain brought this discipline in-house, under Jackie Mauro’s direction.

Chamberlain sees the competition in the Interiors industry as largely surface-level, where designers want to step aside following the creation of a few pretty pictures. Conversely, McGinn notes, “Our incredible team, led by Jackie Mauro, pride themselves on accurate documentation; it is paramount to successful projects. There is a lot of money to be lost on interiors if they’re not documented correctly,” he says. “Being experts in documenting in the technical world translates well into documenting the interior world.”

He relates the disasters that loom when ceilings, for instance, are not documented correctly and interior designers try to suspend heavy light fittings from surfaces that cannot bear the weight. Such misunderstandings typically occur due to a lack of planning, leading to overspending on projects where owners try to cut costs by skipping thorough documentation during the design phases.

At Chamberlain, “We can come up with great designs and practical ways of executing them so that you get the pretty picture but without paying the ‘inexperienced’ price,” McGinn says. He points out how common it is for designers outside the firm to cost owners dearly by not understanding that what they create must dovetail with the specs of the space they’re working with from the outset to be successful. “We pride ourselves on this type of information being shared from day one, so there are no surprises,” he says. There’s a lot to be said for the foresight that comes with half a century of expertise.

The companies are so well known, in fact, for their outstanding documentation of designs that people have approached them to document other designers’ work before starting construction, realizing that, without this essential process, they are headed for an expensive disaster. Such service is only made possible with a dedicated and well-synchronized staff—a precious asset the group is tremendously proud of. Similarly, construction clients have approached Chamberlain with completed drawings, asking the Construction team to take on the role of third-party review prior to the start of a construction contract. The group applies its extensive knowledge in both worlds to better understand and decipher the drawings before the onset of tendering a project or commencing construction. Chris Mauro, along with Adrian Mauro, will typically lead the charge here, using their combined years of knowledge and engineering backgrounds to better break down the needs of the project and how to best deliver them.

Indeed, many of Chamberlain’s employees have been with the firm for two decades or longer. McGinn describes them as a work family that enjoys innovating together, as their synergy is a large part of their successful outcomes. People are encouraged to stay by being treated well. Moreover, the two companies’ leadership style is not one of micromanagement, and as a result, everyone is encouraged to evolve and freely expand their personal and professional horizons.

Being inspired by the creative process and perpetually birthing new ideas that take shape as buildings—usually to be used by hundreds of thousands over their lifetime—is deeply rewarding. And, because creating healthy communities is important to this firm, Chamberlain is dedicated to supporting organizations that make a difference in the community, like a project the group is currently completing in Hamilton for the SPCA. The team also supports Habitat for Humanity and proudly works on museums, libraries, community centres, and other projects made possible by local governments.

Looking forward to an increasingly technology-driven future within the architectural engineering and design industry, McGinn believes that software will only become more sophisticated as new suites are released ever faster. With a dedicated technology group continuously screening what is available and checking new releases for elements that suit its systems, Chamberlain remains an early adopter of innovation that gives it its market-leading edge.

In the ever-expanding suburbs across Canada, current trends also point toward a demand for more multi-family construction, with single-family housing slowing somewhat. As the companies continue to run on the boundary-pushing energy of committed leaders with many years ahead of them, McGinn foresees the team completing increasing numbers of larger development projects. The companies are also seeing further expansion into the long-term care sector in Canada while developing their overall presence in the southwest United States.

With such a sterling background, Chamberlain’s history of excellence can only assure top achievement in a highly competitive market. As both Mauro and McGinn see it, when considering current markets, project success for clients is dependent on a non-negotiable commitment to optimal transparency from the supplier, as Chamberlain provides to its clients. “It’s critical that you have a partner who knows what they’re doing in documenting and constructing.” Such an approach ensures success, as evidenced by this enduring and dynamic group of companies.

To learn more, visit www.chamberlainIPD.com.

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Every Affinity home meets the U.S. Department of Energy’s Zero Energy Ready Home (ZERH) Standards, boasts industry-leading energy efficiency, and is structurally resilient enough to withstand wind speeds of up to 180 mph.

A factory-built approach means constructing indoors, without weather delays and on a shorter schedule from start to finish. Without incurring additional costs, Affinity can construct faster with better tolerances and with far greater energy efficiency and climate resilience. Affinity professionals use a simplified, automated approach to planning, design, and process management to train and assist builders from project conception to completion, all resulting in the best possible house with a variety of high-end design and finish options.

Established in 2009 in Lakeland, Georgia, Affinity, a Vantem Company, supplies single-family, multi-family, and commercial buildings to more than 75 independent approved builders and developers in the Southeast, including Florida, Georgia, Alabama, Mississippi, Louisiana, South Carolina, North Carolina, and Tennessee. With more than 1,000 satisfied clients having benefited from more than 2.2 million square feet of installed space, and with advancements and enhancements made with the assistance of parent company, Vantem, Affinity can now proudly create more than three million square feet annually.

“Affinity has a strong track record of building high-quality, climate-resilient homes—and that foundation has been key to our 15-year milestone,” says Vantem CEO Chris Anderson. “This year, we reached another major achievement: building and delivering our one-thousandth home in the Southeastern U.S.”

When Affinity was brought into the Vantem family, it was clear that the factory had the right people, the right processes, and a deep understanding of what today’s homebuyers need, especially in the Southeast, he adds. “We saw an opportunity to build on that success, adding Vantem expertise in areas such as increased energy efficiency and management systems. We’re proud to say that at this 15-year anniversary, Affinity is delivering more homes than ever, and they are more comfortable and energy-efficient than any other homes in the market.”

As part of the Vantem family, the company is focused on transforming how housing is built—not just in modular, but across the broader construction landscape—and Affinity plays an important role in that vision. By integrating Affinity into Vantem’s network as the single-family housing solution, alongside other companies, the group has been able to deliver smarter, faster, and more sustainable housing solutions at scale.

Sustainable housing means Zero Energy Ready Homes, and over the past year, Affinity has made great strides in this area by building homes that meet these standards. “This puts us in the lead against any other modular builder and among a small group of elite builders nationwide operating at that level of performance,” Anderson says. “And it’s exactly the kind of forward-thinking approach we encourage across all of our companies.”

Delivering energy-efficient housing without a premium cost is a core goal for Vantem, he adds, and the new ZERH homes being built meet that goal.

The importance of maintaining sustainability both at the company and within the industry is also evident in the newly installed solar panels at Affinity’s own facility, a move that aligns with Vantem’s broader commitment to sustainability. “We believe the path to decarbonizing housing starts not just with the homes themselves, but also with how they’re built,” Anderson says. “Making our operations more energy-efficient is one way we’re leading by example.”

Factory-built construction is already a more sustainable method of building, he adds. It produces less waste, uses materials more efficiently, and takes place in a controlled environment that minimizes energy use during production. Adding solar panels was a natural next step in that process. “We’re proud of that investment, and we see it as just one piece of a larger strategy to improve the sustainability profile of our entire supply chain and production network.”

In terms of current and upcoming projects, the company is producing units that will serve as standalone housing on resort properties, an innovative use of modular construction that allows developers to stay on schedule, reduce site disruption, and confidently plan around fixed delivery dates.

“These homes are built to the same standards as our traditional residential offerings and reflect the flexibility of factory-built housing to meet a wide range of market needs,” Anderson says. “We’re excited to see these projects take shape later this year.”

Affinity’s ongoing commitment to building design and sustainability has resulted in significant recognition in the industry, particularly with a 2024 MHBA (Modular Home Builders Association) Award. “We were thrilled and honored when Affinity received the 2024 MHBA Home of the Year Award,” says Anderson. “Not just because of the recognition, but because it reflects the level of care and quality that go into every home we build.”

He also wants to take a moment to recognize how important the Modular Home Builders Association is to the industry. “It’s incredibly valuable to have an organization that advocates for modular construction, engages with policymakers, conducts research, and pushes the broader construction conversation forward,” he says. “We’re proud to be a member, and receiving this award from such a respected organization means a great deal to us.”

That said, the company wouldn’t be what it is without the partnerships that bring its homes to fruition, especially its builder network that plays a vital role in finishing Affinity products with craftsmanship worthy of winning awards. The home that received the 2024 award—located in Cashiers, North Carolina—is a perfect example.

“Set against a mountain landscape, it was beautifully completed by one of our highly respected builders, featuring custom finishes that elevated every detail,” Anderson says. “It’s a great reminder that modular construction isn’t limited in style or sophistication—and it’s our builders who help bring that full vision to life.”

When it comes to challenges, like many businesses in the industry, Affinity has navigated supply chain disruptions, evolving energy codes, and rising material costs—all while scaling to meet growing demand. “But those challenges have pushed us to be more agile, more efficient, and more strategic,” says Anderson. “At Affinity, we’ve worked closely with the team to streamline operations, elevate energy performance, and take meaningful steps to enhance the overall quality of our product.”

One example is a recent effort to raise the standard offering in the homes: increasing ceiling heights, improving trim packages, and upgrading product brands to reflect the level of quality Affinity is known for. “These aren’t just upgrades; they’re part of a long-term strategy to deliver more value and a better living experience through increased comfort in the homes our customers deserve.”

Looking ahead, Affinity is focused on expanding the impact of its single-family housing solutions, and will continue to play a key role in that arena as it refines offerings, increases capacity, and continues investing in smart building practices. “One major milestone we’re preparing for is the introduction of new product lines that deliver on comfort, performance, and value,” Anderson adds. “That’s all part of our broader effort to make high-quality, energy-efficient homes more accessible.”

Indeed, Affinity’s ability to take a “solutions-based” approach to solving the housing challenge is particularly noteworthy. By partnering with builders and developers, Affinity can provide the customized solutions they need to be successful—building homes that can withstand wind speeds of 180+ mph in coastal markets, for example. By being part of the Vantem family, Affinity also counts on the support of a strong organization with deep experience in the sector.

“We’ve made a conscious effort to raise the bar on what homeowners can expect from a factory-built home,” says Anderson. From higher ceilings to upgraded finish packages and brand-name product integrations, Affinity’s goal is to deliver homes that don’t just meet expectations—they exceed them. “That level of quality, combined with energy efficiency and scalability, is what continues to differentiate us in the market.”

The post Make it Modular: Factory-Built Homes Create a Lasting Impression<p class="company">Affinity, a Vantem Company</p> appeared first on Construction In Focus.

“Hopefully, we will celebrate our 100^th branch in Q3 of this year,” says Holloway. “As of now, it’s all been greenfield expansion, which means we do them ourselves.” As founder, CEO, and president, Holloway has taken the company to enviable heights, with the team having installed well over 60,000 roofs in its time.

By the numbers
With a skilled staff of around 1,800—an increase from 1,600 in just a year—the team performed about 24,000 jobs last year. With the average roof costing about $11,500, that works out to almost $280 million in 2024 alone. Holloway is not shy about his company’s achievements and is quick to praise his dedicated team members. At BCR, he says, quality doesn’t just happen on its own; it comes from hiring the best people.

Unlike many competitors in the roofing industry, BCR doesn’t have a hard time finding subcontractors because it hires the best people and pays them well. The roofing companies that struggle to find labor are, says Holloway, “the guys who want a deal on every single job. We’re proud of paying our subcontractors at the higher end of the market, and of the relationship we have with them.”

To ensure the right roofers for the job, BCR does its due diligence, which includes public record searches, ensuring applicable licenses are up to date, checking references and previous work, and more, to ensure all subcontractors are held to the highest industry standards.

To the next level
Last August, respected private equity firm Brightstar Capital Partners™ acquired BCR, a move benefiting the company and Brightstar alike.

“Best Choice Roofing has built a strong reputation in the market by providing essential services to their customers and excelling at customer service,” said Bruce Roberson, partner at Brightstar, in a media release. “We believe that we’ll be able to enhance their systems and infrastructure to support continued rapid geographic expansion.”

Matthew Allard, partner at Brightstar, added, “BCR’s founder-led culture, impressive track record of sustained growth, and position of leadership in the industry make them an ideal partner for us. The company operates in a highly fragmented industry with tremendous growth opportunities, and we look forward to partnering with Wayne and his team going forward.”

In under a year, the acquisition has already shown many benefits. “What Brightstar has done is beef up our infrastructure and get us ready for the next level,” Holloway shares. “We’d gotten to almost $300 million a year in revenue with our infrastructure model and have always been focused on being the biggest and the baddest roofing company in all of America. And for us to get to that point—the next step—we needed to look at some mergers and acquisitions.”

Bold thinking
With his dream of building a more robust corporate infrastructure across America, Holloway saw the benefits of bringing in a partner and access to capital. At the same time, the acquisition opened BCR up to bold new ideas and different ways of doing business, including welcoming a new C-Suite executive team.

The moves have also resulted in BCR strengthening its technology infrastructure, incorporating a new collaboration suite and a new financial system. For years, BCR has embraced technology for the benefit of the company and its many customers, and this includes building its own app from the ground up. “It allows employees to really capitalize on opportunities, and is a great training module,” Holloway explains.

The app collects data all day long, analyzes key performance indicators (KPIs), and provides links to a learning management system (LMS) and a database. From there, staff can access videos on learning and improvement. Through its retail division, the company uses programs that equip employees with information about potential customers including name, income, likely credit scores, and more.

Holloway explains that BCR has also been able to tap into Brightstar’s talent recruiting resources. “They have been a great partner in bringing fresh ideas to the table,” he says. “Most importantly, they helped us create a new partnership model.”

Before the acquisition, BCR had a few partner models operating in different branches nationwide; while the approach worked, it wasn’t necessarily sustainable. On January 1, BCR announced the creation of a new management layer and new operating partners with equity in the organization, motivating them to more profitable goals. “For the company, it certainly has had a positive impact,” says Holloway.

In the first quarter of 2025, investment in infrastructure enabled BCR to open 10 branches, a record for the organization. And at BCR, nothing is left to chance, including the best locations for new branches. Before entering a potential market, the team analyzes large amounts of data, including storm activities and weather patterns, re-roof activity, population demographics, and more. “A lot of data goes into making our decisions, and we lean heavily on a lot of partners we have to help guide us as well,” says Holloway.

Award-winning business
From word-of-mouth recommendations to being recognized as one of America’s Top 100 Roofing Contractors by Roofing Contractor, BCR has risen to the top of many industry lists, and is Owens Corning’s largest platinum-preferred contractor.

Owens Corning is famous worldwide for its many roofing, insulation, and fiberglass products. First honored by the manufacturer as a Top 1% Roofing Contractor in 2022, BCR was once again recognized in February at a celebration attended by 1,200 guests.

“We were recognized as the Southeastern Division MVP, and also for selling the most Owens Corning warranties,” says Holloway. “When I say ‘sold,’ I mean we gave them away. So, we provided more Owens Corning warranties than anyone else in the nation, which extends the labor warranty up to a lifetime.”

On every street
From its first location to plans for 100 branches and beyond, Best Choice Roofing continues to build on its reputation for professional craftsmanship and the best customer service in the business.

“The goal is to get Best Choice Roofing on every street in America,” says Holloway. “We want to make sure that when anybody thinks of a roof, we are the first brand they think of. In addition, we are looking at doing some roof rejuvenation products and ancillary options,” he tells us.

“Right now, we are laser-focused on giving our people the opportunity to grow with this new partnership model. What I’ve always said—and it’s been proven time and time again—is that when you give people the opportunity to grow, your company grows along with them. And that’s a very positive thing to happen.”

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