General Manager and President, Andrew Cameron, tells us that in 2024, the company finished construction on the last of over 230 finished units, work that began in 2022. At this point, it was decided by upper management to set a five-year goal for Northumberland Properties to further motivate its upward momentum. This goal comes down to expanding its current unit count by more than double to a nice, even, 500 units. This is where the process of unit acquisition has become an important aspect of the work, leading to the company’s first acquisition of eight existing buildings (totalling 32 units) in Amherst.

The timing of this acquisition was auspicious because the original owners were ready to retire and came to the company with a potential deal, which was sealed in May 2025. The purchase was seen as a positive learning experience as staffing and capacity needed to be figured out along with the on-boarding of new units and tenants, and Cameron and the Northumberland crew are never ones to back down from a challenge.

Indeed, the past three years have been busy ones on multiple fronts for the company. In 2024, after completing its most recent subdivision, the company purchased a half-acre piece of land across the street from this subdivision for its first multi-family building. Northumberland has worked with architectural design agency Spitfire Design out of Moncton, as well as with the town of Amherst and local contractors, to bring the building to new life and get it ready for tenants. While the development is still in the middle of construction, it held its groundbreaking ceremony in August 2025, and Cameron says it has been an enjoyable process to oversee and participate in so far.

He explains that a lot of four-to-six-unit garden homes and townhouses have been developed in the last few years as well, further expanding the company’s portfolio. With federal and provincial money coming in for developers and businesses like Northumberland, both Amherst and Yarmouth are pushing for greater density of buildings to increase housing supply in their communities. To aid both this and its own goals, Northumberland took a step into developing multi-family buildings, a move that Cameron says was also driven by his desire to learn more about these types of developments. These buildings are of a larger scale than the company’s typical properties and involve more logistics (elevators, fire alarms, intercoms, et cetera), but are also a clear-cut way to expand company operations.

The growth being pursued by Northumberland is taking place during an interesting time for its business sector. Looking back on 2025, Cameron says that the rental industry was beginning to feel closer to the volume and feel of operations from before the COVID-19 pandemic. From 2021 to 2023, he says that it was generally easier to advertise new units and create interest for renters, whereas today, promoting new units takes considerably more effort. This means that Northumberland has to tighten up its approach to running day-to-day operations, especially in regard to marketing, repairs, and maintenance cost controls, because things in the rental and housing and development sectors are ever-shifting and still feel unknown.

The industry may have a somewhat fluid nature, but Cameron says that ultimately, housing and development is an industry still going strong, especially when it comes to construction and property management/leasing. While aspects of the industry remain uncertain thanks to extenuating circumstances like the ongoing American tariffs, Cameron says it is a reminder for both him and everyone in the business at large to focus on aspects that can be controlled, like the maintenance and utility usage of its existing units.

“It is still an exciting time for real estate despite any challenges,” he says, and Northumberland Properties is excited to provide quality apartments and services for its tenants while helping them tenants feel at home and secure where they are. “Everything in real estate is communication,” Cameron says, whether it be from developer to subcontractor or from tenant to staff member.

A new year brings more opportunities for the business to reach its full potential, and the first major goal for Northumberland Properties in 2026 will be to finish its first building of 18 units by the summer, ideally June or July. The company also has another small parcel of land that it can build an additional four-unit building on, so decisions will be made as to how best to execute that idea.

The team is also on the lookout for acquisition opportunities that align with this mission, with a potential eight-acre development in Yarmouth. Northumberland hasn’t built in the town in five years, so there is interest in bringing more units there as plans continue to take shape. Further land purchases are also being investigated in Amherst, such as acreages and infill lots, to complement the apartments currently on offer.

In 2025, Northumberland Properties celebrated 15 years in business, with Andrew Cameron having started the business in 2010 alongside his mother and father. “Our success has been reliant on so many more people besides me,” he says, and he has learned so much in 15 years from tradespeople, employees, and accountants alike on how to best run the business. To be successful in this sector takes a team effort and everyone’s contribution within the company has made a difference to its ongoing success, says Cameron.

When it comes to running a successful property management business, it’s simply made easier and less stressful when you can find and work with exceptional team members, including staff, subcontractors, and tradespeople. In fact, Cameron says, a key lesson learned in the past 15 years has been to find great people, support them, and let them do what they do best while listening and learning from them. Of course, paying one’s bills on time also helps, he says with a laugh.

As well as the value of being surrounded by capable and intelligent people, Cameron says a key to his company’s success has been to always remember that the tenants living in the many different properties are people first and not just numbers in spreadsheets. A lot of senior tenants in Northumberland developments live on their own, so allowing for the time and space for staff to build relationships with these people, as well as maintaining respect and connection to them through the staff and properties, helps them feel that they are known and looked after.

“Don’t forget who the ultimate customer is,” Cameron says, meaning the tenants and their families who will remember when a property and its owners have done right by them. He and his crew have kept this, and the firm’s other values, close to heart during the lifespan of Northumberland Properties, and it continues to pay off grandly for all involved.

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Through elevated design, process, craftsmanship, and service, Archadeck of Nova Scotia and CASE Design/Remodeling Halifax have firmly rooted themselves in the Nova Scotia market and beyond, building on a strong reputation. Now, under new leadership with the same commitment to exceptional builds and relationships rooted in trust, both companies continue to forge a path forward as construction partners of choice within their respective specialties, simultaneously growing the size and the positive impact they have for customers, employees, and vendors.

Elevating spaces
During the pandemic, stay-at-home orders had people questioning if their homes made the most sense for their new lifestyles. With this consideration came an uptick in business, catalyzing strong growth for both Archadeck of Nova Scotia and CASE Design/Remodeling, who rode the rapid inflow of leads to create functional and aesthetically pleasing places and spaces that homeowners could be proud of.

As that wave of demand levelled off, the firms have remained steadily at it, undertaking everything from traditional to complex projects with elaborate structures that require structural work. From the largest, most complicated build to the smaller, simpler ones, all are met with the same commitment to excellence.

Owner Santiago Pinzon acknowledges the two companies’ maturity, the confidence they bring to jobsites, and the value they bring to homeowners who are making a very significant investment: “Not everyone is comfortable opening the side of someone’s house and making sure that you build something that’s structurally sound and meets code,” he says. “It really encompasses a big investment for a successful project that can be enjoyed for 20-plus years.”

Archadeck of Nova Scotia has operated since 2002, while CASE Design/Remodeling entered the market five years later in 2007. Since then, the two firms continue to prove their capacity and value to homeowners in the province, which is why they caught the attention of Pinzon and his team when looking for a construction company to acquire.

Further to the craftsmanship and established relationships the companies enjoyed, service delivery continues to be optimized through investments in technology, ensuring that CASE and Archadeck remain on the leading edge of innovation, communication, and efficiency.

“With our process and software, when you sign up for a project, you get a whole team behind you,” Pinzon explains of the various components of a project. “You’re getting the perspective from every single party that makes a project happen before actually being on site. We can mitigate the risks to the homeowner and internally, we can make sure that we plan things properly so the project can be the most efficient it can be.”

The experienced team of designers, project managers, and carpenters are enabled by technology to provide the greatest possible value for the homeowners who “don’t have to be consulting three or four different parties and getting them to agree. They’re coming to a single place that’s going to take care of them,” says Pinzon.

Technology empowers the homeowners through efficient communication and information sharing amongst all project stakeholders, and this is all available through their mobile devices. The approach imparts confidence that the homeowner’s investment is in good hands, but it also optimizes workflow and outcomes. This is especially true of the design-build projects the firms undertake.

Minimizing risk
For Pinzon, “When it comes to design-build versus traditional construction methods, design-build is really meant to lower the risk for both parties, the contractor and the homeowner. So, when it comes to working with us, you’re not signing on a large project without knowing everything that’s going to be involved, without knowing what it’s going to look like, and without really going through all the paces. You see it in front of you before you’re signing.”

Technology not only brings visions to life through renderings, but it also supports due diligence and accountability by tracking performance, which Pinzon says leaves homeowners free to enjoy “the fun part of the work. They get to make the choices and be excited about the project while we’re taking care of the more technical side.”

The technical side that he is referring to relates to the entirety of the scope of the project, from initial consultations through design, material selections, and construction. The pace moves in accordance with the customer’s comfort level, and everything is optimized from a design, delivery, and cost perspective.

“Having a fixed price for a construction project is of utmost essence to a homeowner,” notes Pinzon. “We do fixed-price contracts because we do the due diligence upfront and then we’ll actually credit all the money that you’ve invested into design into the construction project, so you’re really getting the value back from our team.”

Value-based design
There is a reason why Archadeck of Nova Scotia and CASE Design/Remodeling Halifax are multi-award-winning firms: the approach to people, partners, and projects is consistent and rooted in trust. This is all the validation that Pinzon needs.

From the front office administrator to the various trades on site, he acknowledges that, “it takes a whole team to make a successful project happen and we always want to celebrate the wins—whether they’re big or small, whether it’s an award or a simple ‘thank you’ from the client.”

To be sure, culture is a critical part of the companies’ success, and it was an important part of the acquisition of the company by Santiago’s team. Such a winning culture came about in large part thanks to the foundation laid by Maurice Meagher, who established and grew the companies. “From the first call between me and Maurice when we were looking at purchasing the businesses, there was clear alignment on approach,” says Pinzon, which was pivotal for both sides of the agreement.

For Meagher, who has worked to establish a strong culture characterized by clear communication and strong feedback loops whereby action can be taken to further optimize and improve performance, it is imperative to understand people’s motivations; this is true not only of getting the most out of employees, but of relationships in general.

“We’re both very aligned and if there is one thing that matters, it’s that people care; if we care for them, they’re going to care for their project and everyone is going to care for each other, and that’s what a good culture really is. It goes well beyond the numbers: you take care of people, they’ll take care of you, and then everyone wins together,” says Pinzon.

A new era of trust
With Pinzon at the helm of Archadeck of Nova Scotia and CASE Design/Remodeling Halifax, the motivation goes far beyond simply growing for growth’s sake. “We really want to elevate what residential construction looks like for homeowners,” says Pinzon, adding, “I don’t even want to say that we’re setting the bar high. I think it should be the bare minimum for homeowners.”

In a market that could use stronger consumer protections, he believes that within the processes at Archadeck of Nova Scotia and CASE Design/Remodeling Halifax can help set the tone. “There are protections that need to exist for clients. Following the right model and process, making sure that the minimum standard that we’re setting is what it should be across all of Canada, is why we’re doing this.”

Looking ahead, despite the countless uncertainties in the market, one thing remains stable and that is the fact that Archadeck of Nova Scotia and CASE Design/Remodeling Halifax are true construction partners who seek to add value to projects and relationships through their work.

“We focus on doing consistent delivery of quality projects, providing a good experience for clients, and then also a good experience for our team and our employees to grow,” says Meagher. He knows the companies and their legacy are in good hands and will continue to grow thanks to the exceptional processes and standards they espouse.

The post Elevated Design, Optimized Processes, Exceptional Craftsmanship<p class="company">Archadeck of Nova Scotia and CASE Design/Remodeling Halifax</p> appeared first on Construction In Focus.

LeBlanc did not enter construction chasing innovation for its own sake. He grew up immersed in the industry, absorbing the mechanics of building early on. What started as a personal interest became practical experience when he began constructing rental properties, one home at a time. That slow, methodical growth eventually led him away from a government career and into full-time residential construction.

Over the years, his company evolved from rental builds to spec homes, and then into custom, pre-sold residences. For more than a decade, the work followed a familiar path. Then LeBlanc made a conscious decision to challenge both himself and his company. That challenge was energy efficiency. “We jumped in feet first and tried to build the perfect home, the most energy-efficient home possible,” he says. What followed was not a branding exercise, but a structural shift, one rooted in building long-term performance and a willingness to rethink how homes in Atlantic Canada are designed, built, and operated.

Riko Passive Homes does not treat energy efficiency as an upgrade or an optional add-on. Instead, it is embedded into the construction process from the earliest stages of planning. That distinction matters, particularly in a region where many homes are still designed around minimum code compliance rather than operational efficiency.

LeBlanc is quick to point out that energy-efficient construction does not require exotic materials or experimental systems. What it does require is discipline: minimizing thermal bridges and designing the building envelope as a complete system rather than a collection of parts. The building envelope—walls, roof, foundation, windows, and doors—does the bulk of the work. When designed correctly, it reduces energy demand so significantly that mechanical systems become secondary rather than central to performance. “It’s mostly about the envelope,” LeBlanc explains. “We add insulation, we put it in the home, and it just does its job quietly, hidden in the walls. That’s what you really want.”

This philosophy runs counter to an industry trend that often emphasizes visible technology over invisible performance. Riko avoids unnecessary complexity, focusing instead on durability and predictability. By prioritizing airtightness and insulation, the company reduces reliance on oversized heating and cooling systems, lowering both installation and replacement costs over time.

Energy efficiency begins long before the foundation is poured. For Riko Passive Homes, site evaluation and building orientation are fundamental design tools, and each project starts with an assessment of how the home will interact with its environment; sun exposure and seasonal temperature swings all factor into the layout. Southern exposure is leveraged wherever possible to capture solar gain, particularly in living and kitchen areas. Northern glazing is limited to reduce heat loss. Western-facing windows are carefully managed to prevent overheating during shoulder seasons, while eastern exposure remains flexible.

These design principles apply regardless of whether the project is aiming for passive house, net-zero, or high-performance conventional construction. According to LeBlanc, they are simply good building practice. “You can put as much insulation as you want in the attic, but if you don’t insulate the walls properly or install high-performance windows, the home won’t be as comfortable as it should be.”

As insulation standards improve, Riko has observed a shift in energy demand. Well-insulated homes now retain heat so effectively that cooling loads are beginning to exceed heating requirements, a reversal that reinforces the importance of balanced design and proper system sizing. This understanding allows Riko to tailor each build, ensuring that energy efficiency enhances comfort rather than creating unintended consequences.

Despite growing awareness of energy-efficient construction, cost remains the most common concern among clients, and Riko addresses this directly by framing energy performance as a long-term operational investment rather than a short-term premium. With available rebates and incentives, LeBlanc estimates that approximately half of the upfront cost difference can often be recovered immediately. The remaining investment is typically offset within six to eight years through reduced utility bills. “The most noticeable thing is the cost to operate the home,” he says. “In about six to eight years, you break even on your initial investment.”

Beyond reduced operating costs, energy-efficient homes deliver consistent interior temperatures, improved soundproofing, and better indoor air quality. Regulated humidity levels also reduce material movement, resulting in fewer post-occupancy issues such as drywall cracking or nail pops, problems that tend to occur less frequently in tightly controlled environments. For Riko, these benefits are not abstract—they are measurable outcomes that influence long-term client satisfaction and building durability.

After years of refining custom home construction, Riko Passive Homes is now applying its expertise to multi-unit residential buildings, a sector LeBlanc believes has been underserved by thoughtful design. “We’re going to build a 12-unit to net-zero ready, about 43 percent more efficient than code,” he says, describing the company’s first multi-unit project in Saint-Antoine, New Brunswick. The development is designed for older residents looking to downsize while remaining in their community. Stable utility costs and long-term durability are central to the design, features that are often overlooked in conventional apartment construction.

LeBlanc brings a unique perspective to this work. With more than 20 years of experience owning and managing rental units, he has consistently heard the same feedback from tenants: heating costs are high, comfort is inconsistent, and buildings are inefficient. “Right now, multi-unit apartments are just rinse and repeat,” he says. “There’s not a lot of thought put into how we can improve the design.” Riko’s approach allows the company to challenge that status quo. By applying passive and net-zero-ready principles at scale, the company aims to demonstrate that multi-unit housing can be both cost-effective and high-performing, without relying on expensive or fragile technologies.

The Saint-Antoine project is also supported by regional funding mechanisms designed to encourage housing development where it is most needed. Accelerator funds, allocated at the municipal level, allow communities to prioritize infrastructure, services, or housing depending on local demand. In this case, housing availability was the priority. The result is a collaborative model that aligns municipal goals with private-sector execution, resulting in development that serves both residents and the broader community. For Riko, this alignment reinforces the importance of regional engagement and local partnerships, particularly as housing demand continues to grow across Atlantic Canada.

One of the company’s key advantages is its integrated business structure. Riko operates three interconnected entities: Fagan Concrete Foundations, Forefront Construction Group, and Riko Passive Homes as the project management arm. This structure allows the team to self-perform critical phases of construction, including foundations, framing, siding, and finish work, while maintaining longstanding relationships with trusted subcontractors and suppliers. And with approximately 35 staff members across all divisions, Riko controls scheduling, sequencing, and quality at a level that is difficult to achieve through fragmented contracting models. For high-performance construction, where detailing and execution are critical, that control directly translates into consistency.

Riko’s client process mirrors its construction philosophy: transparent and rooted in feasibility. Initial conversations focus on land conditions and long-term goals. When land has not yet been secured, Riko assists with site evaluation. When land is already owned, the team conducts on-site assessments to evaluate grading, servicing, and orientation. Clients are then paired with designers or architects, with energy performance considerations integrated early in the design phase. Only once construction drawings are finalized does Riko issue quotes and present a complete estimate. From permits through completion, the company manages the entire process, reducing risk for clients and ensuring that design intent is carried through to execution.

LeBlanc is clear that aesthetics will evolve: siding can be replaced, interiors can be renovated. What should not change is the performance of the structure itself. “We’re hoping to make a difference so our homes last longer and are more comfortable,” he says. “You can change the look of the home, but the structure should remain solid for many years to come.”

This philosophy underpins Riko’s long-term vision, particularly in the multi-unit sector. The company’s next projects aim to prove that higher performance does not require higher operational costs, and that durable, efficient buildings can be delivered at scale.

Rather than following the market, Riko Passive Homes is positioning itself to lead it, quietly, methodically, and with performance that speaks for itself.

The post Redefining Energy-Efficient Construction in Atlantic Canada<p class="company">Riko Passive Homes</p> appeared first on Construction In Focus.

This renovation project began in late 2018 when officials learned that the provincial library and its archives planned to move out of the centre and its Charlottetown location, which kicked off a year-and-a-half consultation process on what to do with the new area afforded to the space. Feedback from stakeholders, patrons, Indigenous voices, and other sources communicated a desire for the centre to house more learning programs, more Canadian content creation, and more programs talking about its role as Canada’s national memorial to its founders.

The ensuing renovation, still ongoing, seeks to incorporate these suggestions as well as provide massive, much-needed structural improvements to the building. Physical work began in the fall of 2024 and construction began in the spring of 2025, with Chief Executive Officer, Steve Bellamy, saying that it should be largely complete by summer 2026 with a rough move-in date of October or November.

Bellamy explains that the impact of the renovation will be substantial across multiple fronts. Beyond the addition of more learning programs and a more nationalized focus to the centre’s output, the impact on the local economy will be significant. The centre currently operates on a $12.5 million annual operating budget with a $27 million annual contribution to the gross domestic product. 400 jobs have been created by the centre, producing over $16 million in labour income and over $6 million in tax revenue. Operations post-renovation will likely expand, providing an additional $2.5 million annually with an increase in economic impact of around $5 to $6 million. In short, the expansion will create more jobs, more programs for the public, and more capacity for the centre to be a corporate partner for meetings and conventions in the Charlottetown area.

Artistic Director of Performing Arts, Adam Brazier, says that the renovation will allow the centre to become the largest and most consequential arts hub east of Montreal. It “will become a bucket list location for performers, creators, and leaders,” he says, and will come with greater physical accessibility to the space thanks to a clearer entrance from the ever-busy Victoria Road, as well as a warmer visual welcome to anyone entering its doors. The growth and positive experiences to be enjoyed by all who interact with the centre post-upgrade promise to be significant.

Although it is front-of-mind for everyone working there, the ongoing renovation is not the only thing the centre has been up to in the last few years. First, an arts academy was founded, from which its expanded learning programs will blossom. The academy will be able to expand the presently-offered artist training program and provide opportunities for short-term professional development for people in arts administration, cultural development, and in the centre itself. Next, a new arts innovation hub will provide facilities and resources for the creation of new Canadian content, from theatre to music and other forms of art.

Finally, the new Canadian leadership institute—the first of its kind in the country—will aim to house greater discussions about the nation, including programs like the Symons Medal presentation and lecture and the Charlottetown Forum, which will host conferences and lectures relevant to confederation on a variety of topics. According to Bellamy, all involved will discuss issues important to Canada, and the cultural impact will likely be enormous.

Amidst these improvements and plans for the future, this is something of a fraught time for theatre, especially in Canada. Bellamy notes that both the pace of inflation and an increase in annual operation costs are outpacing the centre’s ability for its revenue streams to keep up. While it does receive government funding support of roughly one-third of its operating budget, the majority of its revenue is generated through sources including tickets sales, education programs, food and beverage, and donations and sponsorships, none of which are able to match the pace of inflation.

Brazier points out that the centre has had to re-budget due to ongoing tariffs imposed by the United States, and sadly, in times of financial uncertainty, disposable income purchases by the public toward entertainment like theatre are often the first things to go when it comes to tightening the belt.

These challenges will not be solved easily; however, everyone at the centre believes in the art it produces and the power of that art to impact its audiences. “There’s a spirituality to what we do,” Brazier says, in getting people together to watch others perform. Theatre is feeling the crunch in competing with at-home entertainment like streaming services, yet the performing arts have the ability to create community through the shared experience of live theatre—so it is all about making sure younger generations understand that power and take advantage of it. The Confederation Centre of the Arts often must take risks on the shows it stages and the decisions it makes during hard times, but Brazier says that the talent in Prince Edward Island is abundant. That level of talent is ultimately what has gotten the centre through hard times again and again.

There is plenty to be excited about as the centre takes on these challenges and looks to enter a new era. In 2026, popular live shows like Come From Away and Anne of Green Gables: The Musical will be staged, along with an exhibit featuring the works of the late Prince Edward Island artist Erica Rutherford, curated by new Art Gallery Director, Pan Wendt, who was hired in December 2025. And later this year, the Symons Medal, one of the nation’s greatest annual honors, will be presented to Justice Rosalie Abella, who served on the Supreme Court of Canada for nearly 20 years.

The centre also looks forward to hiring the first director of its new leadership institute and establishing a new line of programming within it that will support people from diverse backgrounds convening to discuss important national issues.

It is an exciting time for the centre as it looks to expand its partnerships within the local business community. The centre has been a keen partner with businesses across the corporate spectrum in terms of packaging, experiences, and event planning, and Bellamy believes that the centre stands as a reflection of the country, an important piece of the Canadian cultural identity. “Now more than ever, it’s important that Canadians understand one another,” he says, and this can be effected through embracing activities that strengthen national bonds and allowing stories from different communities to be heard.

With its improvements slated to reach their conclusion shortly, Brazier says that the Confederation Centre of the Arts will soon match the output of the art created within it.

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