The MBI, headquartered in Charlottesville, Virginia, is an international non-profit group that represents the modular construction industry. Since we last featured the organization, the institute has launched a new fundraising initiative while continuing to lobby politicians, set building standards, and pursue workforce development programs.

Last year, modular buildings accounted for 6.64 percent of new construction starts in North America, up from 6.03 percent in 2022, and way up from 2.14 percent in 2015, according to the institute’s 2024 Permanent Modular Construction Report. Total project value for modular construction came to $14.6 billion in 2023, a huge increase from 2015 when the value was $3.71 billion. Approximately 255 companies are engaged in modular manufacturing in North America, added the report.

In a conventional build, floors, frames, walls, ceilings, and other structural elements are all assembled and erected on-site, and the building gradually takes shape from the ground up. Modular buildings, by contrast, consist of a handful of large, factory-built segments or modules that are transported to the construction site and then fitted together like pieces in a mammoth jigsaw puzzle.

This method means that modular buildings generate less waste during construction, cost less money, and can be erected in a faster, safer fashion than conventionally built structures, say advocates. The modules are made in controlled factory environments, drastically reducing the risk of construction-site accidents.

Modular construction comes in two main varieties: permanent and re-locatable. Permanent modular construction includes hotels, healthcare facilities, quick-serve restaurants, multi-family residences, and other structures that are intended to remain in place. Re-locatable modular construction consists of school portables, temporary housing for disaster victims or workers, and other structures of a more transient nature.

While most MBI member companies work in permanent modular construction, McMullen says that re-locatable buildings “are critical to help our country function. We need re-locatable workforce housing; we need temporary office space; we need disaster relief, and the companies providing those are doing a great job. They’re going to be around, and they’re going to do well forever.”

Multi-family housing is the most popular form of commercial modular construction, accounting for 20 percent of construction in 2023, according to the MBI’s annual report. This is followed by office buildings/government facilities at 18 percent, educational buildings at 15 percent, retail at 11 percent and healthcare at six percent. Permanent modular is also becoming a popular option for quick-serve restaurants like Chick-fil-A, Burger King, and Starbucks, McMullen explains. “The quick-serve industry is coming to realize, ‘Hey, we can get these new stores online in a fraction of the time,’” he shares.

The main materials used in modular construction are wood frames, steel frames, and concrete, adds the report. Wood frames account for half of these builds, followed by 42.9 percent of builds having a steel frame and 7.1 percent having a concrete frame.

In 2023, the MBI launched the Modular Advocacy Program (MAP) to raise funds and public awareness. MAP money will be used to fund advocacy, create new opportunities for business, attract new employees to the sector, and expand outreach to architects, developers, and officials responsible for building codes. As part of its commitment to workforce development, the MBI also hired a new director last year to organize workforce development initiatives.

When we spoke last year, the Institute expressed reservations about a proposed expansion of the Davis-Bacon Act. Under the Act, which was passed by the U.S. Congress during the Great Depression, mechanics and laborers on government-funded public works projects must be paid local prevailing wages. The Act was expanded in the 1940s to include military-related construction projects. In 2022, the U.S. Department of Labor announced a plan to tweak the legislation to include modular construction, a move that would have drastic implications, according to McMullen.

“One of the key benefits of modular construction is that it’s not on-site work; it’s off-site work. This would have really hampered our industry from being competitive on projects that benefit the government,” he notes.

State governments might have responded to any regulatory changes by introducing their own versions of the Davis-Bacon Act. This would have “brought state prevailing wages into factories for even more types of projects. It would have kneecapped our industry to a large degree,” he continues.

Thanks in part to intensive lobbying from the MBI, the Department of Labor eventually decided not to modify the Act with regards to modular construction. The Institute and the companies it represents were greatly relieved.

The MBI has also been focused on educational efforts and international outreach. Years ago, it helped develop a print textbook called The Introduction to Commercial Modular Construction in conjunction with Clemson University of South Carolina. Now, the MBI is in the process of digitizing the textbook with the intent of using it for an online certification course.

North of the border, the MBI has worked with Canada Mortgage and Housing Corporation (CMHC), a Canadian government agency responsible for housing issues, since 2018. The Institute strongly supports the CMHC’s Rapid Housing Initiative, which was established to address housing affordability in Canada. The CMHC in turn has provided extensive funding for new construction, including modular builds.

“In Canada, the Rapid Housing Initiative continues to flourish,” McMullen tells us. “The Canada Mortgage and Housing Corporation pumped billions and billions of dollars into modular construction to solve their affordable housing crisis. We’re thrilled with that. We were instrumental in getting that going.”

Roughly 40 manufacturers are involved in modular construction in Canada, according to MBI estimates, and the Canadian modular market is worth approximately CDN $2.5 billion.

The institute’s European branch, meanwhile, is hosting a World of Modular trade show and conference in Brussels, Belgium in October of this year, a reflection of the growing popularity of modular construction in Europe. “North America is really behind a lot of Europe in terms of acceptance. They’re doing a lot more over there than we are,” McMullen states.

Globally, the MBI has been working with the International Code Council (ICC) to implement construction standards for the modular industry. The ICC is the self-described “leading global source of model codes and standards and building safety solutions,” and recently issued a new standard, ICC/MBI 1210-2023, regarding mechanical, electrical, and plumbing systems in off-site construction. This comes on the heels of two previous standards, ICC/MBI 1200-2021 and ICC/MBI 1205-2021, which concerned off-site construction planning, design, fabrication and assembly, and off-site construction inspection and regulatory compliance, respectively.

“We’re working with states across the U.S. to adopt our industry standards. Virginia and Utah have adopted [our three] standards. We’re very close with other states as well,” says McMullen.

The institute continues to reach out to young people as well, inviting trade school students to attend its 2023 World of Modular event in Las Vegas and 2024 World of Modular show in Orlando, Florida. Students were given the opportunity to tour the exhibition floor, hear presentations by MBI officials and other speakers, and get information about career opportunities in the sector.

At last year’s World of Modular event, the MBI arranged for a video crew to interview industry figures for further insights. Some of these videos have been posted on social media platforms such as LinkedIn.

The MBI also maintains a close relationship with the American Institute of Architecture Students and the University of New Brunswick, which maintains an Off-Site Construction Research Centre. In August of this year, Tom Hardiman, Executive Director of the MBI, judged an MBI-sponsored student design contest at the Centre “and waved the MBI flag,” adds McMullen.

The institute has ties with other post-secondary institutions nationwide, including Marshall University in West Virginia—Hardiman’s alma mater. Marshall University has turned to MBI for guidance on how to expand its modular construction apprenticeship/training program. And given its mission to support workforce development, the institute is happy to oblige.

“We’re working with them on fine-tuning that program, making it available to our members. We’re also working with other colleges and universities around the country to sort of mirror that program,” says McMullen, noting that the Institute will “bring our resources to them.”

If regulatory issues, exemplified by the battle over the Davis-Bacon Act, represent an ongoing challenge, so too does public education. Even as modular grows in popularity, some people are unclear on the concept, a situation the MBI strives to ameliorate.

Still, McMullen is bullish about the future of modular construction, particularly when it comes to permanent builds. “It’s the permanent side where people are discovering the potential for modular. I think it will continue to take off, with multi-family housing probably leading the way for quite some time.”

That said, he offers a positive forecast for the entire industry: “If history is any indication, the market share for modular construction is only going to grow. It has grown every year since we’ve started tracking it,” he says. “The potential for this industry really is unlimited.”

The post The Modular Construction Industry Makes Monumental Strides<p class="company">Modular Building Institute</p> appeared first on Construction In Focus.

As one of the country’s finest off-site residential and commercial prefabricated building contractors serving a large construction-developer client base, Ritz-Craft is celebrating its seventh decade in the industry as the largest family-owned modular company in the United States.

Part of the secret of the company’s undeniable success is its long-term approach to building quality customer relationships alongside quality homes.

As a second—going on third—generation family business and a true partner to all its clients, Ritz-Craft is part of a much larger group of vertically integrated firms that provide it with most of the outstanding products and services that enable it to be as successful as it is. Founded in 1954 as a home trailer fabricator, the company is now owned by Paul and Eric John, sons of one of its founders, Paul R. John, through John Brothers Holdings LLC. Today, several of John Sr.’s grandchildren already work in the firm.

Ritz-Craft focuses on single-family offsite home construction and factory-produces HUD-code homes that are entirely portable while adhering to national codes, alongside prefabricated IRC modular homes adhering only to local building codes. John Brothers Holdings LLC is also parent company to Ritz-Craft’s sister company, RC2, which specializes in off-site constructed multifamily homes, apartments, and commercial projects.

Together, the two modular-expert sibling companies contribute to each other’s success through sharing expertise, suppliers, and more.

And there are more companies in the group. Most recently, John Brothers Holdings, LLC introduced Ritz-Craft Development in collaboration with a developer partner in upstate Michigan, fabricating off-site multifamily homes and apartments according to a business model that will allow it to supply its products nationwide. The idea has proven to be quite a market favorite, with industry professionals showing great interest in the concept and collaboration. As part of this offering, the company supplies design and general contracting services to partners in specific areas, making the deal a no-brainer.

There is also the well-established Ritz-Trans, which operates in the east of the country and is currently expanding its presence across the Midwest. Ritz-Trans is the group’s oversized trucking outfit handling preconstructed building deliveries. As part of this role, it takes care of all logistics, providing both construction firms with secure, outstanding service.

“At our corporate office, Ritz-Trans also provides automobile service capability to our employee base,” explains Paul Lindsley, shareholder and Regional Vice President, pointing out that its mechanics’ shop is also available to the people of central Pennsylvania.

Another John Brothers Holdings, LLC company is Legacy Crafted Cabinets, a semi-custom cabinet fabricator in central Pennsylvania that supplies external cabinet dealers as well as Ritz-Craft. This mutually beneficial business relationship currently accounts for just under 30 percent of Legacy Crafted Cabinets’ annual business. With such large volumes to produce, Legacy Crafted Cabinets relies heavily on high-level automation to ensure it delivers premium cabinets consistently.

Yet another sister company, Legacy Building Products in Mifflinburg, Pennsylvania is the group’s building materials wholesaler and distributor. Beyond supplying Ritz-Craft with everything from siding, faucets, and cabinets to shingles, lights, sinks, and more, it serves cabinet dealers from beyond its ranks, from Maine to Mississippi. In addition, this company is responsible for shipping do-it-yourself kits to customers.

There are two retail centers belonging to the group: one in Hudson, New York, and the other in Susquehanna Valley, Pennsylvania. These two custom builder outfits handle the distribution and installation of Ritz-Craft products. The group also uses these two businesses to run major marketing campaigns on behalf of customers across multi-media platforms, generating leads and driving business for external, paying members.

The group has a deep sense of hospitality and loves nothing more than extending warm welcomes to clients, whether prospective or current. To achieve this, the company owns The Rusty Rail Brewing Company, a landmark brewery and restaurant complete with an events center and a cluster of condominiums. This locally legendary gathering place has become a much-loved name in the region.

“We surround ourselves with good people. Good business needs good people to grow,” Lindsley says. As a result, the group’s holdings contribute handsomely to the welfare of the communities in which they operate, both in terms of local economies and employment security as well as charitable organizations.

To ensure that this incredible team has all the support they need, the company invests in the best and latest technology, even establishing a dedicated department for it. “We integrate best-in-class technology for advancement across all our companies in what we do and how we do it,” says Michael Bussiere, Vice President of Business Development.

In addition to the most advanced technology (like design software, BIM software, a sophisticated ERP system to measure and improve performance and predict outcomes, and CRM software to hold everything together), there is a company-wide meeting every Wednesday. Intent on improving cooperation and outcomes, people gather in the morning to discuss performance across the company.

Striving for efficiency drives success, but so too does the human touch, Bussiere says. Keeping operations lean and consistent through optimal automation is important, but so is the judicious use of manual labor where the human eye for detail can make a difference to the finished product.

“There’s a focus on family,” he says. “Not only the family of companies, but the family of people who come together to help us be one organization.” An on-site training center provides new recruits with the background and understanding they need to succeed in diverse positions throughout the group.

Bussiere further underscores the importance of taking the concept of family seriously. It is a core value that is upheld daily across the board.

Fittingly, the company takes care of its people in many ways besides simple financial incentives. Every company facility receives upgrades to their break rooms, benefits from nourishing breakfast snacks, and gathers on Wednesdays for a grilled lunch and to hang out together over a good meal. “We want our people to feel respected and have a place where they’re recognized and appreciated for what they do,” Bussiere says.

Lindsley supports this approach. “Love, cherish, and respect—that’s what we want our people to feel,” he says. “Because we have that in our culture, it shows in our products and the end user’s experience.” While there are of course challenges from time to time, the team’s collective heart is in the right place.

For instance, to convey appreciation for local communities, the company works with local Chambers of Commerce, the Rotary, and the Associated Builders and Contractors (ABC) in Pennsylvania, Michigan, and beyond, supporting initiatives like a lovely mural that was completed as a gift to the town for the park opposite The Rusty Rail Brewing Company. The company also supports area Little Leagues and other youth sports.

With great staff morale comes good, long tenures and here, Ritz-Craft shines. Recently, the company’s owners signed over 20 percent of the firm to eight senior management members across all its companies—Zachary John, Kylee John, Chris Lucas, Jason Romig, Ray Cudwadie, Angela Hess, Mike Zangardi, and Paul Lindsley—in appreciation of their collective leadership that has made the company what it is.

This gesture, and the fact that the company’s ownership has passed up more than one chance to sell the firm for no ordinary king’s ransom, is also an incentive to others at every level of the company, reminding them of what is possible when solid achievement and company loyalty meet. Perhaps this explains why it’s so easy to meet many wonderful Ritz-Craft folk who’ve been with the company for a quarter of a century or longer.

Of course, Ritz-Craft’s customers are treated with the same loyalty and commitment to excellence. Considering the speed at which the company delivers, its consistency and service are as guaranteed as the turning of the seasons. “If we can get a developer in six, eight, nine months sooner than they anticipated, that is a game changer,” Lindsley says.

The post Quality Modular Homes – Because It Takes a Family to Know What Families Need<p class="company">Ritz-Craft</p> appeared first on Construction In Focus.

“This is because a higher population, and the larger pool of income it brings, increase demand for housing,” says the CMHC in its recent report, Housing shortages in Canada: Updating how much housing we need by 2030.

Politicians, construction industry experts, academics, and advocacy groups agree that the lack of housing in Canada is dire. Compounded by a workforce shortage in the skilled trades, housing simply cannot be completed quickly enough using traditional methods and materials. For many, the answer is modular construction.

“When I talk about making it faster to build homes, modular housing is a big part of it,” said Canada’s Prime Minister Justin Trudeau in his recent statement about the country’s need to accelerate construction. Unlike conventional building methods which require transporting huge amounts of materials like wood, concrete, and drywall to sites, modular construction is done off-site in a facility. Made to exact specifications, these modules are then moved and installed.

The benefits of modular compared to on-site construction are many, says Rhys Kane, Director of Business Development at award-winning ROC Modular. ROC (REAL Off-Site Construction) has proven its expertise in all aspects of modular construction. Since the company was founded in 2019, it has fabricated modules for such varied uses as social affordable housing, hospitality, education and student housing, Indigenous works, and industrial and commercial projects.

“Canada has a significant housing crisis, and a huge need for affordable housing,” says Kane. “And it seems the government is looking to modular construction as one of the options. It is definitely one of the good solutions.”

ROC produces modules at its 60,000 square-foot manufacturing facility on seven acres. Owing to its location in southern Alberta, the company serves markets within Western Canada, the North, and across the central and western United States. Buoyed by a favourable exchange rate, no tariffs or red tape, and the need for more affordable housing, Kane says the potential for growth in the U.S. is strong. “We’re completing projects in Washington, California, and Montana right now, with lots of activity in Colorado, so it’s a really good opportunity for Canadian modular companies,” he says.

“Typically, ROC’s focus is on the affordable housing side,” says Kane, “so we’re doing a lot of work in Western Canada and down in the U.S. for affordable housing, subsidized government-supported housing, social housing, and also for-rent buildings. But that also crosses over into the education sector, because we build affordable housing for students and seniors; staff housing in resort communities, mountain towns, and remote communities; and employee housing. It’s a fast and efficient way of housing at scale and at speed.”

Under the leadership of President and CEO Joe Kiss, ROC Modular continues on its successful growth trajectory. With the expertise of over a decade in the modular market, Kiss is guiding ROC’s growth as a leader in the modular industry.

Along with affordable housing, ROC also concentrates on the energy sector, creating modular offices, trailers, and entire workforce camps for oil & gas and mining communities. Typically, these types of structures are relocatable—they go into remote communities and are often moved after a few years, once the energy activity or mining life is completed.

As a manufacturer, ROC recognizes its strengths and those of its trusted partners. The company doesn’t rent structures, nor does it act as a general contractor, unlike some firms that try to be everything to everyone. “An important part of our business model is that we don’t compete with our customers,” says Kane. “We really focus on being good at what we do, which is the manufacturing side of things. And as the manufacturer, we partner with the best general contractors to deliver overall projects. General contractors are very good at what they do. It’s an opportunity for them to deliver better, more efficient projects.”

Operating in areas with large local Indigenous populations, ROC is active in the Indigenous community project sector. Understanding and appreciative of community needs and traditions, ROC provides appropriate housing, office projects, infrastructure, band offices, community centres, and Elders centres.

The need for Indigenous housing across Canada is great, and with many communities in rural and remote areas, it is often challenging to get labour and materials to site, which makes modular construction the ideal solution. Creating a project line that is culturally sensitive and suits community needs, ROC’s factory-made units are built to high standards. Extremely thermally efficient, they are delivered to communities that often perform the foundation and site work, with trained Indigenous men and women doing the installation.

With so many recent fires in western Canada, modular has also served as replacement housing in affected communities. “That has been a big one for us,” says Kane. “We can rapidly respond and deliver homes.”

Indeed, modular construction is ideal for everything from single-family homes in First Nations communities to large, six-story, multifamily affordable housing complexes. From manufacturing to project delivery, modular is broadening Canada’s construction industry. Units are made in a clean, safe, and well-equipped factory with all the necessary tools, and can be completed to a very high degree before delivery. As Kane jokes, “We can put blinds on the window, and the toilet roll on the holder. As a rule, we try to get these things as complete as possible so the developer can get the efficiency of using modular construction.”

Unlike structures built on-site, modular units can be repeated over and over, making them faster and more economical to produce than stick-built structures. And then there are trades to consider, traditionally working outside with conventional building methods. Instead of carpenters, plumbers, and other tradespeople facing extreme heat or brutal cold, ROC’s team completes units in a controlled environment, using the talents of every trade discipline under one roof, all employed by ROC. And instead of construction sites with multiple tradespeople from different companies stepping over each other, ROC’s modular units are made under the guidance of experienced managers in an environment that’s always safe and comfortable.

“The real difference with modular is that you can attract the best talent because they don’t have to work out of town,” Kane says. “They come and work in the same place every day. And the other thing with modular is that it’s very difficult to bring technology like automation or robotics into a site-built environment. On the other hand, we’re in a controlled manufacturing environment with CNC and other machines to improve efficiency of production, and it’s much easier to do that.”

ROC’s many permanent modular projects under construction include a six-storey affordable housing project for the City of Surrey RHI Project, and the Steveston RHI Project in Richmond, BC.

At 41,000 square feet, the City of Surrey Modular Supportive Housing project is a 60-unit modular housing complex “providing high-quality accommodation completed under the CMHC Rapid Housing Initiative for BC Housing,” says ROC. Now under construction, the project includes 54 modules built at ROC’s modular facility and will be made to BC Energy Step Code 4.

At three storeys high, the wood frame Turning Point Housing Society project in Richmond will be a 25-unit modular multifamily building funded through the Rapid Housing Initiative. Developed in partnership with BC Housing, subject to BC Housing Design and Construction Standards and CMHC Universal Design Guidelines, at least 60 percent of the units will include the city of Richmond’s Basic Universal Housing (BUH) features.

Says ROC, “To meet local flood plain requirements, the innovative project includes the main-floor modules requiring a steel-floor plate system including a full galvanized c-channel rim beam with cold-formed steel joists, and the subfloor and above is constructed with our typical wood framing.” Now under construction, the project features Buttcon as general contractor and TASU Construction as the modular site installer.

In its focus on volumetric modular construction and projects like these, ROC currently creates hundreds of units per year. As the company looks outward, it is excited for the potential for growth.

“ROC is on a growth trajectory,” Kane says. “It’s a relatively new business, but already doing significant scale and volume. We see a big increase in demand for modular, based on CMHC and government programs for housing and the wider need for affordable housing across Canada, and we’re growing our ability to service more projects,” he says.

For those doubters who still believe modular mainly means “always the same,” it’s worth noting that a number of ROC’s recently completed projects are acknowledged as standing out from the competition. At the Modular Building Institute Awards of Distinction ceremony at World of Modular, ROC had four winning entries. These include Red Deer Recovery Community’s First Place in the Permanent Modular Healthcare category and Judges’ Choice (the highest scoring entry across all categories). Then there was the Honourable Mention for Aster Place, Richmond, in the Relocatable Modular Social and Supportive Housing category and its Best in Show Award, as voted by all conference attendees.

Finally, acknowledging the work of the CMHC and the federal government in addressing Canada’s housing crisis, Kane sees ROC continuing to play a vital role in creating quality housing in a shorter timeframe than with traditional building methods and materials. “Modular construction is not the single solution,” he says, “but it’s definitely one of the best options we have available and the modular industry is ready to respond.”

The post Constructing an Answer to Canada’s Most Pressing Question<p class="company">ROC Modular</p> appeared first on Construction In Focus.

“Up to this point [tiny homes] was all we’d built. We built 115 of them in a nine-year span, but this year, in 12 months, we’re building just over 100 modular units. For modular, we’re expecting it to be 75 percent or more of our sales going forward,” states Chief Executive Officer and Chief Design Officer Travis Pyke.

Unlike tiny houses, modular homes are set on foundations, and unlike conventionally built homes, modular houses are largely constructed off-site in manufacturing facilities. Structural elements known as modules are brought to the building site and fitted together to create the house. Advocates say modular offers a faster, less expensive, and more ecologically friendly alternative to traditional construction methods.

The decision to go modular comes as the company experiences spectacular growth. “We just moved into a 100,000-square-foot facility from a 10,000-square-foot facility and tripled the workforce. We’re really growing at this point,” notes Pyke.

That said, the company is determined to retain what it calls, The Wind River Difference—a commitment to quality and a spirited culture that helps it stand out from the competition.

“We’re obsessive about quality. We don’t build things to a low standard. We use premium materials that will last and we don’t cut corners in our build processes,” Pyke says.

“We have an incredible culture,” he adds. “People love what they do. They care about the work they do, and this translates into the final product.”

These products include the Cumberland and Tellico, which are 12 feet wide, 35 feet long, and 14 feet high and come with appliances and an integrated porch. Another model is the Pisgah, a split-unit tiny house with an open kitchen, laundry area, and 400 square feet of space on the main level.

Wind River recently released a new hospitality series as well. The Rogue, for example, is a “unique and cozy ‘room in nature’ designed to be an elevated glamping retreat.” For a more luxury stay, the Ronan offers a master suite including a wet bath and private sauna. Clients select a model and then choose their finishes and upgrades. The company’s website is soon to feature a line-up of modular home plans as well, and also offers fully custom design for multi-build contracts.

While Wind River Built still builds tiny houses, switching to modular homes makes good business sense. Modular is a huge emerging trend and represented 6.64 percent of new construction starts in North America in 2023, up from 2.14 percent in 2015, reports the Modular Building Institute, which represents the industry sector. Many prospective homeowners are also flocking to the Southeastern United States where Wind River is based, in search of reasonably priced housing. And, since Wind River tiny houses are built in a manufacturing facility, the company was already familiar with off-site construction methods.

At the same time it switched to modular, Wind River Built refocused its business strategy to seek out work from the resort/hospitality sector and other markets. The team is currently building 75 cabins for a resort near the Great Smoky Mountains, and these will feature outdoor showers and large windows to take in the impressive scenery.

The company has also been contracted to build 26 modular homes for Southern Adventist University, a private Christian school in Tennessee that badly needed additional student housing. The modular homes produced for the university are approximately 600 square feet, with bedrooms on each end, shared amenities in the middle, and space for desks. The contract was inked last fall, and delivery has now been completed, says Pyke, who is proud of the speedy turnaround time. “These are our first two big contracts we’re getting off the ground,” he shares.

Going forward, Wind River Built wants to work alongside developers to build single-family homes for what Pyke calls “the missing middle.” These are people “who are looking for a new home, have a good job, good credit score, but don’t want to buy a 3,000-square-foot, $400,000 new home.” Traditional construction companies are not building small, intentionally designed homes anymore, which is where Wind River’s reasonably sized modular houses come into play, he explains.

The company is also looking to add accessory dwelling units (ADUs) to its inventory, either in tiny home or modular format—or both. Sometimes called granny flats, these small residences are often built in a homeowner’s backyard to accommodate an elderly family member. “We’re in the process of developing plans [for ADUs] before launching them on our site,” Pyke tells us.

Workforce housing represents another possible target market. If, say, an automaker sets up in a small community, there might not be sufficient housing to accommodate the large workforce it requires. To this end, Wind River Built has been engaged in discussions with municipalities and their Chambers of Commerce.

Regardless of the model or end-user, most production of the company’s buildings is done in-house. Wind River Built has its own cabinet shop and paint booths and performs plumbing, electrical, sheetrock, and spray foam insulation work. The company just purchased a semi and built a modular hauler to transport modular homes, and relies on outside help for installation and site work. Wind River Built also seeks out third-party experts in architecture, engineering, and marketing, but aims to eventually bring such services in-house.

While vertical integration has been part of the business model from the start, the corporate structure is open and flexible, and Pyke and other managers take a hands-on role. “I’m still out there doing quality control checks, walking through homes, and that’s never going to change,” he says of his presence on the shop floor. “You don’t find that in some companies, where the executives might not even be in the same building where the product is being made.”

The company has clearly traveled a great distance from its rather low-key beginnings. Founded a decade ago by Pyke and partners, it was originally based in an open-air barn. The founders, plus a handful of employees, custom-manufactured tiny houses based on client specifications. “You dream it, we build it,” was the guiding philosophy in the early days, Pyke recalls. “It was fun, and we were just profitable enough to make it work.”

Wind River Built appeared on an episode of Tiny House Nation, a reality show that popularized the concept of tiny homes by profiling people who wanted such residences and the companies that built them. The firm was also featured in Country Living magazine and has maintained an active online presence, regularly posting about its offerings on social media. After four years in the barn, the company had generated enough revenue to purchase two acres of land and erect a 10,000-square-foot shop, while the team grew to about 45 workers.

Along the way, the company made some changes. Realizing that “it’s hard to scale fully custom individual builds,” the company adopted a series of standardized tiny house plans. The initial expansion was driven by quality craftsmanship, excellent customer service, and hard work. While these traits are still ingrained in the company, its most recent growth was spurred by funding from a private investment group.

“Just a little over three years ago, they made an investment to help us scale our operations,” explains Pyke. “That’s how we were able to acquire the land we’re on and build this new $15 million facility. They’re very much a capital partner but not [involved] in day-to-day operations; it’s still our team doing all the strategic planning.”

Wind River Built moved into its new plant on 33 acres of land in May. The employee count has soared to 115 people, a figure that will likely continue to climb if all works out on the modular construction front.

Obviously, certain positions such as plumbing, electrical, and carpentry require specific skill sets and experience. Beyond that, company leadership looks for prospective employees “who are highly motivated and care,” says Pyke.

The plan is to continue growing, while maintaining the grassroots ethos that has driven the company since its earliest days.

“In five years, I could see us having two manufacturing facilities and a pipeline of orders for single-family homes, hospitality, student housing, and workforce housing,” envisions Pyke. “We’re going to try not to get that corporate feel; we’re going to keep a small business spirit no matter how big we get.”

The post Tiny Home Construction Goes Modular<p class="company">Wind River Built </p> appeared first on Construction In Focus.

Providing customers with all the information, expertise, and guidance they need to dream up their ideal home, the Apex team knows that personal attention and a keen understanding of detail set its luxury projects apart from others in the marketplace.

With a project schedule reaching into March 2025, business at Apex Homes in Middleburg, Pennsylvania is going sensationally, and growth has been robust. In fact, going by sales figures, 2024 promises to be the company’s most successful year to date, with projects such as a 110-module development in Philadelphia and a four-story building comprising 20 apartments over 41 modules underway in Connecticut.

Advantages of modular
While the appearance of such large, prefabricated structures may surprise some, their quality is never in question. At Apex Homes, top-level third-party quality control is required for a final stamp of approval to release these highly engineered units for installation.

Indeed, there are many pluses to using modular building methods. Beyond built-in quality and significantly shorter lead times—which translate into significant cost savings for end users—Apex homes are all custom-designed and built, with over 150 existing floor plans for those who prefer a more straightforward route. As trends change and interest rates make purchasing secondary homes possible for more people, Apex Homes is mainly known for its large, stylish, prefabricated homes by the ocean in places like Block Island, just south of Rhode Island on the East Coast. The company is also known beyond this region across 14 other states, and a similar but larger project of this kind may be coming up soon in Georgia.

As one would imagine the case to be with taller buildings, constructing even modular structures in bustling urban areas can be a challenge, presenting the team with logistics quandaries that take solid problem-solving skills to solve—especially when it comes to hoisting modules up many stories with cranes. Yet, even here, Apex shines, and its efforts have been recognized in the industry.

Apex received the MHBA (Modular Home Builders Association) Manufacturer of the Year Award for a second, consecutive year in 2022. It also received the 2023 House of the Year under 2,500 square feet. This year, it has another three houses running for the House of the Year Award—a pending achievement we wish the company the very best with.

Investing in success
Company President Lynn Kuhns purchased Apex, founded in 1990, as a bankrupt company in 2014. Since then, he and his amazing team have worked shoulder-to-shoulder to build the firm into the success story it is today. With a keen appreciation for team members and customers alike, this is a group of people characterized by deep commitment, empathy, and loyalty.

“We’re blessed with the amount of business we have. We’ve gone from 120 employees to 149 and are still trying to hire more,” says Kuhns. “We have a great team here. We all do it together.”

Committed to providing its people with everything they need to shine at what they do, the company is always investing in upgrading its equipment and technology. Apex recently purchased three new table saws boasting next-generation safety features that protect machine operators against personal injury through sensors, while a new sliding saw allows the team to fabricate to higher customization standards. Moreover, the company has installed new, energy-efficient heating and lighting systems and recently improved all its lathe equipment. This alone has resulted in significant energy savings.

Alongside these investments, Apex installed a new air compressor system that took its count down from five units to one, returning thousands of dollars monthly to the company’s coffers in the form of even greater energy savings. Looking back to utilities costs of around $10,000 to $12,000 dollars per month in 2014, Apex’s current monthly bill of $4,000 to $5,000 dollars is a relative breeze.

Beyond its energy saving and continuous commitment to recycling all used materials generated by its 154,000-square-foot facility on 37 acres, Apex Homes is actively investigating sophisticated new materials to do the same for prospective homeowners. Driven by new energy codes, some of the engineered materials it offers as options on its projects involve wood-clad Styrofoam components and other modern innovations.

Caring for people
As the company navigates market changes, maintaining fiscal strength and employment security for its team comes first in the company’s priorities.

Leadership is grateful for the people who are the heart of this firm. “Without the team, we can’t be successful. We’re very fortunate to have a great team of experienced people,” says Kuhns. “They make everything happen. I’m honored to have them on board.” It’s not surprising, then, that over its 34 years of existence, staff members have been known to call Apex their ‘home away from home.’

Kuhns is a leader who believes in demonstrative appreciation. With regular appreciation barbecues and lunches, August also saw an entire week of employee appreciation livening up the Apex facility. Supporting local small businesses, the celebration was complete with vendor participation and lavish breakfasts, lunches, daily games, and raffles. People thoroughly enjoyed the fun, the branded freebies, and the generous grand prizes too.

Kuhns has also been active in ‘Kelsey’s Dream Foundation,’ the charity established by his family in memory of their late daughter, Kelsey, following her tragic battle with cancer. Originally bringing to life a soft toy frog, Hopper the Cancer Crusher, a therapy friend for young people undergoing cancer treatment, the foundation is now committed to continuing its legacy of offering support to the families of children in this life-threatening position. The foundation’s most recent project saw the company’s workshop make 100 birdhouses from donated lumber, assembled by the local Boy Scouts as a fundraising initiative to continue supporting cancer research.

The firm also runs other annual programs like a local livestock fair project where it bought three goats from employees’ kids not long ago. Soon, these goats will be joined by other farm animals like pigs.

There is also its support of a local girls’ sports team with their travel costs to their championships. Moreover, the nearby Middle Creek Community Center also benefits from Apex’s help. Recently taken over by the YMCA, the group received two sheds and two small storage buildings with the support of the company.

A workplace that works
Apex also employs its talents to provide industry and employment guidance to local youth, shedding light on what can sometimes be a misunderstood trade. In this role, it hosts educational seminars in collaboration with two technical schools in its area.

What many do not understand is that, far from the tough working conditions of the long-gone past, craftsmen today work in significantly better conditions that are infinitely cleaner, safer, and more comfortable to spend time in. By supporting the industry in this way, the company contributes to securing future workforces and the overall health of the modular building sector. Educating young people looking to enter the labor market also means giving people an opportunity to discover their talents and aspects of themselves they may not have been aware of, giving them an opportunity to grow personally and professionally and earn a good living.

As the custom prefabricated luxury home market continues to evolve, Apex Homes is at the forefront of providing top-quality products that deliver on customer care, comfort, and attention to detail. Amidst market challenges and shifts in the industry, this team continues building with a wholehearted commitment to long-term success.

The post The Peak of Perfection<p class="company">Apex Homes</p> appeared first on Construction In Focus.

Jim Gabriel, President and CEO of MODLOGIQ and DESIGNLOGIQ, and John Buongiorno, Vice President of Axis’s Modular Division, work together to promote the advantages of modular construction to the broader construction sector, providing clients with superior cost management and construction speed. In their recent collaborations in modular construction projects, MODLOGIQ and Axis show what can be achieved by embracing a more sustainable and efficient building solution while enhancing speed, shoring up safety, and minimizing construction-related hazards.

The team’s outstanding projects include the expansion of the emergency department for Beth Israel Deaconess Hospital–Plymouth of the Beth Israel Lahey Health system; additional healthcare services at the Lindner Campus for ACLD (Adults & Children with Learning & Developmental Disabilities); and the Wards Island Project, a three-story, 30,000-square-foot treatment center for women in New York City.

In addition to working together, both companies have continued to grow in their own ways. “In the last two years, we’ve doubled our growth in collective revenue numbers from DESIGNLOGIQ in Seville, Ohio, our kit of parts panel component manufacturing facility, and New Holland, Pennsylvania, our volumetric facility,” Gabriel explains.

Says Buongiorno, “As far as Axis goes, with the Massachusetts growth over the last couple of years, we put a big focus on the New England marketplace, and we’ve had some good success up there with the Plymouth project and the Massachusetts DOT project. We’re also in construction on another building, unfortunately not with Jim [Gabriel], for an animal shelter.”

The company also has plans for additional hiring and making a “big push” for success and growth in the New England area.

Additionally, both Buongiorno and Gabriel are heavily involved in different roles with MBI (Modular Building Institute). “I was added to the executive board this year, working side by side with John and other executive and board members, really just to support growth to the industry and make certain we’re in a position to support our industry in every way possible,” Gabriel says. “I have also taken on the role of the Modular Advocacy Program (MAP) chairperson, an initiative to support growth of the industry by providing advocacy at the state and federal levels concerning some of the threats we’ve seen to modular and off-site construction.”

This involves ensuring that legislators at the state and federal levels understand the value the companies bring to meeting the market’s challenges regarding affordable housing and work to address the labor issues everyone is experiencing.

“We feel the modular industry brings a lot of value relating to the efficient use of labor, providing alternative means of construction off-site,” says Gabriel.

While modular construction is generally not subject to some of the federal and state regulations regarding prevailing wages, this doesn’t mean companies in the field don’t pay living wages, and in most cases, they provide “very competitive rates” in this market, Gabriel adds. “You can’t be in construction and not be attracting and retaining talent with competitive rates,” he says. “So, the Modular Advocacy Program is a program that myself and John and others have championed to develop fundraising around not just advocacy, but education, providing much-needed funding for educational programs.”

And it’s not just educating the industry; it’s educating the market and young people about the value of a career in modular and off-site construction and encouraging them into the field.

As for Buongiorno, he’s currently Board President of MBI, a non-profit international trade association with members from around the world heavily concentrated in the U.S., Canada, Mexico, and South America, with a strong presence in Europe.

“I’m really pushing for, and trying to take on, strengthening our position as an international organization and strengthening our position in Canada,” he says. “We have a good position in Canada, but we’re looking to strengthen that further through government affairs activities, workforce development, and helping our members in Europe.”

Recently, an MBI Business Development Director was appointed in Europe to grow the brand further, and while it’s been a slow process, MBI is aiming to accelerate that. The organization held its first World of Modular Europe Convention in Brussels the first week of October. The conference proved to be an “exciting” venture to help grow the brand and promote the industry and MBI. Buongiorno says, “WOM Europe ’24 far exceeded expectations and the genuine excitement of the attendees and eagerness to share ideas was felt throughout the event.”

“We’re recognized as the leader, but I want to strengthen that position and brand, and with what Jim’s doing with the MAP program and what some others doing, I’m really looking to accelerate that program,” says Buongiorno.

The test run will be a Modular 101 class that participants can take online to gain knowledge about the industry. This eight-hour course will strengthen their knowledge, and a certificate will be awarded once completed.

MBI also awards scholarships, not only to college students who apply but also to high school students to increase participation in a self-paced online learning course: Introduction to Commercial Modular Construction. Scholarships are also available for high school students to attend the biggest conference of the year, World of Modular.

“I’ve been diving in deep with MBI and shaking things up a bit to better the industry,” says Buongiorno. “I have to stop at some point, but I feel like I want to leave something behind. Axis Construction is a medium-sized contractor in New York, but for us to be leading an international organization like this when our main business is conventional construction is amazing! We’ve done a lot of great projects, and it means a lot. I want to try my best and leave something behind.”

As for labor, Gabriel believes they can change the perception of modular and off-site construction as being based not simply in a controlled environment, but in one heavily driven by leading-edge technology and innovation.

“I think managing growth has been a challenge,” he adds. “There’s no shortage of interest and demand for what we do and what it represents in terms of value, cost, certainty, schedule, lease, site, and impact—particularly when talking about a lot of the work John and his team do up in New England and New York: high-density urban areas and a hospital setting. There’s no laydown area, no additional space or additional parking. So, the value we bring is there’s no shortage of people looking to leverage that. The challenge is finding the best way to qualify those opportunities,” he says.

“That’s the difficult thing John and I and our team spend a lot of time on: qualifying opportunities and qualifying clients and qualifying geographies and sites and projects,” Gabriel says. “So, we’re looking for the right fit and making certain that we’re not just trying to build everything, because we know we can’t.”

Instead, the team looks to solve meaningful problems with the value they bring. “We want to make certain we have the ability to find the right clients and apply our value on a consistent basis.”

Ongoing challenges faced in the modular sector include gaps in the production cycle and schedule. “We’ve got fixed costs and overhead in our facility,” Gabriel says. “We’re different from most module manufacturers because our facility doesn’t require volume. Manufacturers are high-volume, low custom; we’re the exact opposite. We’re high-custom, low-volume. We still have a production line, we still have fixed costs that apply to projects, so if we can keep the production line full, our costs come down.”

Managing the growth properly and ensuring the right team is selected for each project is vital. “The talent level has to coincide with what we’re trying to accomplish for our clients,” Gabriel says, “but we’ve done a pretty good job of managing it.”

While both companies have years of experience in the industry and many projects to be proud of, it is their partnerships with each other that set them apart.

“We don’t partner with a lot of people,” says Buongiorno. “So, in our partnership with MODLOGIQ, it’s because of our friendship, and that we share the same values and ethics within the industry. We’ve become known as a team that will get projects completed no matter what. There certainly have been challenges on some projects, but we never, ever point the finger at each other and say, ‘It’s your problem.’ We work together to solve the problem for the client and then sort things out later.”

It’s never about Axis, and it’s never about MODLOGIQ, adds Buongiorno; it’s about meeting client needs and delivering their building so they can operate whatever project is being undertaken, whether emergency room, field office, or daycare center. “They’ve come to us to help them and we’re here for them,” says Buongiorno. “That’s what we’re here to do.”

The value of the partnership provides both companies with the ability to offer a great level of customer service, adds Gabriel. “We’re not bidding on work. John doesn’t come to us and say, give us a number on this building, and then go to five other companies and get numbers from them so that the customer gets the low bid,” he says. “That’s not what Axis or MODLOGIQ does. The value of our partnership is that clients come to us to solve problems, and we’ve been doing it for 20-plus years. We’re getting work as a result.”

While the partnership has to be competitive in the market, it’s the well-rounded value it brings that keeps this team on top.

“Taking the value of what we have in a relationship to the client is not a typical general contractor-vendor relationship,” says Gabriel. “We think there’s great value in that we can do it and develop an even greater partnership. We invite the designers, architects, consultants, the jurisdictional building departments, anyone who is involved in this project. We take a very collaborative approach to make certain our clients get exactly what they need out of modular construction.”

The post Building Better Together – How Two Determined Companies Collaborate to Take the Lead in Modular<p class="company">Axis Construction/MODLOGIQ</p> appeared first on Construction In Focus.

Pam and Larry recognized an opportunity in this environment. They asked themselves a simple yet profound question: “What if we could all work collaboratively, transparently, and with trust?” They envisioned a process that was not just efficient but enjoyable, where the sum of the parts truly was greater than the whole. And so, Synergy was born, a company rooted in the belief that when people work together, the possibilities are endless.

The team: the heart and soul of Synergy
Today, Synergy has grown to about 75 full-time employees, each one an integral part of the family-owned and operated business. As the company has expanded, it has remained focused on its mission, vision, and core values. These words are more than just statements; they’re the guiding principles that influence everything Synergy does—from interviewing and hiring new team members to the way it approaches every project.

Scaling a company without losing sight of its culture is no easy feat, but it’s something Synergy has managed to do by keeping its core values at the forefront. These values aren’t merely talked about; they are lived and breathed by everyone in the company, guiding the team’s daily interactions, communication, and how it handles challenges. “It’s this shared set of values that makes our team so great. After all, the team is the company,” says Justin Stewart, the CEO of Synergy.

At Synergy, success isn’t just about the bottom line; it’s about the overall success of every project it undertakes. This means prioritizing the success of direct clients, but also that of subcontractors and all stakeholders involved in the project. The Synergy team doesn’t just look at what’s best for the individual contributor but also considers what’s best for the project. It’s about delivering projects efficiently and ensuring that everyone involved has a positive experience.

This holistic approach to project management is a key part of the company’s philosophy. By focusing on the big picture, Synergy can deliver results that are efficient and exceed client expectations.

Modular construction: revolutionizing the industry
When Synergy was founded 34 years ago, the company primarily focused on affordable housing, but over the years has built every type of commercial project you can imagine, from light industrial to healthcare, education, banks, retail, and public facilities. However, it was affordable housing that drove Synergy to explore modular construction.

About a decade ago, the industry was facing significant labor constraints and supply chain challenges. Affordable housing clients were feeling the pinch, and as part of a mission to solve problems for clients, Synergy began searching for solutions. That’s when the team discovered volumetric modular construction, building entire rooms or buildings in a factory setting and then assembling them onsite like LEGO® bricks. This approach offered a level of predictability that was previously unattainable.

Since then, modular construction has become a cornerstone of the business. It allows Synergy to bring real certainty to projects, knowing exactly what to build, how much it will cost, and when it will be completed. This has been especially valuable in addressing the affordable housing crisis, where every dollar saved can make a significant impact.

Synergy has also expanded its toolkit to include other modern methods of construction (MMC), such as panelization, subassemblies, mass timber, and mass timber modular systems. Each of these tools offers unique benefits for different types of projects.

Synergy was originally headquartered in the Pacific Northwest, primarily serving Washington, Idaho, and Oregon. About 15 years ago, the company expanded into Arizona to support its existing clients, and with offsite and modular construction operations based in Austin, Texas, it extended its reach even further. Today, the firm operates in Washington, Oregon, California, Arizona, Nevada, Montana, and Texas, and is now pursuing projects nationwide. Its focus has been on scaling systems to provide services beyond the company’s previous geographic boundaries, and the team is excited to continue expanding its reach in the coming years.

When it comes to modular and prefabrication projects, Synergy believes in taking responsibility for the entire process from start to finish. Many companies focus on just one part of the project, but without a holistic approach, this can lead to finger-pointing, scope gaps, and unexpected issues. At Synergy, the entire design team is integrated—from permitting, to construction both onsite and off, to occupancy and beyond. Whether it’s serving as a general contractor under a guaranteed maximum price (GMP) contract or as a full design-builder, the company takes responsibility for the overall success of the project. It’s about ensuring that everything goes smoothly, with no surprises along the way.

Harnessing technology: innovation with purpose
Innovation is one of the core values at Synergy, but it’s not just about chasing the latest technology for its own sake. The team believes in a structured approach to technology, ensuring that any new tools adopted are thoroughly tested and proven before being implemented across projects. This approach has allowed the firm to remain at the leading edge of the industry while maintaining consistency and accountability across its operations. By focusing on technology that delivers real results, Synergy has been able to enhance efficiency and make every project a success.

“One of our most recent successes,” Stewart shares, “is the completion of a full modular affordable housing project in Seattle. Despite being a challenging site with significant site development work, the team was able to deliver the project in just over 14 months, with a hard cost of $265,000 per unit. This is a testament to the systems and processes developed over the years and the dedication of the team.

Synergy’s efforts have also been recognized with numerous awards, including nine National Excellence in Construction awards from the Associated Builders and Contractors (ABC) and accolades from the Modular Building Institute (MBI). But for this team, the biggest success is always delivering for its clients—whether it’s completing a project under budget or ahead of schedule, the firm is committed to exceeding expectations every time.

In support of the broader industry, CEO Justin Stewart serves as Co-chair of the Offsite Construction Task Force for the Housing Development Consortium, where Synergy creates educational materials to help contractors, affordable housing developers, and architects deliver projects more efficiently. The task force is also working to educate mechanical, electrical, and plumbing (MEP) contractors on how to price and staff modular projects more effectively, addressing one of the industry’s biggest challenges.

Growth and development: a commitment to continuous improvement
Amidst market challenges, Synergy has continued to grow at an impressive pace. Growth is one of the core vision statements for the company as it believes in attracting the best and brightest leaders. Personal development is another core value, and the company is committed to providing opportunities for everyone in the organization to grow both professionally and personally.

Indeed, Synergy itself has grown by 150 percent in top-line revenue over the past three years, and it is just getting started. Employees know that there is no cap on their growth at Synergy, no limits to what they can achieve. Personal development is supported through education, training, and goal setting, ensuring that everyone has the tools they need to succeed.

Industry evolution: embracing change
The modular construction industry as a whole is finally gaining mainstream adoption, but with that comes growing pains. The legal agreements, financial instruments, and general processes that have long been standard in the construction industry aren’t always well-suited for offsite and modular construction. As the industry evolves, Synergy is working to create new systems and processes that better align with the unique needs of modular projects.

This has involved everything from rewriting legal agreements to working with financial institutions to develop new lending and equity agreements. The company is also educating developers on how to adapt their site selection, underwriting, and massing processes for modular construction. As these changes take hold, Synergy is seeing faster adoption and greater efficiency in the industry, a trend it expects to continue in the coming years.

The company’s plans for the future are simple: continue along its current path, collaborate with others in the industry, and share best practices to deliver construction in a more efficient and modern manner. The goal isn’t just to increase the adoption of modular construction; it’s to deliver higher quality, more sustainable projects in a way that benefits everyone involved.

The firm is committed to solving the affordable housing crisis, and housing will always be at the core of how it approaches its work. But the team is also using modular construction to deliver hotels, educational facilities, healthcare buildings, and more. As it looks to the future, it will continue to seek out the best processes and systems to achieve its goals.

Synergy has proven that modular construction can deliver significant cost savings and efficiencies and is committed to spreading that message far and wide. This isn’t just a ‘someday’ solution—it’s happening right now, and the impact is real.

The post Building Synergy: How Collaboration and Innovation are Transforming the Construction Industry<p class="company">Synergy</p> appeared first on Construction In Focus.

That mindset has permeated the company culture for over 25 years now. “Our approach starts by asking questions first, and then listening carefully,” says Modular Team Program Manager Shane Jensen. “When people understand one another, it establishes a good foundation for working through issues and leads to more successful outcomes. That includes looking at the client’s goals as a whole, not just executing on the project at hand. That’s the heart behind our vision of ‘contributing to the success of our clients.’”

With such a strong emphasis on listening to the client and building strong relationships, it should come as no surprise that DC Engineering made the Idaho Private 100 in 2021 and 2022, a prestigious list that recognizes the state’s top private companies (the program was discontinued last year). In addition to achieving widespread recognition, the company has developed a loyal client base through its collaborative efforts. “If their project is successful, then they’re coming back to you for your experience again,” Jensen says of the firm’s longtime clients.

DC’s four key operating principles guide its approach to projects. The first, of course, is ‘establishing relationships,’ which is clearly foundational to the company’s success. Equally important is ‘fostering collaboration,’ which involves purposeful and ongoing open communication. Continuous learning is another critical principle—working to develop and apply engineering and technologies in new and creative ways. This drive for continuous learning is closely tied to the company’s last operating principle: fostering diverse areas of expertise. DC Engineering attracts many life-long learners with diverse areas of expertise that have led the company to work in areas beyond traditional design engineering.

DC Engineering serves clients in the industrial, retail, and commercial markets throughout the country. In addition to providing Electrical, Mechanical, Plumbing, and Structural Engineering services, DC also specializes in Refrigeration, Controls, Energy Services, Applied Technology and Commissioning services. The company’s headquarters is in Meridian, Idaho, with offices in Twin Falls and Coeur d’Alene, Idaho; Missoula, Montana; Mansfield, Texas; Madison, Wisconsin; and Bentonville, Arkansas.

DC Engineering also has three subsidiary companies providing products and services that support its clients in other areas: (1) DCE Solutions provides UL508A listed control panels, instrumentation, and other hardware solutions; (2) NearLo Technologies offers managed services, IT/OT solutions, and cloud-based services; and (3) Refrigerant Management Solutions provides consulting, compliance, training, and administration services surrounding commercial refrigerant use.

The company’s leap into modular services was driven by a desire to meet client needs. DC Engineering had a loyal client who the team had worked closely with for over 20 years who was making the move into modular projects. “They wanted DC to be able to take on that workload as well,” Jensen says. “So, I joined the company and started a program from the ground up.”

He came well prepared. Prior to joining DC Engineering, he had worked for nearly a decade in the modular space. “When I got introduced to the modular sector, I spent a good nine months to a year just learning the ins and outs, why it is different, how it is different, and how you have to think about how everything connects together in a common space,” he recalls. “And I’d been working in the field of consulting engineering for about 18 years prior to that in conventional construction.”

The company’s current modular projects include the Alpine project, located in a small Wyoming town just outside of Jackson Hole. This project will see the creation of practical and affordable workforce housing for people employed at the nearby resort. In California, the team is working on Adams Apartments, another affordable housing project.

Building the modular side of the business, Jensen says, requires the same strategy the company has always utilized. “When we’re getting to know these different clients and developers, more than anything, it’s about fostering and building those relationships, and doing our part to make that first project successful, so that the next projects can be even more successful—and then repeating that.”

Growing the modular business has also required an active effort to get the word out. “We just keep finding new people, new clients, and expanding that,” shares Jensen. Strong relationships from previous projects have proven invaluable here. “Those people give great referrals that help build our team.”

What projects lend themselves to modular design? “You need to have identical floor plans,” he says. “You have to be able to do throughput so that the modules all pretty much look the same and are designed the same. That’s where you really get the benefit, because those are going through a manufacturing floor, and they’re being produced identically every time.” If that approach makes sense for the project, “then it is a good fit for modular.”

Wisely, the team is also quick to point out when modular may not be the best solution. “If you want a very specialized layout and all your different sizes of units are going to be different, then modular is not the way to go. But most of the time, I tell [the client] if they want to get to market faster, modular is the way to go because that’s where you’re really saving time. And then depending on what market you’re in, you can save on the labor rate, which can bring some cost savings to get a project off the ground,” he says.

As modular continues to grow, the future looks promising indeed for DC Engineering and its strong relationships. Well versed in listening to the client and putting their needs first, the company has the foundation it needs to keep growing. And, with a presence across the country, the team is well positioned to continue bringing in business and attracting a wide range of exciting new projects to showcase its talents throughout The United States.

The post Making Relationships the Priority<p class="company">DC Engineering </p> appeared first on Construction In Focus.

Now led by the second generation, co-Presidents Marc and Philippe Latreille, who have been at the forefront of the business for several years, are officially steering the company forward. With their proven expertise and hands-on leadership, they are well-prepared to expand the company’s reach and build on the strong legacy their parents began.

“The company has had multiple lives, multiple names, multiple owners through time, but this story starts for us in 2007, when my father Jacques gained minority ownership alongside my mother Lise,” explains Philippe Latreille of a company that, at the time, was focused solely on renting modular classrooms to a limited number of school boards in Quebec.

“In 2016, the shareholders got an offer to be bought out,” Latreille says, which was of no interest to the family, he adds. It was then that the decision was made to assume full family control of the company by buying out the majority shareholders and transforming the business. The family of four set forth to grow the company and its impact on the market.

New beginnings
Expertise in construction and project management means that the company provides turnkey solutions including the installation, dismantling, maintenance, and logistics of projects of all sizes and complexities for institutional clients. “That changed our growth rate through investing in the fleet, going after more projects, and really focusing on modular classrooms for institutional buildings, a market we knew well, at first,” says Latreille.

These niche capabilities serve as the foundation from which the company can seek out new market horizons, which it is doing through strategic partnerships like that with the Caisse de dépôt et placement du Québec (CDPQ), a global investment fund that took a minority stake in the business in 2023.

“We’ve been realigning our strategy to enter new markets in North America and also expanding our product offering to different B2B and B2G segments. This marks a pivotal point in the history of the business as we initiate targeted marketing efforts for the first time, transitioning from our previous strategy of solely responding to public RFPs,” Latreille explains. “We are now focusing on actively shaping our presence and establishing our reputation in the industry with entities that know nothing about us.”

This year, under the new organizational and ownership structure, the company is continuing its expansion into Ontario and is redefining the company under its new name and ownership to expand its reach and potential.

Already the biggest installer and fleet owner of institutional products in Eastern Canada, AMB Modulaire is looking to leverage this momentum to spread its influence. The goal is about more than growth and brand recognition, however. It is personal for Philippe and his brother. “We’ve built that legacy with our parents. We had impressive growth over the last six years; now we need to build from that, and we want to make our mark in the industry,” says Latreille.

Making its mark
Part of making an impact on the industry includes the ability to leverage the wealth of expertise within its ranks, a corporate team which has grown from four family members to 30 people who share a commitment to company values.

“Part of the value proposition we offer is we have standardized modules, so we’re able to minimize our time on site and offer more competitive prices,” notes Latreille of AMB Modulaire’s efforts to ensure that budgets and timelines are met. The goal is always to “deliver an excellent product, an excellent service, and to deliver on time.”

As a licensed contractor that only does modular construction projects, AMB Modulaire brings a distinct advantage, employing a holistic approach that ensures precision and excellence from inception through completion. From classrooms, cafeterias, and gyms to sanitary blocks and prefabricated stairwells, the modular structures that it erects and dismantles go far beyond the expectations of modular. The company’s modular systems can form multi-story structures that serve as component parts of greater complexes. Even if only meant to be temporary, they’re built to last.

“Here in Quebec, we need to build like we’re building permanent buildings, even if we’re building temporary buildings. And that’s where we can really differentiate from the rest of the competition,” says Latreille.

Excellence in partnership
Beyond the standard advantages of modular construction, it is AMB Modulaire’s expertise and specialization that makes it a partner of choice for some of the biggest institutional clients in the market.

Indeed, partnership is the name of the game at every level at AMB Modulaire and extends beyond its clients to include manufacturers and subcontractors. “They treat us well by delivering projects on time, by maintaining their prices, and also by trusting us with their resources—making sure that we’re able to work together on bigger projects,” Latreille says, referencing the collective goal of “building possibilities.”

Employee relationships are also paramount to the Latreille and the AMB Modulaire team. There is strong buy-in by employees who jump feet first into the company’s culture of “work hard, play hard,” driven by values of relevance, agility, and engagement, which empower performance and employee retention.

“They really are the reason we’re still able to generate growth, and not only generate growth but have fun with the jobs we have. So, we’ve developed good relationships with them, and we want to make sure that they’re happy to work for us,” says Latreille. This certainly sounds attainable given that AMB Modulaire is an animal-friendly workplace that provides professional, personal, and charitable opportunities for people to be their best.

Start with “yes”
As a solutions-oriented operation, AMB Modulaire has a deep commitment to making “yes” possible and that’s because, unlike at some other firms, “modular” isn’t a buzzword; it is everything. And for Marc and Philippe, the goal continues to be to elevate the standards and viability of modular projects to demonstrate the value this solution can bring to the market.

“We firmly believe that every type of project is doable. That’s the best way we’ve seen to improve the offering we have and to find new challenges and new opportunities. That’s really where we want to make ourselves available to our clients. We start with yes. We will be realistic—if it’s not possible, it’s not possible. But we’ll at least try to make it possible before we say no.”

Further, as governments work to address the challenges of affordable housing, and at a time when high interest rates are slowing new construction starts, modular is part of the long-term solution.

“We are looking at different types of larger volume projects, always B2B or B2G, even residential projects for public entities or institutional entities. And we are looking at expanding into student housing and workforce accommodation, which is another type of lodging,” says Latreille. The Latreille brothers are committed to leveraging the company’s strengths and the expertise of its team to deliver exceptional modular experiences to a broader market, further enhancing the company’s reputation and reach.

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“We wanted to see the full expression of everything working together,” says Chief Financial Officer Alex Shea. “As long as [those areas] were done separately, we couldn’t be as efficient or as innovative as we wanted to be. Going to a full volumetric modular builder was the next iteration—it was the full expression of that.”

Like others on his team, Shea brings a wealth of knowledge to US-Offsite. Before the creation of the company, Shea dedicated almost 20 years of his life to the financial world, including handling over $10 billion in portfolio management, derivatives trading, investment banking, and financial planning and analysis.

Along with Chief Executive Officer Dan Ferreira, Director of Modular Design and Sales Jedd Pellerin, and Director of Preconstruction and Estimating Josh Kaeber, the company’s knowledge base encompasses modular construction, architecture, fabrication, general contracting, construction engineering, real estate development, planning, estimating, financial feasibility, and a great deal more.

Why choose modular? “The short answer—and the one you’ll probably get from most people—is predictability, cost and schedule, speed, and quality control,” says Pellerin. “Nothing we are doing is proprietary or Earth-shattering; the materials we use, and our methodology in the shop, are a lot like typical wood frame construction. But we are in a controlled environment, which is great for the end user and our production teams.”

For Kaeber, modular construction is in his blood. Growing up in Germany, he was part of a family business that has been behind creating prefabricated housing at scale since the ’70s. Starting his career as a journeyman framer and later earning a degree in Construction Engineering and Business Administration, Kaeber has an intimate knowledge of the construction management and real estate development side of multifamily projects exceeding $200 million in value.

“The modular space in the construction industry is growing a lot,” he says. “I come from a country where the adoption of prefab construction technology is at 100 percent—no one in Germany is stick-framing buildings anymore, it just doesn’t exist. And we see that coming to the United States. There are so many advantages to it, and all the other major economic factors we see in the future are coming against stick-frame construction. Modular is the clear solution to more affordable housing.”

Ferreira, who has “been there, done that,” agrees. “I’ve done it the stick-built way and I experienced budget- and scheduling-related pains,” he shares. “Prefab is the answer.”

To meet growing demand for many types of structures—including multi-family, affordable housing, student living, hotels, senior living, and disaster relief—US-Offsite currently has a 38,000-square-foot facility and will almost double that by mid-2025. Based on a 72-acre lot with room for expansion, the company’s goal is a permanent 220,000-square-foot facility. Currently under construction, the new facility will accommodate two to three factory lines and up to 350 new team members when completed in about 18 months.

The reason for creating a smaller facility was to gain initial momentum. “Rather than open a mega-facility like a lot of other people—because that has been pretty well proven to be a recipe for disaster—we decided to do a pop-up factory and will move over to the big one once we have the momentum,” says Ferreira.

Made from wood and under five stories, US-Offsite’s products are ideal for multi-unit developments. In California, the five-story maximum for wood structures exists because of seismic rating. “It’s not a prefabrication limitation, it’s a wood construction methodology limitation,” Shea explains.

And of course, from the speed of construction to lower costs, there are a plethora of advantages to modular wood buildings. Creating modules in a factory setting instead of onsite means far less waste. Raw materials and labor don’t have to be transported to job sites, and the yield is much higher. Instead of sending 50 trucks to the site, US-Offsite sends just one, saving fuel and drastically reducing carbon emissions.

“We liken ourselves to a multi-faceted multi-tool on a developer’s tool belt,” says Shea. “We take 70 percent of a developer’s unknown variables—subcontractor availability and willingness to collaborate with others, uncertain execution time horizon, weather, vertical permitting timelines, selection indecision—and make it a known quantity by locking in a cost ceiling and a delivery date, thereby unlocking a developer’s ability to execute on their pro formas and deliver more housing. At our large facility in Anderson, California, we can produce 900 to 1,000 finished units (of approximately 500 to 700 square feet each) for endless use cases up to five stories: multifamily, hotels, student housing, large-scale SFR and townhome developments, and transitional and disaster relief housing, to name a few. That’s equivalent to nearly 80,000 square feet of housing per month!” he says.

The company’s workers benefit by showing up to the same clean, safe, climate-controlled, well-lit facility where they have all their equipment close at hand, and this alone is proving to be a benefit for US-Offsite’s recruiting new staff. “Their lifestyle and quality as a construction worker, and their ability to train and promote, is significantly better than the traditional route,” comments Shea. “We also don’t have to worry about seasonal employment, because our workers are in a controlled environment.”

Then there is the benefit of speed. Regular construction is expensive, requires multiple specialized trades going to and from job sites, and takes time to build, factors that are proving wooden modular construction to be a clear winner with time-to-market, especially with North America’s urgent need for more housing.

“According to McKinsey Global Institute, offsite construction can expedite entire project timelines by 50 percent and reduce costs by 20 percent,” says the company on its website. “By 2025, California will have a housing gap of 3.5 million. US-Offsite is positioned to be a pivotal part of the solution so that Californians (and beyond) can thrive for years to come.”

On average, it takes US-Offsite just six months to complete a 20,000-square-foot structure from the time the contract is signed. Once projects like this reach the company’s assembly line, it only takes about a week for completion.

On the preconstruction side, US-Offsite has around a dozen projects in the works at a given time. This speedy timeline simply can’t be met with regular construction, making wooden modular perfect for urgent housing needs. “With economics the way they are now, the hottest market we see is in interim housing, which would be government-funded, rapid deployment housing,” says Shea. “It’s a big deal on the West Coast, and there’s a lot of acceleration in that space.”

This applies less to what is known as affordable housing and more toward entry-level housing for people in transition out of supportive housing. It is essentially government-subsidized housing with wraparound services. “We call it interim, so it’s typically transitional housing,” he adds. Funded by government and non-profit organizations, some of these projects are around 50 units, and can include micro one-bedroom studio suites with full kitchens or baths or shared bath amenities.

US-Offsite believes in taking a holistic approach to its work, starting with product innovation, which translates to a more competitive price and timeline. And that innovation starts with the company’s workforce. A second chance employer, US-Offsite is not only building housing for people in transition, but employs men and women in transition, including those coming out of a program, home, or state penitentiary.

“We are looking to employ people who need to be trained and grow, and the factory is a wonderful training ground and a great environment for people learning skills with high accountability,” comments Shea. “It’s a great place for people to get a fresh start. So we have that component. The holistic part is that we manufacture housing and build up programs for people and training. We also have meetings directly with city officials and developers and work with them to solve their problems, so we are designing a product for cities and counties specifically,” he says.

“We are talking to the people who do the wraparound services, the counseling, and who run these houses, and we are designing the home for them and their needs. So it’s not just about a product, it’s about all the people involved: the end user, the operator, the people in our plant building it—every person who touches it, we consider all of them… We see ourselves as a very reliable, integrated plant, meaning we do more than just build modules: we solve developers’ problems,” he adds. “And we see ourselves as a strategic partner to developers. If we were going to fast-forward several years, we see a network of plants with coverage across the U.S.,” he shares.

“We also see a lot of partnerships with non-profits, getting their housing built. I see us as being a reliable, fully scaled-up modular manufacturer that’s creative and a positive force in the industry—a model that other people can follow.”

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