“We have a reputation for being able to get our homes into unique pieces of property. It’s kind of fun for us,” says Kirsten Miller, President of the Delafield, Wisconsin-based design/build firm.

To make this particular site feasible, “we literally had to build a bridge from the garage to the house,” adds Chris Miller, owner, licensed contractor, and Kirsten’s husband.

Everything worked out in the end, and the project enhanced Miller Marriott’s reputation for taking on daunting tasks and building homes according to customer specifications.

Customized for the client
This company offers a wide array of services, with its design options falling into three main categories: custom, semi-custom, and classic. Custom projects are based on never-done-before, unique designs, while semi-custom projects involve some degree of modification to existing company plans, Kirsten explains. The classic category consists of homes based on one of the company’s existing plans.

“We started as just a custom builder, and we added semi-custom and classic to our product lines,” says Chris, who tells us around 80 percent of the company’s current workload falls into the custom category. Among such homes are the Lonestar, featuring five bedrooms and six bathrooms at 5,428 square feet, and the Grand Haven, which is an open-concept floor plan with a cedar shake exterior, lime wash fireplace, four bedrooms, 2.5 bathrooms, and 2,844 square feet of space.

In addition to offering fine craftsmanship and aesthetics, Miller Marriott prides itself on being customer friendly. Potential customers are connected to a client experience person who “makes sure they’re a good fit for us and we’re a good fit for them,” Chris says. “It’s important [that it is] mutually beneficial for both parties.”

If the fit works, detailed discussions can begin regarding aspects such as budget, costs, and project scope. Should the client want to build their home on land they already own, Chris, Kirsten and/or another company representative will visit the property to get a feel for the space. If the clients lack a building site, the company can guide them through the land selection and purchase process.

“Once the property has been identified and secured, the client enters into a design contract with us. Then, we’ll design the house and customize the interior selections,” says Chris. “We will truly listen to the client, understand their design goals, create a floor plan based on their lifestyle, and give a voice to their aesthetic style,” he states of custom work.

The design process can include the use of software to generate three-dimensional images of what the completed home will look like. If all goes to plan, the client signs a construction contract and their home gets built. The construction is led by Miller Marriott construction managers and completed by a cadre of trusted subcontractors, but Miller Marriott can take care of permits, surveys, paperwork, and other administrative duties. From start to finish, custom home construction takes about 18 months on average.

On occasion, Miller Marriott builds entire neighborhoods. As of late, these bigger projects have started to include infill neighborhoods where new homes are added to vacant or underused land. The company also offers full home remodeling.

The team has also completed apartment developments and select non-residential projects, such as a church rectory and a golf course clubhouse. Private homes, however, remain the company’s forte. Right now, the team is simply too busy to do much else, says Chris.

All told, the company has constructed more than 300 homes since it was founded. Approximately 90 percent of these residences are located within 15 miles of company headquarters. Many of its houses are built along the lakes that dot this part of the state and lakefront homes are a particular company sub-specialty.

Doing it better
Chris was motivated to launch the company in the late 1990s following a negative experience with a contractor. He hired the contractor to build him a home, but things quickly went sideways. The process “was a nightmare,” he recalls. “I just felt like, ‘Man, this could be done better.’”

A business owner himself at the time, Chris had an engineering degree from the University of Wisconsin-Madison and a background in construction. Annoyed by the difficulties he encountered with the contractor, he started building speculative homes—for resale without a specific buyer—in his time away from his day job, completing his first such house in 2004. “I started building spec homes, and people really liked what I was doing,” he says. “Then it morphed into who we are now.”

Miller Marriott Construction Co. continued to grow and in 2016, Chris left his corporate job to work at the firm full-time. Kirsten, whose résumé included experience with General Motors and General Electric, among other companies, joined full-time a year or so later.

Coming from corporate backgrounds, the couple understood the importance of “truly implementing a repeatable process that allows transparency with the client [and gives them] an early indication of what costs will be,” she notes.

As part of this mission to be transparent, architects take part in meetings where costs are discussed with custom-build clients. If the client has questions about how much a particular feature or material might cost, the architect is on hand to give an informed answer, explains Chris. Architects are responsible for selecting the materials for a build and making decisions on everything from the type of flooring to the thickness of insulation, and at all times, the customer needs to be on board with such choices and approve of the costs.

In addition to transparency, Miller Marriott offers a one-stop shop model. Clients do not need to seek out multiple different professionals, from architects to land developers to construction contractors, to build their dream home. And customers appreciate that Miller Marriott takes charge of the entire design/build process, says Kirsten. “I think for people that are considering building, who may have never built before, it can be intimidating, and they’re not necessarily sure where to start,” she says. “And we can help make it a little less intimidating.”

A team approach
The company currently employs 24 people. To join, one must possess the right technical skills for the sought-after position and be a good team player. A unified and strong team has been essential to the company’s success. A good team player might disagree on certain points with their colleagues but can express their views in a respectful manner while still working in a collaborative manner, says Chris.

“One thing we’ve learned in this business is no one person succeeds independently. It really takes a team rowing in the same direction to have a great experience for our client and build a quality home,” adds Kirsten.

The entire team prioritizes the client through the effort and care they put into their individual roles. Regular communication, listening to the client, and professional behavior is what is expected from the team.

To become part of the sub-contractor pool, a construction company must demonstrate capability, loyalty, a strong work ethic, and quality craftsmanship. Miller Marriott follows what are called preferred quality and build standards—verifiable construction benchmarks used industry-wide. These standards encompass everything from materials and construction methods to building codes, consistence in quality, and measures for energy efficiency. The company inspects its projects during construction and reports any issues back to the client.

This emphasis on clear communication is not only helpful for would-be homeowners; it is beneficial to the company’s bottom line. While Miller Marriott has a comprehensive website and robust social media presence, disseminating newsletters and occasionally hosting events at model homes, its promotion largely hinges on word-of-mouth recommendations from satisfied clients.

“I truly believe this is a referral business, and we relentlessly focus on making customers happy,” notes Chris.

Building community
The company is also determined to give back to its local community, which is why it launched the Miller Marriott Charitable Foundation. The foundation spearheaded a recent initiative to build a charity home. “Kirsten and I donated land and our design and construction services to create a home that we could sell and donate the profits from,” says Chris, with proceeds from the sale of the home going to specifically help mental health organizations.

Going forward, Chris and Kirsten are considering increasing the amount of remodeling work the firm does. They are also open to expanding the company’s market reach into new locations—but only if demand justifies such a move.

One thing that will not change is Miller Marriott’s reputation for designing and building beautiful homes in all manner of settings. “We’re truly custom—our processes, our homes, and our neighborhoods,” says Chris. “We can take very unique lots and land conditions and competitively design a beautiful neighborhood or home for someone.”

The post A Bold Approach to Custom Homes<p class="company">Miller Marriott Construction Co.</p> appeared first on Construction In Focus.

Remodeling is still an integral part of the business today, and after scaling up its operations again around 2020, the company has continued forward on its initial path.

Co-owner and Chief Operations Officer Luke Kolbeck, as well as Chief Marketing Officer and fellow co-owner Andrew Kolbeck, have been with the company for the past three years, coming to the team from the land development space. The two first became involved with JDH after teaming up with the company in 2021 for a product to benefit the custom home building market. Andrew explains that JDH has kept a lean staff since the 2008 recession and now focuses primarily on the custom home building aspect of its offerings, building around 10 to 12 homes annually. The company’s growth trajectory is nearing the 20-home-per-year mark, but largely all of these are custom floor plans, meaning that a lot of the company’s business is based on delivering what its clients want most out of a project.

The customer is in the driver’s seat
Being a custom home building business by nature, JDH has amassed a portfolio that acts as the starting point for some customers but does not at all limit what can be built. Luke estimates that 75 to 80 percent of the company’s builds are purely custom homes that are not based on an existing model. And he tells us that, more than being a custom home builder, JDH is a company that is about relationships.

“We put the customer in the driver’s seat with their budget,” he says, which means that they are given all the information about their project upfront. This includes 3D CAD tours through the prospective home so that clients can interact with the space and direct what the home will look like. These offerings all come together into what the company refers to as a boutique experience for its customers.

As the design phase continues, the budget for a boutique project can be allocated to what the customer wants to spend and how they want the home to come together, which Luke says sets JDH apart from other home builders in the area. Andrew says that, in home building, the customer works with the entire organization, and this is especially true at JDH. A client doesn’t simply deal with one salesperson but has communication with the whole office, from architects and interior designers to selection coordinators and more. “We provide a hands-on experience in giving clients what they are looking for,” says Andrew, an approach the team has held fast to since the 1990s.

As a result of its client-focused approach, JDH has had the opportunity to work on a breadth of engaging home and development projects. One of the company’s most notable projects so far has been the Sanctuary at Good Hope conservation development, consisting of 41 single-family lots across 150 acres of land located 20 minutes away from downtown Milwaukee, around the Menomonee Falls area. This development also features over 70 acres of natural conservancy land. JDH built 15 of the residences ranging in size from 3000 to 11,000 square feet, and land parcels in the area range from one to eight acres. Andrew says that getting land of that size in proximity to amenities is unheard of and the company is proud to have been a part of the groundbreaking development in that area and others like it.

On top of technology
While its home building is still number one, in recent years, the company has been investing in its digital side in both marketing and customer experience. Research has shown that JDH’s clients first interact with the business over the phone and/or the internet, so the company wants to provide a best-in-class digital experience for that segment and wants to educate future prospects on both the home building and remodeling processes.

To support this effort, JDH launched its new website in April and has also stayed consistent with social media updates on mediums like Facebook and Instagram, even establishing relationships with social media influencers to gain more eyes on its capabilities. The company is not content to rely on the old ways of advertising and communication and distinguishes itself in its field by embracing newer methods in a market that values innovation.

Thanks to its approach of continuous improvement, Luke says that demand for JDH’s services remains extremely strong, especially in light of the general housing shortage in the United States. Despite experiencing headwinds around costs, the current interest rate environment, and ongoing talk of tariffs, JDH is seeing relatively high demand, especially in homes valued at $800,000 and above. Luke says that the middle market of home building is also experiencing a comeback. When interest rates in the industry spiked in recent years, the middle market felt a bit pinched; but now, clients in this space are getting more comfortable with both the interest rate environment and moving into construction, which would not have been the case even a year ago.

Luke says that JDH will continue to optimize its digital experience going forward to keep enticing prospective clients. For the remainder of 2025, the team plans to execute well on its home builds, now with 20 homes in production. JDH is looking to grow its intake to around 25 homes a year and aims to bring a boutique development, each comprising its own community, to market on an annual to semi-annual basis.

Looking ahead
As available land in its home area of southeast Wisconsin gets scarcer, JDH will likely look to move further north and west into areas like New Berlin. JDH is also looking to enter the duplex condominium space thanks to a condominium project that will come to fruition in the fourth quarter of this year. The Cove at Custer, a new Wisconsin community development, will comprise 20 duplex condos likely to house working professionals and clients who are looking to downsize to a smaller space, like retirees. This boutique development will be close to Milwaukee and promises to be another feather in the cap for the company’s considerable portfolio of developments in Wisconsin.

Above all, JDH wants to give its clients a quality building experience through its team-based approach, educating the client and allocating their investments to what is most important to them. “Construction is a bumpy journey for anyone,” Luke says, “and we try to take the best care of our clients throughout the process.”

Construction and home building does not have to be a daunting experience. And Joseph Douglas Homes has the team to see its clients through the journey—with little fuss and with undeniable results.

The post Fulfilling Client Visions With Boutique Projects<p class="company">Joseph Douglas Homes</p> appeared first on Construction In Focus.

“We put God’s love into action by bringing people together to build homes, communities, and hope,” explains Chief Executive Officer of Milwaukee Habitat for Humanity, Brian Sonderman.

For more than 40 years, Milwaukee Habitat for Humanity has brought people and resources together for the common good. Through its builds, its Critical Home Repair (CHR) program, and its ReStore operation, it continues to facilitate change by supporting affordable homeownership projects that are transformative on every level.

Building homes and community
More than providing a safe and adequate place to call home, Milwaukee Habitat for Humanity breaks down barriers for first time homeowners earning below the median income ($47,590 in Wisconsin as of the most recent figures), while supporting those who require critical home repairs to preserve homeownership.

The organization was founded in 1984 by 12 visionaries from the faith community who sought to solve some of the bigger problems that were plaguing the community at the time, chiefly poverty and inequality in Milwaukee’s near north side neighborhoods that were chronically underserviced.

“They didn’t go to the easiest areas to build,” Sonderman explains. “They went to some of the hardest places because they were the most underserved and where people had, in many regards, been left behind. We really stand on the shoulders of that group and continue to honor that legacy by pressing forward and trying to do more,” he says.

To date, the organization has helped over 1,500 families empowering them with a hand up, not a handout, made possible by a dedicated staff and hundreds of skilled volunteers affectionately referred to as “Habituals” who come together at build sites, warehouse facilities, and ReStore locations to help build community. “Habituals contribute upwards of 40,000 hours on the build site and over 20,000 at our ReStores,” explains Al Smith, Milwaukee Habitat for Humanity’s Chief Operating Officer, of the contributions of the team.

This team also includes some very generous corporate sponsors. Sargento and Komatsu have each sponsored and built 41 homes in the city, while Milwaukee Tool has donated over $600,000 in tools and batteries that are imperative to the builds.

The Brewers Community Foundation sponsors a home each year and its players chip in on the build site each spring as the build season is kicked off, which is an especially exciting time of year.

The builds are further supported by A. O. Smith, which supplies water heaters; Johnson Controls, which contributes furnaces and air conditioners; Kohler-supplied faucets, toilets, and sinks; and Whirlpool appliances, the latter of which is a global partner committed to equipping homes at build sites around the world.

Coming together for change
For 40 years, Milwaukee Habitat for Humanity has worked tirelessly to combat inequity through the provision of affordable homeownership, a mission that has only gained importance over time. As it stands, North America is facing a deepening housing crisis, making the work of the organization ever more valuable. Since 1990, home prices in the U.S. have increased six times faster than income, and as Smith notes, “There is a critical shortage of affordable housing that we see, especially for families earning anywhere between 30 to 80 percent of AMI in terms of their income.”

In Milwaukee, one in three renters are spending half or more of their monthly income on housing, as the average cost to rent is $1,800 a month—while the average mortgage is $2,300 if you own your own home. The figures are even more daunting when race is considered.

As Sonderman explains, “In the city of Milwaukee proper, the proportions between white families and African American families that own the home that they live in is about 50 percent and 25 percent respectively. In the Milwaukee Metro Area, the gap is 50 percent: 75 percent of white families own the home they live in, while only 25 percent of African American families do, which is the second largest gap in the United States.”

Habitat for Humanity addresses many of the barriers to homeownership through the creation of affordable pathways for first-time home buyers and the creation of new housing opportunities to renew the aging housing stock in the city. A Milwaukee Habitat for Humanity homeowner, for instance, is paying only $950 monthly to own their own home and they get the opportunity to have a hand in building it themselves, alongside a community of volunteers that are unified in their efforts to make life more affordable and rewarding for the communities of which they are a part.

Transformational work
Indeed, volunteerism is a key part of the organization’s success. From build sites to ReStores, volunteers are the lifeblood of the organization and power the wheels of change. And they too, see benefits from the dedication of their time and effort. The experience is transformative for staff, volunteers, homeowners and their families, and for the communities that receive this love, demonstrating the power of a helping hand and the impact of a caring heart.

“That changes people from the inside out,” says Sonderman of the work the organization does. “One of the best parts of the work that I do is I sign the satisfaction of mortgages each month when people have paid off their mortgagee, because what that tells the homeowner when they get that document is ‘I’ve paid it in full and I own this; it’s mine and I can pass this on to the next generation.’ The pride in those homeowners—in what homeownership has done and the generational change that has occurred—is really remarkable,” he continues, noting that health outcomes improve, educational outcomes improve, and a ripple effect of positive change takes root in the community.

“It is not just shelter; it’s oftentimes the launching point for children to find academic success. It’s oftentimes the launching point for homeowners to form small businesses, to pursue advanced degrees themselves or certifications to advance their own employment opportunities. It is the launching point for neighborhoods and communities.”

Because Milwaukee Habitat for Humanity focuses on clustering its homes, it creates intentional Habitat communities within the larger community that can continue to give back and have a wider impact, which includes global outreach. In addition to its local impact, the organization devotes 10 percent of unrestricted donations to the international Habitat community in El Salvador and Zambia where the work to achieve housing affordability, adequacy, and racial equity continues on a global scale.

Ramping up efforts
Given that demand for affordable housing is at an all-time high, Milwaukee Habitat for Humanity is working closely with several community partners and municipalities to ensure that housing needs are being met and that barriers to homeownership continue to be overcome. This includes building 34 new homes and completing over 100 critical home repairs this year.

As one of the top 30 producing Habitat affiliates in the U.S. for new house production and critical repairs, Sonderman plans to step up the organization’s efforts.

He wants to “meet the moment,” to “step into a place of greater responsibility in terms of helping meet this housing affordability crisis,” he says. “And so our goal is to double in size, which means twice as many volunteers and twice as many funds that need to be raised.”

A tremendous feat to achieve, Milwaukee Habitat for Humanity is up to the task, poised to continue its good work centered on facilitating affordable homeownership and overcoming societal barriers to equality, planting the seeds of change that will have a lasting impact on the communities it serves.

“When homeownership is strong, safety improves, economic stability and opportunity improves,” Sonderman says. “We know how powerful it is, and so it really calls us back to our mission and our vision where everyone has a decent place to live.” This drive fuels the organization to build its capacity to bring affordable homeownership to an even greater number of people in the Milwaukee area and beyond.

The post Breaking Down Barriers by Building up People and Communities<p class="company">Milwaukee Habitat for Humanity</p> appeared first on Construction In Focus.

As a nonprofit corporation that acts as an economic development coordinator for all of Oneida County, OCEDC supports individuals investigating the practicality of going into business, assists existing businesses to expand and preserve economic viability, and works to bring in new business to develop its economic base and provide employment options to Oneida County residents. In addition, OCEDC is an effective conduit between government and business at the local, regional, state, and federal levels.

“We’re also proud to be good stewards of Oneida County’s land and water,” adds Executive Director Tony Pharo. “Economic development here isn’t just about growth; it’s about smart, sustainable growth that respects the natural resources that make this region unique.”

OCEDC also runs a sister organization, the Northeast Wisconsin Economic Development Corporation (NEWEDC), which manages a revolving loan fund, helping OCEDC offer flexible financing options for businesses that might not qualify for traditional lending but have strong potential to grow and create jobs.

Business and broadband
Executive Director since June 2024, Pharo’s first objective was to tackle the broadband challenges within the county, he says, as currently about 18 percent of the county does not have access. OCEDC helped bring in state and federal funding to expand high-speed coverage, especially in rural areas. “That work continues, and we’re pushing toward full countywide access,” he says. Reliable internet is no longer optional; it’s a requirement for business, education, and quality of life.”

While OCEDC strives to get the rest of the county up to date with broadband, it also continues to strengthen the local industry landscape and startup activity. Oneida County boasts a healthy mix of established and emerging sectors, with the county seat of Rhinelander acting as the backbone of manufacturing, where companies produce everything from paper products to industrial components. “In contrast, communities like Minocqua and Three Lakes thrive on tourism—hospitality, retail, and seasonal businesses are their lifeblood,” says Pharo.

Startups are a growing part of the picture, he adds, with OCEDC working hands-on with entrepreneurs to help with business plans, marketing strategies, and funding options. “There’s a lot of activity in the county of people wanting to start smaller companies, and since December, I think we’ve helped about 25 startup companies, with six of them getting loans or startup funds in the amount of $300,000,” he shares. “We’ve been very active in working with organizations for startups.”

Pharo is particularly proud of these numbers given the present economic uncertainty. “To have that many people think about starting a company in the last four months, and we were able to help fund six of them—we’re happy about that.”

From bakeries to tattoo parlors, a variety of different service offerings are hoping to make their mark in an area that looks to be blossoming. “We also have three manufacturing companies right now that are talking to us about bringing manufacturing to our county,” says Pharo.

The housing hurdle
With business thriving, housing remains a top priority, Pharo stresses, with a “critical” housing study launched in January and projected for completion by the end of June to help developers remedy the situation. “We’ve heard loud and clear from employers in schools, colleges, and manufacturing that workforce housing is in short supply,” he says. “People want to live and work here, but they can’t find housing they can afford.”

This study will give OCEDC the hard data required to push forward with targeted development that precisely meets the communities’ needs. “Schools can’t hire teachers because they can’t find any housing, so they turn the job down,” Pharo says. “It’s the same with manufacturers—they can’t find housing at present. So that’s one of our big hurdles.”

Resolving these concerns means being proactive, he stresses. “On housing, we’re using study results to guide real-world action. We want to see shovel-ready developments, not just reports.”

An additional challenge is that approximately 52 percent of the houses in Oneida County are considered second homes and are located on the lakes, meaning many permanent residents are priced out of ownership. “We have to be careful,” Pharo stresses. “A lot of people come to Oneida County because of all the lakes, forests, hiking trails, fishing, and boating. We need to look at how we can move our county and economy forward but also be good stewards of the land.”

While developing an area is important for growth and future success, it’s vital to treat the environment with the respect it deserves. “That’s the key thing,” says Pharo. “We have to understand who we are—we’re in tourism and manufacturing, and we must understand where we’re at in that situation. That’s why housing and housing studies are focused on the entire county, but it’s the three cities of Minocqua, Three Lakes, and Rhinelander that house most of the population.”

Feeling festive
Tourism in particular plays a large role in the county, he adds, and it’s one sector that is important to encourage. With three strong Chambers in the county, there are a wide variety of festivals to enjoy, such as Minocqua’s Beef-A-Rama, held on the last Saturday in September, which brings in 16,000 people, as well as other unique events hosted by communities year-round.

“There are a lot of festivals,” Pharo says. “In the summer, people come here to go boating, fishing, and hiking, and in the winter, a lot come for ice fishing, snowmobiling, cross-country snowshoeing, and ice skating.”

OCEDC also helped businesses weather the pandemic, a major challenge and accomplishment. By supporting grant applications and advising on pivots, OCEDC helped keep doors open while making progress on bigger-picture issues like broadband expansion and startup support. But challenges such as housing, childcare, broadband, and workforce remain, and are all linked.

“Addressing one helps the others, but we need to tackle them all together. We’re also mindful that economic growth must go hand-in-hand with environmental stewardship. Preserving our forests, lakes, and clean air isn’t just the right thing to do—it’s also key to sustaining tourism and quality of life.”

Childcare – critical to the county
Pharo is also concerned about the state of childcare and how it continues to affect local development. “We’re noticing that more and more women are getting out of the workforce because they can’t afford to send their infant-to-four-year-old to childcare, and a lot of our manufacturers have said they’ve lost workers this year because of that.”

Additionally, Oneida County has lost “probably half” of its licensed childcare centers, unable to keep their doors open due to the cost they’d have to charge and what they’d have to pay their workers. “Childcare is one of the biggest hidden barriers to workforce participation,” Pharo adds. “Parents want to work, and employers want to hire, but the lack of reliable childcare is a serious obstacle.”

To alleviate that, OCEDC is working with local and regional partners to find ways to expand capacity, support providers, and come up with funding solutions. “It’s part of our broader goal of making Oneida County a place where families can live, work, and thrive,” Pharo says.

The organization has also noticed that more and more young families are having to rely on relatives to care for young children when childcare can’t be found or the costs are prohibitive. “We’re at a ratio of about four infants to one available slot, which means about 75 percent aren’t finding a place,” says Pharo. “We’re noticing that a lot of 55-to-65-year-old people are retiring early to help take care of their grandchildren. What will happen with them is a concern, and if retirement funding isn’t there, what will happen to them down the road?”

The core of Oneida County
The issues facing OCEDC are challenging, but the team is up for the challenge. Pharo wants to see housing developments break ground based on the current study, and is also aiming for full broadband coverage across the county, while on the childcare front, he’s working toward scalable, community-backed solutions.

“We’re also looking to grow the impact of our revolving loan fund through NEWEDC and keep expanding services for entrepreneurs,” he says.

“At the core of it all, we’re focused on building a sustainable, inclusive economy that respects the unique character of Oneida County—its people and its natural environment.”

The post Smart, Sustainable Growth – Living and Thriving in Oneida County<p class="company">Oneida County Economic Development Corporation (OCEDC)</p> appeared first on Construction In Focus.