challenge, Jordan says – “we had to battle some adversity” – but he credits the achievement to the talent and dedication of the UrbanAge team. That team, Jordan emphasizes, includes their direct staff as well as their roster of subcontractors and suppliers. When it comes to their direct staff, Jordan believes they have established “a pretty fun working environment,” wherein everyone is motivated but not micromanaged. “We rely on everyone to do their job well, finish tasks on time, and deliver quality work,” he explains. “And as long as that’s happening, we’re not peaking over anybody’s shoulder. We’re letting people flourish in the position that they’re meant to be in. We have found that’s gone a long way with keeping motivation high, and fostering a company culture that is enjoyable to be a part of. We don’t have a high amount of turnover at all. So we like to think we’ve created a fun place to work. We’re a young group –and we enjoy going to work together every day.” As for their suppliers, Jordan calls them a “huge part of our business,” and says they have strived to build long-lasting relationships. We’ve been working with the same suppliers – everything from lumber to drywall to appliances to plumbing – pretty much since the inception of our business. If we didn’t have them, we couldn’t do what we do. We’re sitting in a pretty good spot right now because of them.” Looking to the future, Jordan says their goal is mainly to remain poised for organic growth. Right now, he says, “we’re pleased in knowing we have quickly become St. Albert’s preferred builder” – and he doesn’t want to grow too big or too fast and risk jeopardizing that title. “Our five-year goal is to strike the perfect balance between maintaining a lean team and achieving growth. We aim to expand without overwhelming our staff or increasing overhead to an unsustainable level.” The company’s ideal volume, Jordan believes, is around 75 homes per year. To reach that number, he says they would likely need to get into at least one more subdivision, and they hope that subdivision is close to where they are now, as “our goal is to remain as efficient as possible.” “We’re trying to work smarter, not harder,” Jordan concludes. “If we do that, I think we can get to 70-to-75 homes per year without adding a whole lot of pieces to the puzzle. We can stay pretty consistent with our processes.” SEPTEMBER 2024
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