Unblocking the Blueprint: Zoning Reform and the Future of Affordable Housing. You can’t innovate your way into affordable housing if the rulebook won’t let you.

At Offsite Innovators, we feature breakthrough thinking in building. But innovation doesn’t just happen in factories—it happens in city halls too. Zoning reform might not sound exciting, but when cities like Austin and Dallas start scrapping outdated codes, they make room for the kind of housing innovation the country sorely needs.

If you work in housing—especially offsite construction—you know the roadblocks all too well: overly prescriptive zoning, building codes rooted in 20th-century assumptions, and neighborhood resistance to anything that doesn’t look like the house next door. The result? Fewer homes, longer build times, and higher prices. It’s a perfect storm that’s been quietly undermining affordability for decades.

But some cities are beginning to realize that if we want more housing, and especially more affordable housing, we have to fix the rulebook first.

When Good Intentions Go Bad

Zoning codes and building regulations were created to keep people safe, protect property values, and shape communities. And in many cases, they’ve done exactly that. But over time, they’ve also created unintended consequences.

Single-family zoning—the default in much of the country—limits most neighborhoods to just one house per lot. It sounds harmless, even quaint. But when land prices soar and construction costs rise, this low-density mandate becomes a luxury we can’t afford. Duplexes, triplexes, and other “missing middle” housing types are essentially banned in huge swaths of American cities.

Then there’s the complexity layered on by national standards like the International Building Code (IBC) and National Residential Code (NRC). While these standards serve critical safety functions, they can also stifle innovation, particularly in the modular and offsite sectors. Building a high-quality home in a factory is often more efficient and sustainable, but good luck if your local code official isn’t on board with that approach—or if the code itself doesn’t allow for it without time-consuming variances and appeals.

We’re not saying throw out the rulebook. But it’s long past time to revise it—and that’s exactly what Austin and Dallas are trying to do.

Austin’s Affordability Bet

Let’s start with Austin. In 2019, the city passed its “Affordability Unlocked” ordinance—a name that pretty much says it all. The idea was simple: if a developer includes enough affordable housing in their project, the city will waive or relax zoning requirements like minimum parking, height restrictions, and setbacks.

It worked.

Developers responded quickly, and projects that once would’ve been economically impossible started to pencil out. Hundreds of units have been approved under the program, many using modular or prefab construction to save time and cost.

And in late 2023, Austin took it a step further. The city council voted to allow up to three units on any residential lot, effectively eliminating single-family zoning altogether. This move, controversial in some circles, was aimed squarely at boosting density, especially in areas with good infrastructure and access to transit.

Is it perfect? No. But it’s bold. And it shows that a major U.S. city is willing to get serious about affordability by rethinking the rules—something many housing advocates have long called for.

Dallas Joins the Fray

Just a few hours north, Dallas is tackling the problem from a different angle. The city launched an affordable housing plan with an ambitious goal: 20,000 new or preserved affordable units in three years.

Rather than a one-size-fits-all approach, Dallas split its strategy across three key zones:

• Stabilization Areas, where displacement is a concern and preservation is the focus
• Redevelopment Areas, where large-scale infill can create mixed-income neighborhoods
• Emerging Market Areas, where incentives can encourage development in underbuilt pockets

In all three cases, zoning flexibility is key. The city is exploring upzoning, reducing minimum lot sizes, and simplifying the permitting process—all critical steps for bringing in modular and innovative building methods.

Dallas is also working to align its local regulations with federal fair housing obligations, recognizing that outdated zoning has often reinforced patterns of racial and economic segregation.

The approach is methodical, but promising. It reflects a growing consensus that supply-side solutions matter—and that regulation needs to evolve with the times.

Why This Matters to Innovators

If you’re in the offsite construction world, this shift should have your full attention. We often talk about factory-built housing as a silver bullet for affordability, but the truth is: we can’t innovate our way out of the housing crisis without cooperation from city governments.

Factory efficiency means nothing if you can’t get zoning approval. Smart design and sustainable materials won’t matter if your units can’t pass code without a special exception. The best ideas stall out when the regulatory climate punishes anything that deviates from the norm.

Austin and Dallas are showing what it looks like when cities start to clear the runway for new housing solutions. And that creates real opportunity—for builders, developers, and the communities they serve.

Let’s Keep Pushing

Housing affordability is a complex challenge. But that doesn’t mean we have to accept gridlock. Reforming zoning and updating building codes isn’t easy, and it won’t solve everything overnight—but it’s a critical step toward allowing innovation to flourish.

The cities leading the way—Austin, Dallas, and a handful of others—are offering more than policy tweaks. They’re offering permission to rethink how we build and who we build for.

At Offsite Innovators, we’ll keep spotlighting the policies and practices that support smarter, faster, and more equitable ways to create housing. Because solving the affordability crisis isn’t just about cost. It’s about clearing the path for ideas that work.

The offsite construction industry remains at a decades-long crossroads. The dismal market share that offsite has maintained, as in forever, has been stagnant since the proverbial Hector was a pup!  As the saying goes, “When you are standing still you are falling behind.” Climate change appears to have increased the occurrence of devastating natural disasters which has exacerbated the increasing demand for efficient, sustainable, and cost-effective building solutions.   There is a pressing need for fresh ideas and new leaders to become players in the offsite industry, who are willing to challenge the status quo. Along with new leadership would come Innovation. It can’t be just a buzzword—it’s the key to meeting the growing housing demand worldwide.

.

For too many years, offsite construction has operated within a familiar framework, often held back by outdated processes and resistance to change. However, the industry is now beginning to see a shift, driven by entrepreneurs, innovators, and visionaries who recognize that automation, robotics, sustainable materials, and new methodologies can redefine how we build. Much has been learned from outside the US boundaries, but so much more is there to be considered and absorbed.  This next generation of leaders will be the ones who embrace these advancements and push the boundaries of what is possible.

.

Since the inception of our website, we at Offsiteinnovators.com, have been approached by numerous innovators that have given us real hope. Their products, methodologies, and their infectious can-do attitudes have a very realistic potential to carry our industry to new levels. One of the voices emerging in this space is Yudhisthir Gauli, the founder of Framebotix. He is among a new wave of innovators bringing advanced automation, robotics, and much-needed enthusiasm into offsite construction. Gauli believes that “embracing technology is not about replacing people—it’s about making the process smarter, faster, and more scalable.” This mindset reflects a larger industry trend where efficiency and precision are no longer optional; they are essential. His work focuses on optimizing manufacturing environments, allowing factories to operate with unprecedented levels of precision, speed, and flexibility. By developing and implementing autonomous solutions, Gauli has enabled the manufacturing sector to leap forward, enhancing productivity while reducing costs and errors. His plan also significantly reduces the high capital outlay so often associated with manufacturing automation.

Companies like Framebotix along with other forward-thinking individuals and organizations are demonstrating that the integration of automation and AI-driven manufacturing can lead to higher-quality builds, less waste, and shorter production timelines. These are the kinds of changes that could revolutionize how we approach construction in the coming years.

But innovation isn’t just about technology. It’s also about mindset. The industry needs to welcome new talent—people who are willing to ask tough questions and challenge the way things have always been done. Whether it’s through streamlined project management, sustainable materials, or data-driven decision-making, the future of offsite construction depends on a willingness to evolve.

.

The construction sector has long been criticized for its slow adoption of new technologies. However, with increasing labor shortages, rising material costs, and the urgent need for faster housing solutions, the push for innovation is no longer optional. It’s encouraging to see new leaders stepping up, not only to introduce groundbreaking technologies but to reimagine the entire construction process.

The path forward for offsite construction is clear—those who innovate will thrive, while those who cling to traditional methods risk falling behind. The industry needs pioneers who are ready to think differently, collaborate across disciplines, and embrace the tools that will define the future of building. At Offsite Innovators, we will continue to highlight the individuals and companies who are helping to shape this future. The rise of leaders like Yudhisthir Gauli is just one example of how the industry is shifting, and we look forward to seeing more visionaries step up to drive real change in the offsite industry.

.

Bill Murray

Contact Bill

Bill Murray has over 40 years of operational management experience in the Modular industry.  Bill began his Offsite career as a contractor/builder.  He then entered the manufacturing side quickly advancing through the sales ranks to become a General Manager/COO of multi plant operations.  Bill provides professional advisory service to owners, prospective owners and builder developers considering Offsite construction.  He has consulted throughout the U.S., and Mexico, as well as overseas assignments.

I recently had a conversation with Mark Eckard, the Founder of Restoration North, a leading ground-up building materials supplier including foundation systems, passive home door and windows systems, cladding systems, mechanicals, electrical, flooring, cabinets, appliances, outdoor kitchens, playsets, hardware, tools, and more. His thoughts on the homebuilding industry transcend being a supplier to the construction industry. He is a student of building science. Read below and be looking for more insightful thoughts in future interviews, on how Mark sees the offsite industry and the construction industry can be “fixed”.

.

Bill Murray Offsite Innovators: Can you tell us about your background and how your journey led to founding Restoration North? 

Mark Eckard owner of Restoration North: As I approach nearly three decades of real-world, in-the-trenches experience, I often wonder when I actually started learning to build; I do have pictures dating back to my toddler years of me swinging the hammer!  I did grow up in real estate, though, working on rehabs and rentals that my family owned.  I started doing everything revolving around building at a very young age.  I purchased my first rehab at 21 years old and progressed in that concept, then naturally worked into new construction. During the construction and rehab phases, I realized the design and material supply process was very broken, creating poor results, lots of waste, and building cheap products that corporate America supported.  I am the type of person who always wants to enhance and develop better ways to do anything.  I learned about the materials and supply industry while forming Restoration North.  This led me to develop a high-performance ecosystem of material supply, garnered through experience, aimed at fixing the broken construction industry while driving down cost, increasing performance, and improving efficiency.

Thermal Stud – a Restoration building product

Bill:  Restoration North is a material supplier but this has given you some unique insights and has shaped your approach to the commercial and residential building industry.  What effects have your experiences on the supply side of the industry had on framing your outlook on the industry? 

Mark: The industry is incredibly broken, to say the least.  I am not one for doom and gloom, but I am also not one for sugarcoating reality; facts are facts; I didn’t create these facts; they are data-driven and experience-based.  There are so many factors that drive this concept, and I see the industry from many facets based on the vast range of data and projects that I am involved in.  My hope is that we can drive positive change in the construction industry from residential to commercial.  We must increase efficiency and drive down the cost of building while increasing longevity.  Reducing our impact on the planet, and creating healthier, more comfortable, sustainable homes is a significant part of changing the stigma of homes being unaffordable. 

Bill: Innovation seems to permeate your responses throughout our conversations.  Can you give some examples of how innovation has played a role in your past and ongoing efforts to successfully navigate the choppy waters of the construction industry? 

Mark: Everything of tangible value is cemented in math and science.  I have a deep gratitude for all of the relationships I enjoy with some of the most innovative minds in construction.  Some truly game-changing materials we have access to and actively promote and utilize are the way forward.  I like to pioneer new concepts by combining them with other proprietary materials and patented technologies to create a massive, unrivaled solution to the many problems plaguing the industry. 

Superior Walls

Some of those products that work hand in hand are Superior Wall foundation systems, precast in a factory set in a day or two.  Coupled with various other high-performance solutions, such as Envirobon’s Thermal Stud product lineup and new panelized products, high-performance window and door systems, and the Unico HVAC system, you have built a bulletproof high-performance home.  These are all core concepts for us, and in unison with some other high-performance tactics and goods, you are driving extreme efficiency, increasing your energy performance, and reducing maintenance for years to come, all while reducing costs to build with me as the maestro of the orchestra.

Unico HVAC system

Bill: For builder developers looking to adopt offsite construction practices, what advice would you offer and what pitfalls should they avoid? 

Mark: Offsite has various advantages and logistical improvements over site operations.  People often get wrapped up in the face value cost, but don’t realize the business cost of their poor operations and poor quality built homes.  The main avenues of failure that I have seen in the industry are poor communications, poorly incentivized, poorly trained workforce, lack of systems in place to increase efficiency, inefficient sales pipelines, a lack of education and experience in leadership.  Most important is the inability to want to learn, grow, and do things differently, the age-old concept of “This is how we have always done it.”   Some really great operators out there are absolutely killing it, and they can still benefit from some of the concepts mentioned earlier.  I am a big advocate of teamwork and communication.  A rising tide lifts all boats, and as an equal and opposite force, a falling tide will ground those same boats.  The last time I checked, running aground has never benefited anyone, so choose wisely and execute with intent.

Bill: Looking ahead, what’s next for Restoration North, and how do you see your role evolving in the construction industry? 

Mark: The next steps involve growth, education, and more outreach.  We will also focus on building out experiential showrooms to display how our ecosystem of high-performance materials and systems all work together.  Seeing, touching, learning, and understanding how these concepts work will advance the educational curve, allowing people to see firsthand the extreme benefits of utilizing better tactics and systems.

Mark is in a unique position as a supplier/builder, selling to builders, but also as a student of building science. His take on the supply chain and its overlooked impact on sustainable affordable housing, will be explored in future interviews.

What truly sets a modular manufacturing business apart in today’s competitive market? Is it cutting-edge equipment, streamlined processes, or robust financial backing? While these elements are important, there’s an often-overlooked cornerstone of success: culture.

An engaged and empowered workforce doesn’t just execute tasks—it drives innovation, improves productivity, and builds resilience. At the heart of fostering such a culture lies a commitment to making employees feel valued, supported, and directly connected to the company’s success. For one modular manufacturer, this commitment has not only shaped their workplace but also led to the development of an extraordinary tool—a custom-built app that integrates technology with a people-first philosophy. I saw it first-hand!

This article explores how innovation and culture come together to form the foundation of a thriving business.

The Role of Culture in Business Success

In the modular manufacturing world, success isn’t just about cutting-edge equipment or perfectly timed processes—it’s about people. A company with an engaged and empowered workforce doesn’t just meet goals; it surpasses them.

When employees feel valued and supported, they work smarter, stay longer, and collaborate better. The result? A workplace where innovation thrives, productivity soars, and challenges are met with solutions instead of roadblocks.

For modular manufacturers, creating this kind of culture is more than just good leadership—it’s about building systems that make every employee feel like they’re part of the bigger picture. One company has done just that, and their approach offers lessons for anyone in the industry.

A Game-Changing Approach to Employee Engagement

For one modular manufacturer, building a strong culture wasn’t just a lofty goal—it became a strategy. Over a seven year period, they’ve developed a custom app that’s as integral to their operations as the tools on their production line.

What makes this app so remarkable isn’t just its features; it’s how it connects every employee to their work and to each other. Installed on every employee’s phone, the app isn’t just a management tool—it’s a daily companion. From tracking individual tasks to accessing one of over 800 training videos, the app empowers employees to take ownership of their roles.

The results speak for themselves. The company boasts some of the lowest man-hours per floor in the industry, significantly reduced downtime, and turnover rates that are far below industry norms. In fact, the average employee has over seven years of seniority—a rare achievement in any field. Add to that wages that are among the highest in the local market and warranty costs that are well below the competition, and it’s clear this app isn’t just innovative—it’s transformative.

Unlike off-the-shelf solutions, this app was built entirely in-house, tailored to the company’s specific needs and continually improved based on real-world feedback. Every employee, from the shop floor to the front office, uses it daily—not as an obligation, but as a tool to make their work easier and more meaningful.

The App is used throughout the factory by everybody

This combination of technology and trust has turned the app into more than a tool—it’s become the backbone of an employee-centric culture that proves when you invest in people, they invest back in your business.

Why This Approach Is Worth Emulating

In manufacturing, it’s easy to get lost in metrics like square footage produced or units shipped. But this company’s success proves that investing in people—supported by the right tools—pays off in ways that go far beyond the bottom line.

The numbers don’t lie. This company operates with man-hours per floor among the lowest in the industry. Their downtime is practically negligible, and their employees earn some of the highest wages in the local market—all while turnover remains exceptionally low. These results aren’t just impressive—they’re rare.

Then there’s the impact on quality. With warranty and service costs significantly below industry averages, it’s clear this company has cracked the code on building smarter, not harder. And the secret ingredient? A culture of accountability and empowerment, with the app acting as both a guide and a motivator.

But perhaps the most telling proof of their approach is the people themselves. The average employee has over seven years of tenure—a testament to a workplace that values its team and gives them the tools to succeed. In an industry often plagued by high turnover and burnout, this stability sets them apart.

For modular manufacturers looking for an edge, this is a model worth studying. It’s not just about the app or the culture—it’s about the way those two elements combine to create something greater than the sum of their parts.

An Invitation to Innovate

In an industry that’s constantly pushing for faster build times and lower costs, it’s refreshing to see a modular manufacturer thrive by investing in something far less tangible—but infinitely more powerful: its people. By blending a culture of accountability and empowerment with a custom-built app that keeps everyone on the same page, this team has achieved results that speak for themselves.

.

If reading about their success has sparked ideas—or curiosity—there may be ways to explore this approach further. Whether you’re an industry veteran looking for fresh insights, or a newcomer eager to jump into a proven model, opportunities like this don’t come along often. For those who want to find out more about how this company’s principles can be applied—or discover details about the broader possibilities they represent through actual ownership—feel free to reach out through OffsiteInnovators.com.

After all, culture isn’t just a buzzword; it’s the engine that drives real, measurable success.

In the fast-paced world of modular construction, where precision, efficiency, and morale can make or break success, one intriguing idea is gaining traction: the 4-day, 10-hour work week. Having spent many years as a general manager of a modular manufacturing and sales company,

.

I’ve seen firsthand how employee satisfaction and productivity has been re-shaped with the adoption of a 4-day work week.  Could this alternative schedule be a win-win for manufacturers and their teams?  I firmly believe in its value and believe it to be worthy of consideration.

The Benefits

1. Improved Work-Life Balance
A four-day work week means three days off. For workers, that’s more time for family, hobbies, or even just resting. Employees who feel their personal lives are valued tend to bring more focus and commitment to their jobs. In manufacturing, where the pace is intense, those extra 24 hours to recharge can reduce burnout and turnover.  We introduced the 4-day workweek on a trial basis.  After the trial period we solicited employee input presenting the opportunity to return to a 5-day 8-hour/day work week.  Our 250+ manufacturing employees overwhelmingly voted to stay with the 4-10’s. 

2. Operational Efficiencies
Stretching shifts to 10 hours instead of 8 allows for fewer daily start-up and shutdown periods. In modular manufacturing, this means machines stay running longer, and the workflow is less disrupted. Over time, these efficiency gains can lead to increased productivity and cost savings.

3. Attracting Top Talent
In a competitive labor market, offering a 4-day work week can be a strong recruitment tool. Workers increasingly seek flexible schedules, and a shorter work week aligns with this demand. Our company adopted this model and without doubt gained an edge in attracting skilled labor.  Turnover was measured and there was a substantial reduction in our turnover rate, thus reducing the training of new hires which led to product quality improvement. We saw our intake of applications increase significantly as word spread that we offered a 4-10 work schedule.

4. Enhanced Team Dynamics
Fewer workdays can lead to stronger camaraderie within teams. Workers have more extended periods to collaborate during their shifts, fostering better communication and problem-solving—essential traits in modular construction. 

The Downsides

1. Physical Demands
Modular construction is physically demanding. Extending shifts to 10 hours may be too taxing for some workers, potentially leading to fatigue or even increased injuries. Addressing this requires careful attention to ergonomics, regular breaks, and worker feedback.  The summer heat was of particular concern and importance.  We again solicited feedback from our workforce to gain an understanding of  the best practices to combat the heat of the summer months.

2. Scheduling Challenges
A 4-day work week might not align with client demands or production deadlines. In modular manufacturing, where timely deliveries are critical, ensuring consistent output over fewer days could be a logistical hurdle. Some companies may need to stagger schedules or run overlapping shifts to maintain output.  We however did not find a decline in output.  Production goals were met with the same attainment of production goals as was found with a 5-day workweek.  One challenge was considering the needs of our distribution base.  Our office staff, engineering staff and sales staff maintained a 5-day work week.  Manufacturing supervisors alternated working on a Friday, but the resulting 4-day workweeks were enjoyed for three of the four weeks each month.  Admittedly this did cause a few issues but ultimately the program was accepted by all company employees.

3. Impact on Family Life
While some workers may thrive on the extra day off, others—especially those with young children or other caregiving responsibilities—may struggle with the longer hours.  It just didn’t work for everyone, however those that could not adjust to the new schedule were given ample opportunity to find new employment.

Lessons from the Field

Companies that have implemented a 4-day, 10-hour work week in other industries report mixed results. Success often depends on clear communication, upfront planning, and a willingness to adapt. One approach is to pilot the schedule with a small group, gather feedback, and refine before scaling up. Transparency is key—everyone needs to understand how the new schedule aligns with company goals.  Ours was never presented as a mandate, but rather as an option to be considered. 

Could It Work in Modular Manufacturing?

For modular manufacturing, the 4-day work week isn’t a one-size-fits-all solution. But for companies willing to embrace innovation—the very ethos of the modular industry—it could be a game-changer. Reduced burnout, improved morale, and operational efficiencies are compelling benefits. However, success hinges on careful planning and a commitment to addressing challenges head-on.  As is always the case, proper communication and transparency need to be absolute.  Our “experiment” proved to be a win-win for the company and our manufacturing employees.  In my opinion the 4-10 work week is a viable alternative and worthy of consideration.

At Offsite Innovators, we celebrate ideas that disrupt the status quo and drive industries forward. The 4-day, 10-hour work week might just be one of those ideas, offering a fresh perspective on how we work in modular manufacturing. What do you think—could this model work for your team? Is more of the “that’s the way we’ve always done it” thinking, preventing you from even considering this possible innovative win-win?  Share your thoughts; we’re always ready to discuss innovation.