An offsite factory doesn’t simply manufacture buildings. It operates in a space where manufacturing discipline collides with construction realities, logistics constraints, regulatory oversight, and real
Everyone loves numbers. They’re clear, comforting, and easy to display in a meeting. Backlog, labor costs, and inventory utilization—these are the figures that fill spreadsheets and define progress reports. In my experience, they don’t tell the full story. Some of the most successful factories I’ve seen and managed weren’t the ones with the strongest numbers; they were the ones that measured what you can’t easily put on a chart. Measuring per se, is very often what so many simply view as of little to no consequence and not worth the effort. It’s part of that cultural aspect that separates winners from losers and defines the also-rans.
The Usual Metrics Every plant tracks the obvious: how many units are shipped, how many hours are logged, and how efficiently materials move through the process. Those metrics matter, but they’re lagging indicators. By the time a production number starts to slip, the underlying issue has already been at work for weeks—sometimes months.
When a factory begins to struggle, the problem usually doesn’t start with the output. It started earlier—with something that never made it into a spreadsheet.
The Hidden Indicators The factories that endure long-term pay attention to a different kind of data. They measure signals that are harder to quantify but far more predictive. More importantly, they take action based on what they are measuring. (Quality Improvement Process in action!)
How often do problems get surfaced instead of being buried? Do production meetings actually solve things, or just check a box? Is employee turnover stable, even considered, or quietly rising? Does information move freely between departments, or get stuck halfway up the org chart?
These are cultural and behavioral indicators, not production metrics. But they’re the ones that decide whether a factory bends or breaks when conditions change.
In one factory I managed, turnover was quietly eating away at both productivity and morale and consequently profits. We decided to treat it as seriously as any operational KPI. We started tracking it, not just as a percentage, but in dollars—how much it really cost to replace, retrain, and reintegrate each new hire. Its effects on quality and service costs. When the numbers became visible, it changed the conversation. We dug into root causes and often discovered the issue wasn’t pay—it was communications or lack therof. Supervisors weren’t giving feedback, and employees didn’t feel heard. Addressing that—training supervisors to lead better, creating real feedback loops, conducting proper exit interviews, among other corrective actions—cut turnover by almost half within a year. The savings realized, transferred to the bottom line.
That single metric, one that rarely shows up on a dashboard, did more to stabilize performance than any new piece of equipment or production system we installed.
Resilience by Design The strongest factories I’ve worked with aren’t perfect; they’re adaptable. They face the same challenges everyone else does—market swings, supply delays, labor gaps—but they react differently. They listen early, fix problems while they’re small, and empower the people closest to the work to speak up.
That’s what resilience looks like in practice. It’s not about avoiding problems—it’s about recognizing them early and responding before they multiply. Again, it’s all about the culture embedded in the entire company. That foundation is inherent in those companies that succeed.
The Bottom Line Numbers matter. But they only tell part of the story. The real indicators of a plant’s future are often invisible to the dashboard. They live in how people communicate, how leadership listens, and how quickly a team learns from its mistakes. Seems like a blinding flash of the obvious but taking care of our people remains tantamount to success! It’s part of that culture.
Those are just examples of the metrics that don’t show up on your reports—but they determine who’s still standing a few years from now. They reflect the culture.
At Offsite Innovators, we help companies identify these hidden indicators through experience-based analysis. Share your thoughts, pros, and cons. We’d love to hear from you.
Every homebuilder knows the importance of a solid foundation. You can have the best plans, the finest materials, and the most skilled trades—but if the foundation is weak, everything above the sill plate is at risk.
Factories are no different. Culture is the foundation. It doesn’t guarantee a flawless product or a smooth sailing every day, but without it, the chances of long-term success shrink dramatically. Over the years, I’ve walked into plants where the machinery was top shelf, there was over 200,000 square feet under roof and the numbers presented were optimistic. But what struck me more than the spreadsheets or production targets was the foundation—the culture I could sense in the people, both on the floor and in the office.
What You See and Hear on the Floor
The floor speaks volumes. Within a short period of time, you can sense the signals: – Workstations, breakrooms, or entire plants that are orderly—or in disarray. – Crews working together—or in isolation. Some hustling others waiting. – Supervisors guiding—or working online and simply pushing.
Factories also have a sound. Some hum with steady, focused energy. The steady rhythm of nail guns, and line roll announcements over the loudspeakers. Others echo with pleas for materials coming over the loudspeakers, finger-pointing shouting matches, or even silence that says more than words. These signals tell you whether the foundation is strong or cracking beneath the weight of poor communications and expectations.
On more than one occasion I walked into plants that had obvious signs of a suspicious culture that would not facilitate the production of superior products being offered to the marketplace. Check out the parking lot. Is it a mudhole? Is there ample space for all employees? Next look at the timekeeping system provided as employees clock in for the day. Is it manual and time consuming? Can one employee clock in for others? Is it digital and confidential? What is your very first impression as you step into the factory? Cleanliness isn’t only next to godliness it is essential and a precursor to a quality work environment and a quality product. I’ve seen both extremes and clean well-organized beats the alternative hands down. It’s amazing how many in upper management don’t grasp the importance or significance and its reflection of the culture of the company.
What You Notice in the Office
Culture isn’t confined to the production line. It shows up just as clearly in the office and among support staff: – Are people engaged and approachable, or distracted and going through the motions? – Do you see pride in their demeanor, or a sense of indifference? – Is the office clean and welcoming, or cluttered and neglected? – Are there visible signs of communication—like schedules, quality goals, or even simple signage—or is it vague and disorganized?
Even something as simple as a restroom or a break room tells a story. I’ve walked into plants where those spaces reflected respect for employees, and others where they revealed the opposite. These details matter, because they reflect the tone set at the top.
No receptionist, no one to welcome a visitor, you wait in a small confined “lobby” until someone shows up and asks how they can help? I’ve seen that, and it’s the first sign of a culture that that is oblivious to proper customer relations….uh oh!
People: The Only Renewable Asset
I’ve always believed that a company’s greatest—and really, its only renewable—asset is its people. You can finance equipment, upgrade facilities, and refine processes, but none of it works without a management team and workforce that knows they matter.
As a GM, I never had a reserved parking spot, because I didn’t want barriers—literal or symbolic—between myself, managers, and the people building the product. I’ve learned that your people don’t care what you know until they know that you care. When they feel that, something changes. The pride shows up on the line, in the office, and in the product itself.
That kind of culture doesn’t just happen. It must be set intentionally, from the top down and reinforced every day.
I’ve several times talked with the GM/Owner at a plant and heard him espouse his respect for his people. I had no reason to question that until I had a conversation with those in the trenches. In one instance, I was in the plant and noticed what appeared to be a heated discussion taking place near the tool room. I waited until the discussion ended, and at some point, was able to talk to one of the people I had seen being very animated (that’s putting it kindly). He was exasperated, as his crew (he was a supervisor) was at a standstill due to the hoist on the overhead crane being down and no replacement available. I was an observer, and he didn’t know me from Adam, but I was able to learn that he had reported the potential for this problem to occur to his boss, several times. I expressed my understanding and simply suggested that maybe he should talk to the GM. His reply (which I later found credible) was that he never see’s the GM, and if he did, he felt certain it wouldn’t really matter. Further observations gave some credence to the fact that the GM/Owner talked the right talk but didn’t actually walk the walk.
The Unspoken Conversations
Culture often reveals itself in subtle ways: – How a line lead speaks to a crew member. – How openly problems are acknowledged—or ignored. – Whether an office staffer greets a visitor with genuine interest or a perfunctory nod.
These moments, small as they seem, are cracks or reinforcements in the foundation.
Why It Matters
A solid foundation doesn’t guarantee a perfect house. Likewise, a healthy culture doesn’t guarantee every project will go smoothly. But without it, the risks compound. In modular construction—where timing, precision, and coordination matter more than in almost any other part of the industry—culture is the quiet but decisive force that shapes outcomes.
The Pattern That Repeats
Every plant I’ve visited has its own story. But whether it’s a startup, a turnaround, or a supplier under review, the signals are remarkably consistent. Pay attention to them, and you can see the trajectory before it’s obvious to anyone else. Ignore them, and you’re left surprised when the cracks widen.
The Bottom Line
Culture isn’t a buzzword. It’s the foundation that holds the factory—floor and office alike—together. And like a foundation in homebuilding, if it’s poorly set, everything above it becomes more fragile.
At Offsite Innovators, our advisory work is about spotting these patterns early and helping companies strengthen the foundation. If you’d like to explore what these signals might mean for your factory or if you’re thinking of using Offsite products for your next project, connect with us here: [link to questionnaire/contact form].
We very much welcome your comments. Share your thoughts……the industry needs that!
Over the years, and especially the last several years of active advisory work, I’ve consistently been asked the same question: What makes one modular factory thrive while another stumbles?
People generally expect the usual ubiquitous answers: poor planning, capitalization, sales and marketing, lack of backlog, poor quality, etc. And while those are important, they don’t tell the whole story or get to the root cause of a successful company. In my years as a GM on the floor, and later as an advisor, I’ve noticed something else—a pattern you won’t find in spreadsheets, business plans, or equipment lists. It’s harder to measure, but it shows up in every plant I’ve visited. And more often than not, it’s the pattern that determines where that factory is headed.
I’ve walked into plants with the latest machinery and ambitious schedules. On paper, everything looked strong. But within minutes on the floor, it was obvious whether the foundation was solid—or shaky. The way crews interacted, how leadership set the tone, the sounds of the plant, whether people believed in what they were building…these were signals you couldn’t miss.
As the oft used idiom states, “You can’t often see the forest for the trees.” Many in management or those vetting manufacturers are so consumed with being engrossed in the specifics that they don’t see or consider the foundational aspects of a thriving business. Those signals were manifested in varying ways, many of which weren’t so obvious to the un-informed or to those with self-imposed blinders.
This foundation is essential and applies equally to start-ups, turnarounds, or established manufacturers. New equipment and fresh capital only go so far if the ingrained behaviors on the floor tell a different story. Simple observations, short conversations with office staff, and those working on the line will reveal a company’s true foundation.
When developers/builders visit manufacturers to vet potential suppliers, I often tell them: don’t just look at the product, backlog or the marketing materials. Spend 30 minutes on the floor. What you’ll see and hopefully learn there will tell you far more about the factory’s future than any spreadsheet or fancy brochures. I provide a formal written list of what to look for or have in some instances, accompanied them on factory visits… It’s that important!
This pattern is captured in conventional parlance by the term “Culture”. This term seems to represent an aversion that many assume in not considering its importance or in even considering its ramifications. Culture isn’t about production numbers, slogans on the wall, or polished presentations. It’s about the underlying force that shapes day-to-day decisions and attitudes. It’s subtle, but it’s powerful. And once it takes hold—good or bad—it influences everything that follows.
Every plant has it. Some harness it, and grow stronger because of it. Others ignore it, and pay the price. Culture is what differentiates an organization and what often separates winners from loosers.
Factories don’t succeed or fail overnight. Their trajectory is set early, in ways that most people overlook. That’s why I believe paying attention to a company’s culture is essential in determining and understanding where a plant is presently and where they are headed.
I feel so strongly about this oft-overlooked aspect that I will be devoting several articles on this website to explain and expand upon its significance. No preaching, just practical experience-based observations.
At Offsite Innovators, my mission is to share what I’ve learned from years on the floor and years advising others—so that whether you’re starting up, turning around, or choosing a supplier, you can make informed decisions.
In modular and manufactured housing, staying compliant with an ever-growing list of codes, standards, and certifications isn’t just important—it’s essential. That’s where third-party inspection agencies like PFS TECO come in, ensuring quality and compliance at every step of the building process.
To gain a deeper understanding of what these inspections entail and how they impact the offsite construction industry, I sat down with Bob Gorleski, a nationally respected expert on building code compliance and inspection protocols.
Robert Gorleski
With over 35 years of experience and a résumé that spans nearly every major facet of code enforcement—plan review, QA, field inspections, and engineering—Bob is the guy you want in your corner when navigating the complexities of state, national, and industrialized building regulations. His unique perspective comes not only from his hands-on work, but also from his service with respected organizations such as the Manufactured Housing Institute, the Modular Building Institute, and the Wisconsin Housing Alliance.
Bill Murray, Co-Founder of Offsite Innovators: Would you please explain the role of PFS and third parties in offsite construction and manufacturing?
Bob Gorleski, Vice President of the Manufactured Structures Division at PFS TECO: PFS Corporation d.b.a. PFS TECO is a third-party agency providing independent oversight for off-site construction and manufacturing. Our responsibilities include plan review, quality assurance monitoring, and in-plant inspections to verify that production aligns with approved designs and complies with applicable codes. Since local jurisdictions don’t inspect work performed in a factory setting, PFS TECO ensures that units are built to code before they leave the plant. They manage label control and serve as the point of contact with state or federal regulators. Our role is essential to maintain accountability, ensuring code compliance, and supporting consistent quality in a production-driven environment.
Bill: From your perspective at PFS, how well do current building codes align with the realities of off-site construction?
Bob: From our perspective, current building codes were developed for site-built construction and often don’t translate well to the factory floor. They assume field inspections, on-site sequencing, and installation methods that don’t reflect how off-site construction operates. This creates gaps, forces workarounds, and adds unnecessary steps that disrupt production without improving outcomes. For example, codes often require inspections “before cover,” but in a factory, components like floor framing and mechanical runs are typically enclosed within hours, long before an inspector could review them under a traditional model. While HUD and some state modular programs have adapted portions of the code to fit the factory environment, there’s still a lack of consistency and clarity. We see a clear need for better alignment between code requirements and how work is actually performed in off-site manufacturing.
Bill: What sections of the IRC or IBC present the most common challenges to off-site manufacturers?
Bob: The most common challenges off-site manufacturers face with the IRC and IBC relate to code sections that assume on-site construction processes and inspections. These include structural framing and bracing requirements, fire separation and means of egress, installation and inspection of mechanical, plumbing, and electrical systems, and exterior weatherproofing details. Energy efficiency provisions often don’t fully account for factory-controlled installation methods. Because these codes are written with site-built construction in mind, off-site manufacturers frequently must find alternative compliance paths or rely on engineering approvals to meet the intent of the code without disrupting production.
Bill: In your experience, which tends to be more difficult for offsite construction—state-level codes or local jurisdictional enforcement?
Bob: In our experience, local Authority-Having-Jurisdiction (AHJ) enforcement presents more challenges for off-site construction than state-level codes. State programs are typically standardized and include provisions that recognize factory-built construction and third-party oversight. Local AHJs, however, may not be familiar with off-site processes or the scope of factory inspections, which can lead to inconsistent interpretations, redundant inspections, and added requirements at the job site. This disconnect often results in delays and frustration, despite the unit meeting state-approved design and inspection criteria. Aligning expectations between factory-built systems and local enforcement remains a key hurdle.
Bill: HUD code is often contrasted with modular programs. How do the two compare in terms of flexibility, cost, and permitting ease?
Bob: HUD Code and modular programs differ in key areas. HUD is federally preemptive, streamlining approval and limiting local interference—once labeled, a unit can be shipped and installed in any state without additional plan review. Modular programs follow state-adopted versions of the IRC or IBC, which means added complexity, varying requirements, and local Authority-Having-Jurisdiction involvement. Modular offers more design flexibility, including multi-story and custom layouts, but at a higher cost due to engineering, state reviews, and permitting fees. HUD, while more limited in design, benefits from standardized construction and lower regulatory and production costs.
Bill: Are code officials generally receptive to innovation (off-site), or is there still a mindset that favors traditional site-built construction?
Bob: Most code officials still lean toward traditional site-built construction. While exceptions exist, many remain unfamiliar with off-site processes and are skeptical of third-party inspections and factory-based compliance. As a result, local Authorities Having Jurisdiction often impose redundant inspections or apply site-built assumptions to factory-built units—even when those units have already been approved at the state level. The issue isn’t outright resistance to innovation but a lack of exposure to how off-site construction actually works. That said, the mindset is beginning to shift as more jurisdictions gain experience with modular and HUD Code homes, and as education efforts around offsite methods improve.
Bill: Can you recall a recent example where a code provision or inspector’s interpretation significantly impacted an off-site project?
Bob: A HUD Code home was installed on a permanent foundation in a state that typically sees manufactured homes placed on piers. The local inspector, unfamiliar with HUD’s guidelines for foundation systems, delayed the final inspection, questioning the anchoring method, even though it followed an approved engineered design. The confusion over HUD’s preemptive authority and foundation alternatives led to weeks of delay while documentation was resubmitted and the inspector was educated on the applicable standards.
Bill: Are there any coordinated national efforts or organizations working to make codes more compatible with off-site construction?
Bob: Several national organizations are actively working to improve how building codes address off-site construction. The Modular Building Institute (MBI) advocates modular construction by collaborating with the International Code Council (ICC) and educating code officials to remove unnecessary barriers in plan approvals and inspections. The Manufactured Housing Institute (MHI) represents HUD Code manufacturers. It works with HUD, state agencies, and lawmakers to update federal regulations and ensure local officials do not impose extra requirements that conflict with HUD’s federal authority. The ICC Off-Site and MBI also develop specific standards that reflect factory-built processes rather than traditional site-built assumptions. Together, these organizations are driving changes that better align codes, standards, and enforcement with the unique workflows and efficiencies of off-site construction.
Bill: What role is PFS playing—or could play—in shaping a more modern regulatory framework?
Bob: PFS TECO plays a key role in modernizing the regulatory framework for off-site construction. As an independent third-party inspection agency, we verify that factory-built units comply with code requirements before leaving the plant. This reduces the need for duplicated local inspections and increases AHJ confidence in off-site methods. We actively engage in code development and industry groups, providing practical insights from factory inspections to help shape regulations that align with off-site construction realities. PFS TECO supports streamlined, risk-based enforcement that promotes innovation without compromising safety or quality by connecting manufacturers, regulators, and local inspectors.
Bill: Do you think industry is making progress, or are we at risk of being left behind by overly rigid codes?
Bob: The industry is moving forward, but challenges persist. Awareness and acceptance of offsite construction are improving, driven by groups like MBI, MHI, and third-party agencies like PFS TECO. Still, many codes and local enforcement practices remain rooted in site-built assumptions that don’t fit factory-built methods. If regulatory updates don’t keep pace, offsite construction risks are being held back by codes that stifle innovation and efficiency. Ongoing education, advocacy, and collaboration are critical to maintain progress and prevent being left behind.
Bill: If you could change one aspect of the current code environment to accelerate offsite adoption, what would it be?
Bob: Consistent acceptance of third-party inspections and plan reviews is essential to eliminating redundant inspections and plan reviews, reducing delays, and accelerating off-site construction adoption.
Bill: What can builder developers do to effectively act as catalysts to promote code related changes necessary to accelerate the use of offsite construction?
Bob: Builder-developers can promote code changes by working with industry groups, sharing examples that show off-site construction works, talking directly with code officials, and pushing for rules that fit factory-built methods. Their experience and influence help drive practical updates that support faster, more efficient building.
Throughout our interview, Bob made one thing clear: third-party inspections aren’t a bureaucratic hurdle—they’re a safeguard. They help protect homeowners, support manufacturers, and maintain the integrity of the entire offsite construction industry. His passion for building better, safer, and more inclusive spaces (as seen in his work on modular classroom accessibility) is evident in every project he touches.
We’re grateful to Bob Gorleski for sharing his time, insight, and years of expertise. His commitment to regulatory clarity and code compliance continues to benefit not only the clients of PFS TECO but also the entire modular building community. For further information or questions, Bob can be reached directly at [email protected].
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.
Offsite construction as a segment of the homebuilding industry, often times suffers from a common bafflement, lack of an understanding coupled with an appreciation for Building Science. In a recent conversation with Mark Eckard,President of Restoration North he attempts to cut to the chase. Mark is a veteran builder as well as the owner President of a material supply firm known for their progressive and passionate approach to the homebuilding industry.
Mark Eckard, President of Restoration North
Bill Murray, Offsite Innovators: Would you describe in layman’s terms what Building Science is and is not? What comprises Building Science?
Mark Eckard, owner president of Restoration North: Building Science is learning ways to create better structures through learned experiences, innovation, and testing. It is not the act of doing things the way we have always done them.
Bill: In your opinion why does Building Science matter?
Mark: It matters because just like same way technology advancements matter. One should always want to strive to learn, grow, and to be better across everything we do. We spend the majority of time in our homes, offices, structures, and buildings. It is imperative to make them efficient, while increasing longevity and reducing maintenance. It is the prudent, responsible approach.
Photo – Energy Vanguard
Bill: Does Building Science apply any more or any less to offsite construction? Is it applicable across all building types and job sites?
Mark: There is more of a controlled atmosphere to build better in offsite construction, but also immense room to integrate offsite with onsite into a high performance hybrid solution.
Bill: What role does Building Science play when considering the plea for affordability?
Mark: When affordability comes into play, one must look at the cost of goods, as well as the cost of insurance, energy, repairs, replacement, and the inflationary environment. The longer a building is in service with high performance materials, and building tactics in place, the more value the owner receives as it ages. The inverse is to build it cheap and junky then replace things all the time, contribute to waste and all the factors that go into new materials, and having work done, it is wasteful, and it does not promote a better world for future generations.
Bill: You have stated that “the system is broken”. Would you explain what the “system” is and how you believe it is broken?
Mark: I say that because it is true based on many years of experience across various verticals. I am a builder, and have been, for decades. I also run a material supply firm that carries proprietary goods and high-performance solutions. That was born from the broken construct of how materials were being procured, I wanted better, faster, and cheaper.
I supply directly to builders, capital groups, developers, modular factories, hoteliers, and even end users. The number one headwind I face is when I present people with solutions, then they just stare at the cost of goods versus performance, and the totality of operations and benefits. They all think they have a better way, and it’s purely just false, admitted to me by others who have tried and failed. Even when presented with high performance solutions, people cannot make the appropriate decisions. I have concluded that it is because most lack broad spectrum experience, everything is segregated knowledge. Business owners aren’t builders, and builders aren’t business owners. Decision paralysis gallops through the industry, perpetuating the failures that happen in construction. Factoring in that people lack the time and/or desire to continue education to learn about new materials and ways of building, coupled with the cost of inefficiency and low-quality relationships, you have perpetual failure which keeps costs on the rise. Nobody wins that game.
Bill: What has to change?
Mark: Many things have to change, regulations, policy, zoning, permitting, education, the labor force, and the individual mindset about how trades are viewed as second-rate citizen fields.
Bill: How is Restoration North addressing the role of Building Science and the changes that you feel must be made?
Mark: We aim to educate the people we work with and keep driving our ecosystem into the lives and operations of the industry, as it provides bankable change and ultimately helps everyone do better.
Thanks to Mark for his provocative and compelling summarized take on Building Science. I have learned through several conversations with Mark that he is passionate about the homebuilding industry in general and specifically about Building Science. Building Science is far more than a buzz word for Mark and his appreciation for its importance is contagious. We need more of his attitude in our industry, to foster innovation which will consequently lead to much needed growth.
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.
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 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.
Despite the industry’s slow adoption, many innovations have eventually become mainstream—often after years or even decades of resistance. Here are a few notable examples:
Prefabrication and Modular Construction (100+ Years in the Making)
The idea of prefabrication isn’t new—kit homes from Sears Roebuck in the early 1900s were a form of modular construction. However, despite its promise of efficiency and quality control, modular construction has struggled to gain mainstream acceptance for over a century. Even today, many developers still view it as a niche solution, despite its ability to speed up timelines and reduce labor costs.
Cross-Laminated Timber (CLT)
CLT was first developed in Austria in the 1990s and was hailed as a sustainable alternative to concrete and steel. Yet, it took nearly 30 years to gain widespread adoption in North America, primarily due to fire code concerns and skepticism from traditional builders. Today, CLT is finally being embraced, but the battle for acceptance was long and costly.
3D-Printed Homes: The Future or Just a Gimmick?
3D printing in construction has been around for over a decade, but despite the hype, it has yet to see large-scale adoption. Builders question the durability, cost-effectiveness, and practicality of printed structures. It may take another decade before it proves itself as more than just an eye-catching experiment.
Building Information Modeling (BIM)
BIM is now considered a standard in many large-scale construction projects, but its adoption was anything but smooth. Early resistance came from contractors and architects who saw it as unnecessary, complex, and expensive. It took years of proving its value in efficiency and coordination before it became widely accepted.
The Fine Line Between Healthy Skepticism and Missed Opportunity
While skepticism is a necessary filter to avoid costly mistakes, it can also lead to missed opportunities. Many in the industry rejected modular construction, CLT, and BIM when they first emerged, only to later realize their potential.
The key is balance—constructive skepticism that asks the right questions without shutting the door entirely. The industry needs critical thinking, not knee-jerk rejection.
So how can innovators navigate this environment and gain acceptance for their ideas?
Strategies for Innovators to Break Through Resistance
If you’re an entrepreneur, engineer, or company introducing a new product or process to the offsite construction industry, here’s how to improve your chances of success:
1. Prove It Works—With Real-World Data
Nothing wins over skeptical builders like numbers. Hard data, performance metrics, and case studies showing cost savings, durability, and code compliance are critical.
2. Find Early Adopters and Champions
Instead of convincing the entire industry at once, focus on forward-thinking developers or factories willing to test new ideas. Their success stories will build momentum for broader acceptance.
3. Speak the Industry’s Language
Many innovators make the mistake of pitching their ideas in technical jargon. Instead, frame your innovation in terms of what builders care about: cost savings, efficiency, and risk reduction.
4. Address Code Compliance Early
If your innovation isn’t code-compliant, it’s dead on arrival. Work with regulatory bodies and industry organizations to ensure your product can be legally adopted before trying to sell it.
5. Be Patient and Play the Long Game
Many successful innovations took decades to gain mainstream acceptance. If your idea is truly game-changing, persistence and strategic execution will pay off over time.
The Future of Innovation in Construction: Change Is Coming
While construction remains a conservative industry, the pressures of labor shortages, rising costs, and sustainability concerns are forcing change. AI, automation, robotics, and new materials will continue to challenge the status quo, and those who embrace innovation wisely will be ahead of the curve.
For innovators, the lesson is clear: skepticism is not an enemy, but an obstacle to be overcome with proof, persistence, and strategic execution. The industry may be slow to change, but history shows that when innovations finally prove their worth, they become unstoppable.
The question is: Will you be the one pushing the change, or the one struggling to catch up?
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.
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.
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.
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.
