While doing some advisory work in Saudi Arabia, I came across a company and a volumetric modular product that epitomizes being a truly sustainable enterprise.
In every industry, from technology and finance to the ever-evolving field of offsite construction, a particular breed of person stands out: the innovator. These individuals,
The environmental threat posed by plastics is well-documented, with mountains of non-biodegradable plastic waste accumulating in our oceans, fields, and even urban areas, causing significant
In every industry, from technology and finance to the ever-evolving field of offsite construction, a particular breed of person stands out: the innovator. These individuals, no matter their field, seem to share certain quirks and traits that make them particularly suited for seeing things differently and—most importantly—acting on it. But here’s the kicker: are these traits inborn, or do they develop over time? And for those who might not seem naturally inclined to think outside the box, can these characteristics be acquired? It’s a question as old as innovation itself and one that reveals much about human nature, ambition, and adaptability.
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The Traits of an Innovator: A Quirky Checklist
To identify what makes an innovator tick, let’s start with a checklist of their defining characteristics. Across industries, innovators are known for a mix of curiosity, resilience, optimism, and a hefty dose of skepticism (the right amount, that is). They also seem to have a strange relationship with failure. For most of us, failure is a pit of despair. For them, it’s just another experiment with data points to analyze. And let’s not forget the sense of humor—many innovators find themselves laughing at the very processes they’re trying to improve, a trait that’s particularly useful when everyone else is still just scratching their heads.
Consider the construction industry, for instance, where innovation seems to be moving in at least three directions at once. For an outsider, the complexity of merging new tech, green building materials, and novel designs might seem overwhelming, but an innovator sees a web of potential solutions. The typical innovator here is the person whose office has blueprints wallpapering the walls, a desk crowded with models, and perhaps a plant or two just to remind them there’s a world beyond their designs.
Are These Traits Inherent?
Let’s get philosophical for a moment: are innovators born, or are they made? Are they the ones who, as kids, dismantled every gadget in the house and put it back together again (sometimes)? Many in the psychology field argue that some people are simply wired to think differently, right from the start. It’s a fascinating concept—perhaps these are the people who, early on, ask, “Why?” just one time too many, and discover something incredible in the process.
This inherent quality is often supported by studies showing that risk tolerance—a willingness to take a leap when everyone else is playing it safe—is largely genetic. Innovators often have a natural inclination to take risks, make quick decisions, and stick with their vision even when it seems far-fetched. Some researchers suggest that there might even be a “novelty-seeking” gene that predisposes some individuals to find joy in exploring the unknown, seeking solutions where others see none.
The Case for Acquiring Innovative Traits
Yet, just because some might be born with a tendency to innovate doesn’t mean others are doomed to play it safe. Take, for example, people who didn’t start out with big ideas but became industry leaders by necessity. For these individuals, the push toward innovation might have come from repeated exposure to the same problems, or even from failures that forced them to think in new ways.
One famous example is Thomas Edison. Although often considered a born inventor, Edison had plenty of failures that fueled his journey. He didn’t invent the lightbulb in a flash of inspiration—he tried thousands of materials for filaments before getting it right. His innovative spirit grew from persistence rather than inherent talent alone. Today, offsite construction innovators echo Edison’s journey, taking a piece of tech that doesn’t quite work, refining it, and testing it again.
Moreover, innovation often thrives on constraint. People who don’t have endless resources tend to come up with inventive solutions out of necessity, and that skill—creativity under pressure—can be learned. Industries like modular housing see this regularly; companies striving for affordability and sustainability face so many constraints that innovation becomes a survival tactic.
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Can You Learn to Be an Innovator?
There’s growing evidence that, yes, people can adopt innovative mindsets. While certain traits like curiosity might come more naturally to some, others can be cultivated. For example, even if you’re not innately curious, you can practice asking questions, challenging assumptions, and actively seeking new knowledge. For the would-be innovator, here are a few key skills to develop:
Curiosity-Driven Learning: Start by diving into fields or topics you know little about. Get familiar with the unknown—it’s how you train yourself to approach things differently.
Risk Management Skills: Rather than jumping blindly, learn to analyze risks methodically. Innovators don’t just take any risk; they take calculated risks.
Resilience Building: It’s cliché, but building resilience through facing failure is crucial. When you fail, train yourself to dissect what went wrong rather than walking away disheartened.
Networking with Diverse Thinkers: Surround yourself with people from different industries. Often, insights from outside your own field can lead to breakthrough ideas.
Experimentation Mindset: Innovators love a good experiment. Make a habit of testing new ideas in small, low-stakes ways before a full commitment.
Inherent Innovators vs. Learned Innovators: Is There a Difference?
Does one approach to innovation yield better results than the other? Not necessarily. In fact, the combination of inborn traits and learned behaviors often produces the most successful innovators. Look at the tech industry: the so-called “wunderkinds” often pair up with seasoned professionals who didn’t start out in a garage at age 15. Both bring valuable perspectives—one with natural flair for thinking differently, the other with the experience to ground lofty ideas.
In the construction and offsite industry, similar partnerships are essential. While the naturally innovative mind might dream up the future of modular housing, it’s often the learned innovator—someone who has spent years understanding building codes, regulations, and material limitations—who turns that vision into reality.
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Do You Need to Be an Innovator to Innovate?
Here’s a comforting thought for all those who feel they might not be cut from the same cloth as the “natural” innovators: you don’t have to be an innovator to support innovation. Industries need both types—the “born thinkers” to come up with bold new ideas and the practical-minded to turn those ideas into tangible products. It’s a team sport, and often, the magic happens when an innovator meets a skeptic or a seasoned pro who challenges them to refine their vision.
Some of the most successful innovations are a result of dynamic partnerships. Take Steve Jobs and Steve Wozniak, for instance. Jobs brought the charisma and vision, while Wozniak’s practical, grounded approach turned their ideas into products people could actually use. Without this balance, Apple might have remained a garage dream.
Final Thoughts: Embrace the Quirk
Whether born or made, the qualities that make an innovator are often delightfully quirky. From the person who never stops asking “What if?” to the one who keeps a cluttered desk of odd prototypes, innovators refuse to let “normal” define their work. And that’s precisely what makes innovation possible.
So, if you find yourself at a crossroads, unsure whether you have what it takes to innovate, remember: innovation isn’t about a single trait or mindset. It’s about a willingness to try, to fail, and to try again. Whether you’re a born tinkerer or a late bloomer in the world of bold ideas, the path to innovation is open to anyone with enough grit and curiosity. Who knows? You might just be one quirky checklist away from the next big thing.
FRAMECAD is one of the worlds leading innovators in automating cold formed steel framing construction. Their claim of being “relentless innovators” caught my eye so I contacted Curtis Edgecombe, who is the Senior Vice President of FRAMECAD Americas. Is it a viable alternative to wood frame offsite construction? Read below, it just may get the proverbial wheels turning.
Curtis Edgecombe, Executive VP, FrameCad
Bill Murray, Offsite Innovators: Can you give us a brief overview of what FRAMECAD does and the role it plays in the offsite construction industry?
Curtis Edgecombe Framecad: For more than 35 years, FRAMECAD has been a leader in steel frame building innovation. We provide end-to-end steel framing systems and the framework to simplify and automate cold-formed steel (CFS) framing construction, from design and engineering to manufacture, build and delivery to the job site. FRAMECAD’s ecosystem of manufacturing equipment and solutions delivers CFS framing faster and more sustainably, with a lower total cost of ownership and the resilience to withstand the test of time.
We see a tremendous opportunity for CFS to impact the future of construction and play a significant role in addressing the need for more sustainable, resilient and affordable structures. As developers, owners and AEC professionals seek ways to overcome market challenges and build faster, affordably and sustainably, FRAMECAD offers a proven path to structures that not only meet the demands of today but are built to last for the next hundred-plus years.
Bill : FRAMECAD is headquartered in Auckland, New Zealand. What are your major markets currently and how do you serve these markets?
Curtis: FRAMECAD was founded in 1987 with a mission to put a roof over peoples’ heads. From humble beginnings selling roofing products in New Zealand, the company has grown and evolved to offer a full end-to-end solution for residential and commercial construction projects worldwide in over 120 countries and over 1000 FRAMECAD systems. We have a global network of local experts to support our customers. We recently opened a Customer Success Center in Las Vegas, Nevada, to provide live demonstrations and education to customers in the US.
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Bill:At the heart of the matter is the cost effectiveness of CFS compared to wood frame construction. Can you speak to the cost effectiveness of CFS, both upfront and over the total cost of a project?
Curtis: The design-led process and precision manufacturing of CFS framing components minimize waste and allow for a more sustainable construction process with lower material costs. Because they are manufactured with precision, CFS panels and components are easy to assemble and come together seamlessly with less labor required on site.
CFS’ durability, strength and ability to withstand extreme climate events reduce risk for contractors. The non-combustible nature of steel significantly lowers the risk of fire-related incidents, a primary concern for insurance providers. By opting for steel framing, developers and builders can benefit from substantially lower builder’s risk insurance premiums. These savings can be considerable, particularly for large-scale projects where insurance costs constitute a significant portion of the budget. The use of steel-framed products can reduce premiums by 25 to 75 percent.
Unlike wood, which can be subject to variations in standards due to factors such as knots and grain patterns, the strength and durability of CFS are consistent—the reliability and predictability of CFS results in projects with less rework and costly construction delays.
The durability of CFS framing reduces the need for maintenance for a lower total cost of ownership. It leads to fewer claims related to damage from pests, rot and structural failures, which lowers insurance costs. Over time, the cumulative savings from reduced insurance premiums and maintenance costs can substantially affect a building’s overall cost.
The fast, accurate production and assembly of steel framing and the ability to build multiple components simultaneously also result in significant savings. Craning the components into place saves on safety precautions, scaffolding and insurance costs. This accelerated construction cycle reduces the total project cost and allows owners to occupancy buildings more quickly.
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Bill: CFS is often perceived as less sustainable or environmentally friendly than wood. How does FRAMECAD approach sustainability in its processes and materials?
Curtis: While CFS framing is sometimes seen as less sustainable than wood, FRAMECAD integrates sustainability into every aspect of its construction process. Our precision-driven, offsite manufacturing minimizes waste, and our advanced design software ensures optimal material use.
CFS structures are also highly energy-efficient, reducing environmental impact over their lifespan. Its durability ensures long-term sustainability, as they are adaptable to climate extremes, requiring fewer repairs or replacements. This resilience reduces resource consumption and helps buildings maintain their performance for decades.
Additionally, steel is 100% recyclable. At the end of a building’s life, the material can be recycled and repurposed to create new structures, contributing to a circular economy and reducing the need for virgin raw materials.
At FRAMECAD, sustainability is embedded into our entire process—from design to manufacturing—helping our clients build faster, smarter, and more environmentally responsible structures.
Mobile Factory revolutionises remote and disaster relief construction
Bill: With the rise of modular and prefabricated/offsite construction methods, how does FRAMECAD’s technology enhance efficiency and flexibility in design and construction?
Curtis: FRAMECAD’s end-to-end solution covers the entire CFS process, from design and manufacturing to assembly. Our roll-forming equipment, design and engineering software and production management solution are integrated and open, giving every stakeholder an entry point to take advantage of the benefits of CFS whether they use FRAMECAD’s design software or other design software from providers such as Autodesk, Structsoft, Tekla Structures or Vertex.
Our goal is to make it easy for owners, developers and manufacturers to take advantage of CFS steel framing, so we offer files from any design software to feed production-ready data into the FRAMECAD ecosystem.
Our latest innovation, Nexa, is the first end-to-end production management platform designed specifically for cold-formed steel framing. With Nexa, cold-formed steel manufacturers have complete visibility into operations and real-time project data for complete control from the factory to the job site. With a single platform for project management, factory operations and jobsite efficiency, manufacturers can deliver projects faster, with less waste and more predictability. Nexa gives manufacturers the visibility they need for seamless communication and collaboration with contractors and owners, building trust from start to finish.
Bill:What are the major hurdles to overcome in growing the CFS offsite industry?
Curtis: Despite the proven benefits of offsite manufacturing, which include repeatability, less reliance on skilled labor and schedule efficiencies, less than 4 percent of current U.S. housing stock is built using modular techniques. Change is difficult, and for many in the construction industry, doing things as they’ve always been is perceived as easier.
And yet, construction projects are most often over budget and behind schedule. A shortage of skilled labor, the pressure of climate events calling for more resilient structures, tremendous waste in construction processes and practices, and the responsibility for a more sustainable future beg for a solution. We’ve reached a tipping point, and it’s time for a better way to build.
The combination of offsite construction and cold-formed steel offers a solution to owners and developers frustrated by wasteful, delayed and over-budget projects.
The biggest barrier is visibility among developers and owners, as well as educating architects and engineers to consider steel framing as a design alternative.
Bill: What are some notable projects or partnerships that highlight the strengths of FRAMECAD’s systems?
Curtis: Industrialized Construction Solutions (ICS) engineers, designs, and manufactures prefabricated buildings across the US.
When the company opened its doors 17 years ago, it primarily focused on prefabricated panelized penalized wood buildings. In search of a solution for a shrinking labor force and complicated supply chains, ICS started exploring the applicability of CFS to its design, engineering and delivery and discovered FRAMECAD.
ICS adopted CFS for its stability and resilience benefits over wood. Today, ICS partners with manufacturers who use FRAMECAD equipment to produce CFS designed for seamless manufacturing, assembly and installation in the field. The speed, efficiency, and precision lead to a higher quality product than what general contractors traditionally see arriving at the site.
The FRAMECAD network is critical to the success of ICS. The company works with multiple manufacturers nationwide that use FRAMECAD, allowing it to deliver a standard product with constant quality through multiple vendors.
Bill: Thanks to Curtis for an introduction to an innovative world leader in CFS offsite construction. The FRAMECAD website is extremely informative and I encourage our readers to visit the site—it just may present a highly sustainable alternative to the way we’ve been building for the last 100+ years!
A.V. Birch, based in Shropshire, England, has long been a leader in the design and manufacture of industrial automation and timber engineering solutions. Founded in 1977, the company has built a strong reputation for its expertise in mechanical handling, bespoke automation, and bespoke machinery design, serving industries ranging from automotive to aerospace but with its main focus being Timber Engineering. With over five decades of experience, A.V. Birch continues to innovate, pushing the boundaries of what’s possible in industrial engineering by offering customized solutions that meet the unique demands of each client.
At the heart of A.V. Birch’s continued success is a fantastic team, whose vision has guided the company through both industry challenges and technological advancements. Known for their forward-thinking approach, they have been instrumental in expanding the company’s portfolio and fostering a culture of innovation within the business.
The team at A.V. Birch has maintained its competitive edge in an ever-evolving market while staying true to the core principles of quality and reliability that have defined the company since its inception.
In this exclusive interview, we sit down with one of A.V. Birch’s owners to discuss the company’s journey, its commitment to engineering excellence, and the future of industrial automation. We explore the pivotal decisions that have shaped the business and gain insight into the strategic vision that continues to drive A.V. Birch toward future growth and innovation.
all photos – AV Birch Limited
Gary Fleisher, Offsite Innovators: A.V. Birch has a long history of creating bespoke engineering solutions. How do you foster an innovative culture within the company to ensure it stays at the forefront of industrial automation?
Graham Clark, A.V. Birch: The message is simple, don’t be afraid to think outside of the box, we have designed many bespoke machines using this principle, innovation is key to our business and what keeps us ahead of the competition, our team consists of skills that would guide us through the whole process of designing a machine, it’s not always the latest components we use that may give us that edge but sometimes things like how easily it can be maintained and serviced is something that always gets our attention, this is where having a variety of skill levels in the team can really come Into play.
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Gary: Can you share a recent project where A.V. Birch introduced a groundbreaking solution? What was the driving force behind the innovation, and how did it impact the client’s operations?
Graham: We recently designed and built a machine for creating V notches in wooden fence posts to accept an arris rail, Historically this secondary process has been achieved by using a variety of old antiquated machinery and sometimes even cross-cut saws to achieve the V notch, We started by looking at the existing machinery available and could see that safety and speed were areas that needed some serious thought, also the age of the existing equipment in the industry meant that parts were becoming increasing difficult to get hold of so maintenance/downtime was also an issue, these became the primary targets for design.
The next stage was to come up with a way of cutting the V notch efficiently and safely, again thinking outside of the box we looked at CNC machines that were used in different industries and soon came to the conclusion that a specially designed rotary cutting tool would give us this, we also found that unlike the existing saws and chisel type machines using a cutting tool like this gave us priceless feedback to its longevity as we were able to study the data fed back to us from the loads on the motors during the cutting process so the design of the control and tooling was focused around this.
Speed and efficiency are always very important to any customer, and we looked at the current numbers supplied by the customer who was using a mix of saw and chisel machines to create the V notch, their existing process would involve many members of staff and countless hours, we were told that to cut a pack of timber posts would take them on average 2 hrs., so in essence the target was set.
Designed then progressed and we were very happy to deliver a machine that is the first of its kind, possibly the most important aspect for a business owner sometimes is as simple as “how fast is it “ well our machine is fast, if you compare cutting times alone we have gone from the existing process taking 2hrs to our machine delivering the same numbers in 7-15minutes. Not only did it deliver impressive production figures but perhaps more importantly we delivered a machine that was safe and met current regulations, parts were easily accessible, the quality of cut was far superior and the machine required half of the labor to operate.
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Gary: With technology evolving rapidly, how does A.V. Birch integrate emerging technologies, such as automation and digital solutions, into its core services while maintaining the company’s longstanding values?
Graham: We have been in the business long enough to see how machinery has evolved and we have played a large part in delivering safe efficient machinery to the truss and floor joist world of timber engineering, it’s easy to see that modern technology can make a huge difference in certain applications, but not all, it’s having the knowledge to know when and how to use it. This takes a team time to break down the requirements of each inquiry and to understand what the customer actually requires and it is sometimes not what they think, there seems to be a misconception that robotics for example are the future, yes in some circumstances they are, however when looking at some applications it doesn’t stack up.
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Gary: What role do customer needs and feedback play in shaping the direction of A.V. Birch’s innovation strategy, and how does the company stay agile in responding to changing industry demands?
Graham: The customers’ needs are undeniably what drives us, delivering more is always the objective. Without forward-thinking businesses, we wouldn’t be designing new machinery. It generally starts with a conversation about inefficiencies or difficult time-consuming processes that don’t have a solution, could you tell me this is something we often hear, how we then go about solving this is the real heartbeat of everything we stand for.
Gary: As a leader in timber engineering equipment, what are some of the key trends you see in the industry today, and how is A.V. Birch positioning itself to capitalize on these trends through innovation?
Graham: The key trends aren’t necessarily any different from what they always have been, the strive for innovation, efficiency, productivity, and safety is at the top of any manufacturer’s agenda, we like to think that we have positioned ourselves to be the supplier of the best machinery, we have a reputation for building bomb-proof equipment with a focus on easily maintainable equipment that lasts, we have truss presses that are still producing trusses 30-40 years down the line. Having said that, continual innovation is the key and we are always looking at how we can improve efficiencies.
Here’s one of our 50T lifting beams. They’re designed for picking up large steel coils that weigh up to 50 tons. The hooks are rated at 20T each.
Gary: Looking ahead, what are your priorities for A.V. Birch in terms of future innovation? Are there any emerging markets or technologies that you believe will significantly shape the company’s direction in the coming years?
Graham: Looking ahead it is to stay at the forefront of Timber engineering equipment, the emerging markets in MMC show a willingness to move with the times, we have all seen the benefits of this type of construction within the UK already and we are there to support with machinery, our latest Truss Auto Press sits nicely between others in the market giving options to customers depending on their preference and budget which is important, We have also witnessed the growth in metal webs for floor joists, our uni-roll is the best selling machine in the market.
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I want to thank Graham and the wonderful team for allowing us to look behind the curtain at one of the world’s best-run and innovative timber engineering equipment companies.
Anthony Zarrilli, a premier modular home builder based in Brick, New Jersey, is no stranger to the challenges of natural disasters. Having successfully navigated the devastation of Hurricane Sandy, his company, Zarrilli Homes, emerged as a trusted leader in rebuilding efforts along the Jersey Shore. With a commitment to quality, innovation, and the resilience of modular construction, Zarrilli played a pivotal role in restoring homes and hope to countless families affected by the storm.
Anthony Zarrilli, President of Zarrilli Homes
In this interview, Anthony Zarrilli shares his journey from navigating the immediate aftermath of Sandy to rebuilding a stronger, more robust business in its wake. He delves into the lessons learned from one of the region’s most catastrophic events, including how his experience with modular construction allowed for faster, more efficient rebuilding processes while maintaining the highest safety and design standards. Zarrilli’s insights offer a roadmap for new home builders looking to incorporate modular techniques, particularly as coastal communities continue to grapple with extreme weather events.
As we explore Zarrilli’s approach to disaster recovery, we also look ahead to the future of modular home building. Anthony advises new builders on preparing for the unexpected and discusses the importance of embracing innovation to stay ahead in an evolving industry. His story of survival and growth offers invaluable takeaways for both seasoned professionals and newcomers to modular construction.
Gary Fleisher, Offsite Innovators: After Hurricane Sandy, you faced the challenge of navigating a flood of new building codes across multiple states and municipalities. What were the most significant regulatory hurdles you encountered, and how did you manage to stay ahead of the constant changes?
Anthony Zarrilli, owner of Zarrilli Homes: After Sandy all government agencies stated they were going to “streamline” the process to help people get back in their homes most efficiently and as quickly as possible without red tape or bureaucracy. I didn’t work in any area where this wasn’t inaccurate. I am still building homes that customers and I continue to fight with insurance companies, townships, financing companies, state agencies, inspectors etc. to get their project underway or completed. Truly so frustrating and lack of empathy.
The first 1-4 years the flood zones, heights, building codes were changing daily and their was no uniformity or consistency. After 12 years that has been mostly cleaned up but now more regulation is coming down the pike fast and aggressive and we will know shortly how this will crush the building industry throughout NJ, Florida and many other states.
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Gary: With Hurricane Helene now leaving similar destruction in its wake, what innovations or improvements would you like to see in how building codes are created and implemented to avoid the confusion that builders and developers faced after Sandy?
Anthony: There needs to be more communication caross between regulatory agencies so that the codes are clear, precise and I as the builder know what we need to comply with and build to the proper standards. I don’t see this happening for the government and other agencies involved cannot get out of their own way to accomplish this efficiently.
Gary: From your perspective as Engineering Manager, what advice would you give to local and state officials to streamline the building code update process in the wake of disasters like Helene, so that builders can rebuild more quickly and efficiently?
Anthony: Every state regulated the builder licenses in their state. Immediately following any changes to their codes should immediately be emailed out to all active builders in their state and also a website set up with full explanation/information to be reviewed by the builder so that they fully understand updated/new regulations. Also a help/assistance line that has knowledgeable people on the other end who, if needed, can explain details or answer any/all questions from the builder. This would mitigate most if not all mistakes made in the field due to a work force that is not properly informed.
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Gary: How do you think modular construction could benefit from more standardized or flexible building codes in disaster recovery efforts, and what regulatory changes would best support innovation in this area?
Anthony: Modular construction should be used more widely throughout the building industry and more importantly when disaster hits. Homes construction modifications to meet code changes can be adapted very quickly to delivery homes to these areas and get families back in their homes as quickly as possible. Our industry is underutilized and overregulated for so many reasons when it is the best solution to so many problems (disasters, affordable housing, ADU, home efficiency, etc.) but in order to do so more people in the positions of authority are biased a lot of the times against this due ot lack of being educated on this superior construction method.
Gary: Looking forward, what new strategies or technologies would you like to see incorporated into building codes to not only ensure safety and compliance but also foster more resilient and sustainable rebuilding practices after hurricanes like Helene?
Anthony: All municipalities handling the permit and inspection process should be all electronic from plans, submission, permits, etc. This process in almost every town I build from NJ to FL are still using paperwork and have not moved to electronic submission. Florida has made it easier electronically but here are some bugs that need to be worked out still that delays the process.
Township inspectors can hold up a job and typically do with their schedule. Being able to hire a third party agency (design professional – ie architect/engineer) is a game changer in building homes more efficiently, in a reasonable amount of time and most cost effective. We use private inspections companies in Florda and project times to complete as compared to NJ typically are half or less due to the efficiency of the private inspectors.
Zarrilli Homes – This Old House/Jersey Shore Rebuilds
Great Interview
Thank you, Anthony, for sharing your invaluable insights into the challenges and complexities of post-hurricane rebuilding. Your experience and expertise in navigating the aftermath of Hurricane Sandy, combined with your dedication to modular construction, offer a clear and inspiring path forward for builders facing similar challenges. Your advice on preparedness, resilience, and innovation will undoubtedly help others in the industry rise to the occasion when disaster strikes. We’re grateful for the time you’ve taken to provide such thoughtful perspectives.
A note from Anthony:
I could go on and on with answers to all of the above but trying to keep it short. Let me know if I can help further.
Would you like Anthony to answer more questions about rebuilding not only homes but your business after a Hurricane as well as working with code and inspection officials?
Over the past decade, we’ve witnessed some of the most devastating hurricanes in recent memory, including Hurricanes Sandy, Katrina, Helene, and Milton. While no hurricane is ever good, the aftermath of these disasters has highlighted the urgent need for more innovative and efficient approaches to disaster recovery. In this first of a three-part series, we will explore forward-thinking strategies to meet the challenges of future disasters.
Hurricane Sandy
To kick things off, I spoke with three key figures in the modular construction industry: a modular factory General Manager, an Engineering Manager, and a prominent modular builder in New Jersey. They generously shared their experiences from the rebuilding efforts after Hurricane Sandy and offered valuable insights on how we can improve recovery efforts today.
Aaron Trometter, Engineering Manager
Aaron Trometter, the Engineering Manager for Champion’s Excel Homes Group in Liverpool, PA, brings two decades of experience in modular construction. Throughout his career, he has faced the evolving challenges of building codes and regulations, especially in the wake of natural disasters. Having worked closely with builders to rebuild homes after such events, he has seen firsthand the need for new solutions.
Hurricane Sandy
That’s why I asked him to share his thoughts on how builders, developers, and state code enforcement teams can better navigate the rebuilding process after Hurricane Helene. There must be a more effective way to restore cities, towns, and rural areas than simply relying on the practices used in normal times.
Gary Fleisher: After Hurricane Sandy, Excel Homes became a hub for rebuilding efforts, but you faced an overwhelming influx of requests from both established builders and newcomers looking for quick profits. What were the biggest challenges you faced in managing this surge, and how did it impact your company’s operations?
Aaron Trometter: The biggest challenge was mixing the rebuild effort with your core business while trying to keep everyone happy. While you want to go out of your way to help hurricane victims start the next chapter of their lives with a new house, you still need to build houses for builders and homeowners in your other territories. It might be helpful to set aside a few slots in your production schedule after a disaster hits.
Hurricane Helene
Gary: With so many opportunistic builders entering the modular industry after Sandy, what advice would you give to state and local officials in terms of vetting builders and ensuring that only qualified, reputable companies are involved in recovery efforts after Hurricane Helene?
Aaron: We were aware of these new “builders” popping up and trying to get rich after the natural disaster, so we made sure to take care of the established builders we already had in the area. They came first. Also, when a new builder appears, the factory needs to do some background checking (license, credit check, insurance, previous customer reviews). If needed, ask around and see what other builders or tradesmen think of the new “builder.” The last thing you want is a builder to buy the house, set it, and leave it unfinished. Seeing an unfinished modular house sitting on a foundation for months after being set just gives the whole industry a bad name.
Gary: Hurricane relief programs were launched in every affected state after Sandy, but many builders found it difficult to navigate the various regulations and funding opportunities. What improvements would you suggest to streamline these relief programs and make them more accessible to builders and homeowners in Helene’s aftermath?
Aaron: Not to create favoritism, but permit offices need to have a separate line/review process for these victims. If homeowners have their insurance money and permit sets and are eager to get back “home,” the local offices need to speed up their process. This also applies to site inspections. Many times a builder is sitting idle, waiting for an inspection before moving on to the next step. I know that after Sandy, local officials started conducting more thorough inspections of the foundation strapping to the house. Waiting for this inspection can prevent decks and porches from being built, which holds up the siding installation.
Hurricane Helene
Gary: How did the demands placed on your factory and builder network by site builders and developers unfamiliar with modular construction affect your ability to deliver quality homes after Sandy, and what lessons can be applied to manage similar situations during Helene’s recovery?
Aaron: Getting the required materials in time was one of the biggest hurdles. While you are doing your best to get hurricane victims back into a house, you still need to build it to the required codes. Whether it’s getting engineered braced wall calculations from an engineer, the necessary strapping, or special doors and windows needed for wind speed and exposure categories, there is always that bump in the road that causes a delay. There could be such high demand for windows with a higher DP rating that window manufacturers are unable to keep up, causing the modular manufacturer to face shortages.
Hurricane Helene
Gary: Looking ahead, what steps should modular builders and housing officials take now to better prepare for future disasters like Helene, ensuring a more coordinated and efficient recovery process for both builders and homeowners?
Aaron: Create a guidebook for these potential disasters, outlining a response/recovery process. This way, housing officials are more prepared for an influx of plan reviews and inspections at job sites. In areas prone to hurricanes, local builders, building organizations, and government officials should develop a support network for each other. Government officials should clearly outline exactly what they need for builders and homeowners to move from one step in the process to the next, avoiding unnecessary hurdles. A plan, partnership, and communication are key.
Hurricane Helene
In this first of three-part series, I explored innovative ways to improve disaster recovery efforts, particularly focusing on the role of modular construction in rebuilding after devastating hurricanes like Sandy, Katrina, Helene, and Milton. Through this insightful interview with Aaron Trometter, the Engineering Manager of Excel Homes, we delved into his experiences and the lessons he learned from Hurricane Sandy’s aftermath. His valuable perspectives shed light on how builders, developers, and state officials can better prepare for future disasters and navigate the complexities of rebuilding in the face of strict codes and regulations.
A special thank you to Aaron Trometter, Engineering Manager for Champion’s Excel Homes Group, for sharing his two decades of expertise. His forward-thinking suggestions highlight the importance of developing more efficient strategies for rebuilding in disaster-prone areas.
With over 20 years of experience in the construction industry, Sarah Noel has become a key figure in advancing modular construction in the United States. As a Business Development Representative at Dorce Prefabricated Building and Construction Industry Trade, Inc., Sarah is at the forefront of introducing innovative prefabricated solutions catering to various sectors, from residential to commercial projects. Headquartered in Ankara, Turkey, Dorce’s global reach, spanning six continents, showcases the company’s expertise and leadership in providing high-quality, cost-effective, and sustainable building systems.
Sarah Noel, Business Development Rep (left), and Suheyla Cebi Karahan, President of Dorce Modular
In her role, Sarah works closely with clients, partners, and key stakeholders to identify their project needs and propose innovative designs that not only meet but exceed expectations. She also plays a crucial role in managing projects from their inception through completion, ensuring compliance with regulations, maintaining high safety standards, and fostering customer satisfaction. Her ability to integrate her expertise in submittals, SketchUp, and EPC (Engineering, Procurement, and Construction) allows her to lead projects with precision and efficiency.
Dorce Modular and Prefabricated factory
As Dorce continues to expand its influence in the modular construction industry, particularly in the US market, Sarah Noel’s insights into the company’s future innovations and strategic direction offer a glimpse into how modular construction can reshape the way we build. Today, we sit down with Sarah to explore what’s next for Dorce and how the company is positioning itself for future growth.
My interview with Sarah Noelm, Business Development Representative at Dorce; by Gary Fleisher
Gary: Dorce Prefabricated Building and Construction is known for its global reach and expertise. Could you tell us about the latest innovations that Dorce has introduced and how they are shaping the future of modular construction?
Sarah: One of our key advantages is our dual role as both a general contractor and a modular steel building manufacturer. Our tailor-made innovative approach isn’t limited solely to manufacturing products, but it expends to the whole project. This unique capability allows us to manage the entire project; from initial design to manufacturing and finally to on-site installation. This produces both an efficient workflow and innovative approach to our products and the overall process. We embrace industrialization in construction with methods such as Building Information Modeling (BIM), Design for Manufacturing and Assembly (DFMA) and Designing for Industrialized Methods of Construction (DIMC). These technologies enhance precision, speed and scalability in our modular projects. In addition, our in-house design ability, high volume manufacturing capacity and fully digitalized manufacturing and construction under various globally recognized standards strengthens our global reach. Our focus on sustainable construction, including energy-efficient designs and eco-friendly materials, is shaping the future of modular construction by making it more efficient, scalable and environmentally responsible.
Gary: As Dorce continues to grow its presence in the US market, what are some of the unique challenges and opportunities you foresee, particularly in terms of sustainability and regulatory compliance?
Sarah: As we continue to expand into the US market, we are exceptionally well-positioned to capitalize on the growing demand for sustainable and efficient construction solutions due to our ability to design, manufacture and construct. US authorities and the US marketplace raise concerns around the climate crisis and the effects on the world we live in. Our response to the problem is to employ sustainable and environmentally friendly building practices, which aligns perfectly with our commitment to use green materials and innovative modular designs. Our expertise in designing, manufacturing and constructing while following globally recognized standards ensures that we not only meet but exceed local regulatory requirements including sustainability. This presents a significant opportunity for us to deliver faster construction timelines, cost-effective solutions and flexible modular designs that meet the unique needs of various states. We are well experienced for any client requirements given our vast experiences from the coldest most remote areas of Asia to the scorching heat of the Middle East. Our dual role as both a general contractor and modular manufacturer allows us to streamline the entire process, giving us a distinct advantage in offering customizable, high-quality solutions while answering all the unique requirements of projects in the US market.
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Gary: The modular construction industry has seen a surge in interest, especially in the last few years. How is Dorce adapting its products and services to meet the changing needs of both residential and commercial clients in the US?
Sarah: To meet the evolving needs of both residential and commercial clients in the US, we have adapted our products and services to include more flexible, customizable modular solutions. Our integrated approach of being both a general contractor and a modular building manufacturer with an in-house design department allows us to offer turnkey modular construction services that can be tailored to the specific requirements of each project. We ensure a greater performance by means of effective cost controls to meet the strictest energy efficiency standards. This skill enables us to serve a diverse range of clients, including residential, commercial, health and education sectors, while consistently maintaining the highest quality standards.
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Gary: With Dorce operating in various regions worldwide, how does your team ensure that local building codes, environmental standards, and client expectations are met without compromising on quality or efficiency?
Sarah: We do this by leaning on our deep and vast past experience in every almost every country around the World, including those who use US standards and codes. Our ability to design and construct under different global standards provides a significant advantage when adapting to local regulations. We utilize advanced digital tools, including BIM, to tailor designs to specific local requirements and collaborate closely with local authorities and partners to ensure that projects meet all necessary legal and environmental criteria. This allows us to deliver the project with high-quality and efficiency without affecting the timeline.
Gary: Looking ahead, what are some of Dorce’s strategic plans for further expansion in the US market, and how do you see modular construction evolving in the next five to ten years?
Sarah: Our strategic plans for expansion in the US focuses on increasing our operations in the US to offer more localized modular solutions. With the rise in demand for affordable housing and sustainable commercial spaces, we are ready to leverage our expertise and technologies to meet this demand. We foresee modular construction evolving with the greater integration of smart building technologies, energy-efficient systems and circular economic principles. Over the next five to ten years, the construction sector will likely continue its focus on sustainability, industrialization of construction and resilience. This is an outlook that fits perfectly with our strategic vision for the future of modular construction.
In today’s rapidly evolving world, the construction industry still struggles to catch up. Innovators like Paul Richards are leading the charge, showing how the industry can adapt and thrive by embracing modern technologies, new processes, and fresh mindsets.
Paul Richards’ story is not just about the innovations he’s brought forward; it’s a case study in what it takes to drive real change in a resistant, tradition-bound industry.
Innovation Starts with Experience and Observation
For Paul,innovation didn’t happen in a lab—it began with boots on the ground. From working as a 14-year-old laborer to owning factories, Paul’s journey highlights the importance of deeply understanding the challenges of an industry before proposing solutions.
Innovation in construction needs to be grounded in experience, and that’s where Richards excels. His early exposure to inefficiencies, from weather delays to outdated building methods, sparked his drive to find better ways to work. Whether you’re building homes or managing construction supply chains, understanding existing workflows is essential to identifying what needs improvement.
Lesson: To innovate, first understand the pain points. Spend time on-site, listen to workers, and observe what slows projects down.
Adapt Proven Ideas from Other Industries
One of Paul’s greatest strengths has been his ability to apply principles from other industries—automotive, aerospace, and manufacturing—to construction. His focus on Design for Manufacture and Assembly (DFMA), a methodology commonly used in industrial production for airplanes, allows for seamless, efficient manufacturing processes.
The “Thunderhaus” system, inspired by production practices from the automotive industry, is one such example. By incorporating a weatherproof production environment on building sites, Paul has found a way to boost productivity and reduce delays. Instead of reinventing the wheel, Paul seeks ideas that have already been proven in other fields and adapts them for construction.
Lesson: Look outside your sector for ideas. What’s working in manufacturing or technology could have a huge impact on how you work in yours.
It’s Not Just About Technology—It’s Mindset
While technology plays a big role in construction innovation, Paul emphasizes that mindset is equally important. The construction industry has resisted change because it has relied on outdated processes for too long, and convincing others to embrace new methods can be an uphill battle.
Paul identifies two major obstacles: risk aversion and lack of trust in new technologies. Many companies continue to rely on outdated methods simply because they are proven, even if they are inefficient. Overcoming this mentality requires education, demonstration, and proof that new technologies work.
Lesson: Innovation requires cultural change, not just technology. Be prepared to show people the benefits of new systems before expecting them to adopt them.
Collaboration and Partnership are Critical to Success
For Paul, real innovation happens when industry players work together. Whether partnering with government agencies, manufacturers, or workers on-site, collaboration is key to building long-term value.
Paul worked closely with experts in robotics, manufacturing, and R&D to develop the Thunderhaus system and streamline construction processes. His partnerships with governments and organizations around the world have given him a platform to push for legislative changes, proving that even the most innovative solutions require the right partners to make them scalable.
Lesson: You can’t innovate in isolation. Building strong partnerships with other sectors, governments, and your team is essential to driving lasting changes.
Address the Skills Gap by Attracting Younger Generations
The construction industry is facing a major skills gap. Young people are often discouraged from entering the sector, which has a reputation for being labor-intensive and resistant to change. Paul is focused on making the industry more appealing by introducing better working conditions, digital tools, and innovative technologies that speak to the interests and skills of the younger workforce.
By integrating technologies like site management software, automation, and even robotic systems, Paul hopes to show that construction can be a cutting-edge career choice. He argues that the future of construction rests in making the industry as appealing as sectors like tech or engineering.
Lesson: The future of your workforce depends on creating an environment that fosters creativity, efficiency, and growth opportunities. Technology and better working conditions will help attract the next generation of leaders.
Laying The Pathway to Affordable Passive House Production
One of the challenges that Paul Richards points out is the lack of legislative support to enforce industry-wide innovation. Without clear government policies and regulations, construction companies won’t be incentivized to adopt more sustainable or efficient practices.
Paul has been advocating for governments to take a stronger stance in promoting innovation, particularly in affordable housing. He believes that governments must create the conditions for change by enforcing stricter standards for sustainability and energy efficiency.
But this doesn’t eliminate the need for competition. Both are key components of the push for lasting change.
Lesson for Leaders: Government policy can be the catalyst for industry-wide change. Engaging with policymakers to help shape those regulations can ensure that they align with industry needs.
Real Innovation Solves Real Problems
Perhaps the most important lesson I learned from speaking to Paul s is that true innovation is driven by necessity. His Thunderhaus system was born from the simple observation that bad weather delays construction. It’s not about flashy technology for its own sake—innovation in construction has to solve real-world problems in ways that improve efficiency, reduce costs, and boost sustainability.
Lesson for Leaders: Always anchor innovation in practical solutions. Your next great idea should relieve real pain.
Key Takeaways for Innovators in Construction:
Be Grounded in Experience: Understanding the day-to-day realities of construction will guide your innovation efforts.
Borrow from Other Sectors: Proven practices in manufacturing and tech can revolutionize construction.
Change the Mindset, Not Just the Tools: Shifting how people think about work is as important as introducing new technologies.
Partner for Success: Collaboration across industries and with government bodies will help scale innovations.
Focus on Attracting Talent: The future of construction depends on creating a more appealing environment for younger professionals.
Push for Legislative Support: Government intervention can accelerate innovation by setting new industry standards.
Following Paul Richards’ example, construction industry leaders can begin laying the groundwork for a more sustainable, efficient, and innovative future.
Having spent over 40 years in the offsite construction industry as a GM and COO, I’m no stranger to the challenges of managing modular manufacturing projects. My team and I constantly navigated a sea of spreadsheets, charts, and verbal communications, trying to keep everything from design approvals to deliveries in sync. Needless to say, when I came across Offsight’s project management software, it immediately caught my attention.
Back in the day, we would have eagerly explored how Offsight’s innovative tool could simplify the planning, tracking, and communication challenges that came with modular projects. From real-time updates to streamlined processes, this software offers solutions that are as close to seamless as I’ve seen for managing everything from pre-production to post-delivery—engaging all key stakeholders, even those on-site.
Panel fabricator Valley Interior Systems leverages Offsight for collaborating and coordinating with stakeholders during offsite projects
But don’t just take my word for it. Offsight has case studies that show real-world applications by industry leaders already using the product. If you’re in the offsite manufacturing space—whether you deal with volumetric builds or components—this is worth a deep dive.
In this interview, I sit down with Andrew Xue, co-founder of Offsight, to learn more about the innovation driving their platform and how it’s transforming the way we manage modular projects. Let’s dig into how Offsight can reshape your operations.
Bill Murray Offsiteinnovators co -founder: Offsight is all about optimizing construction project management. Can you tell us the story behind how Offsight was founded and what specific gap in the industry you aimed to fill?
Andrew Xue,COO & Co-Founder at Offsight
Andrew Xue co-founder of Offsight: Offsight was founded from the consulting work and experience of its founders, Vikas Murali and Andrew Xue with a combined two decades worth of experience in prefabrication. We had worked with many project manufacturers whose process involved designing for manufacturing and assembly (DfMA). They realized that the DfMA industry lacked a project and production management software that could be adapted from project to project to meet their changing project specific manufacturing workflows. Working with their original consulting clients they built a minimum viable product (MVP) that would then become Offsight.
Bill: Offsite construction is booming, but managing projects can still be complex. How does Offsight streamline project management, and what makes your platform stand out from other software solutions?
Andrew: Offsight is built specifically for manufacturers and prefabricators who’s DfMA process requires different manufacturing workflows for each product design. Offsight was built as a fully cloud-based solution with both mobile and desktop interfaces to allow for real time collaboration and communication from the floor. We also provide a full suite of solutions to manage a prefab project from planning and forecasting, through production, shipment, delivery, and installation. Our software is built specifically for prefabricators who follow a DfMA process and therefore is a better fit than off the shelf manufacturing operations management or generic project management solutions.
Bill: Data is critical in construction. How does Offsight harness data to improve the efficiency and accuracy of offsite building processes, and what kind of real-time insights can users expect?
All data collected in Offsight is recorded in real-time from the prefab floor and throughout the offsite construction project lifecycle. The time series data we collect includes everything from production progress to material consumption and labor tracking on who worked on specific products and during which process. This data is then consolidated and can be visualized with dynamic charts and dashboards using our Real Time Analytics feature set.
Volumetric steel modular manufacturer Z Modular leverages Offsight to track quality, conformance, and rework.
Bill: What role does Offsight play in improving collaboration between different stakeholders in offsite projects, from modular, panel, and component manufacturers to project managers and contractors?
Andrew: Offsight has an unlimited user model, where customers can add everyone from floor operators and supervisors to project managers, estimators, executive management and even third-party inspectors, general contracting partners, and project owners. Our Reports & Auditing feature set includes daily production progress updates, quality or non-conformance issues and shipment sign-offs can then be tracked and sent within Offsight
to all project stakeholders to ensure everyone has the latest updates and whether the prefab projects are still on track to be completed on time and within budget.
Bill: In what ways does Offsight’s platform contribute to sustainability and waste reduction in offsite construction? Are there any success stories that highlight this impact?
Andrew: Many of Offsight’s customers leverage our Materials and Inventory Management feature set which allows them to track waste in real-time during the materials receiving process or during assembly and installation. Customers can then review the root cause of wasted materials via Offsight’s analytics dashboard to see if process improvements can help reduce assembly errors. Offsight customers can also determine if certain suppliers are shipping defective parts or if parts are damaged on receipt, in which case switching to more reliable vendors may be the solution to improving overall waste reduction.
Luxury modular manufacturer Northstar Systembuilt leverages Offsight to track production progress from the shop floor.
Bill: Looking ahead, how do you see technology like Offsight evolving, and what future innovations in project management are you most excited about for the offsite construction industry?
Andrew: I think technology like Offsight has the real potential to enable the growth of offsite construction by helping prefabricators deliver on the promise. The promise being faster project delivery at lower cost and higher quality than traditional jobsite construction. By leveraging technology like Offsight, prefabricators can actively manage their production progress, materials management and labor to make ensure they are delivering on their goals.
Bill: What do you see as Offsight’s biggest challenge in growing your business?
Andrew: Our biggest challenge is delivering the right features and functionality to support customers at every stage of their offsite construction journey, whether they’re planning their first factory layout or managing multiple production lines across several factory locations. It’s crucial for Offsight to clearly communicate how our tools can address their specific needs. Additionally, we aim to encourage prefabricators to adopt technology early on, as it can be a key differentiator in the success of their projects. When our customers thrive, it not only benefits them but also drives more engagement, interest, and investment in offsite construction, ultimately advancing the entire industry.
Bill: Thanks to Andrew Xue of Offsight for opening the door to an awareness of what’s out there. Whether you are a manufacturer or a vertically integrated developer/manufacturer, I would encourage you to check out their website. At the very least there is much food for thought.
Since its inception in 2017, Boxabl has revolutionized the modular housing industry with its innovative approach to solving one of the most persistent challenges in construction—scaling mass production. Founded by Paolo and Galiano Tiramani with the vision of producing homes in the same way factories churn out cars or electronics, Boxabl seeks to make high-quality, affordable housing accessible to all. The company’s key innovation lies in its ability to fold room modules, drastically reducing shipping costs and paving the way for large-scale production that could reshape the housing landscape.
Galiano (left) and Paolo Tiramanim co-founders of Boxabl
Boxabl’s journey from concept to reality hasn’t been without its hurdles. While the company anticipated manufacturing would be their biggest challenge, it quickly became clear that navigating the complex web of building regulations across different states was a far more significant obstacle. Boxabl’s leadership has been relentless in their pursuit of overcoming these regulatory barriers, advocating for a standardized national building code that could streamline the factory-built housing approval process and accelerate production on a broader scale.
Despite these challenges, Boxabl remains at the forefront of innovation in the modular construction industry. Their flagship product, the Casita, offers a glimpse into the company’s larger ambitions, with plans to expand beyond small, standalone units to interconnected and stackable room modules that could cater to a variety of housing needs. By continuously improving their designs and working closely with regulatory bodies, Boxabl aims to prove that mass-produced homes are not only viable but essential in addressing the growing affordable housing crisis in the U.S. and beyond.
Gary Fleisher, co-founder Offsite Innovator: Boxabl has made significant strides since its founding in 2017. Can you share more about the innovative decision-making process behind the launch of Boxabl? What challenges did you encounter while scaling up?
Galiano Tiramani, co-founder of Boxabl: The idea behind Boxabl was to solve housing by mass producing buildings in a factory. Most other modern products (like cars, TVs, iphones and sneakers) take advantage of a factory and an assembly line to make products rapidly at the lowest cost, but about 90% of houses are still built on site. So why is that the case? Our theory was that since houses are so big, they cant be easily shipped long distances from the factory. Most factory built houses are shipped with special wide load permits and follow cars since they dont fit on the road, this increases the shipping costs dramatically.
Gary: Why is that a problem?
Galiano: Because if you cant ship far from your factory, you cant have mass production, and this means most house factories are small regional factories that dont take advantage of scale. The first innovation we needed at Boxabl was to solve the shipping problem so we could mass produce the houses to drive down costs. We achieved this by folding up the empty space in the rooms we manufactured so we could ship them in a cost effective manner. The room modules we make are finished in the factory with windows, electric, plumbing, flooring and more that can ship to site and be setup in a few hours. This innovation is critical because it will allow us to scale up production in an attempt to bring down costs. Most car factories put out one car per minute, our goal at Boxabl is to match that level of efficiency with houses.
When we started the company we thought that manufacturing would be our biggest challenge. It turned out that wasnt the case. We were able to scale up manufacturing quickly and deliver on our first order of 156 houses to the federal government. Our biggest road block turned out to be… Regulations. Different laws and regulatory agencies exist that slow down and block housing in the USA. Anyone that has ever tried to build a housing development understands that its very difficult and can take several years to achieve… If its even allowed. In most cases, applying for a permit to built something, like an apartment, complex will be met with pushback from neighbors and local government. A builder will be faced with town hall meetings where people try to stop the project, elected government officials trying to stop it, and then later building department officials adding many restrictions added cost and timeline delays to the project. The builder will be required to wait on building inspectors to come visit the project and inspect it at many stages during the building process.
These restrictions exist for regular building construction thats done on site, when you add factory built buildings into the process the situation gets worse. An extra level of regulation exists soley for factory builders. Most states have an additional regulatory agency that adds more restrictions and delays into the process. This includes factory inspections, quality control programs, building plan review and more. All of these extra steps must be completed before a builder even tries to apply for a building permit. They can add years to the process and stop a house factory in its tracks. Did you know that the building code is almost 1000 pages long? And many sections are up for interpretation, building codes also differ by state. So creating one building plan that works in multiple states can be very challenging and introduce further delays. Factory home builders must also apply for each of these state programs and go through the process one by one, so that makes it even more difficult to mass produce a product.
The list of regulatory challenges doesn’t stop here… Many other issues exist that have made it difficult for modular builders to succeed. I would say regulation is one of the biggest reasons why most modular builders have failed over the years. At Boxabl we realize this is a challenge, but also an opportunity to drive down costs if we can solve these issues. We are working hard with state regulators to show them that a standardized mass produced product relives the risks that these regulations are setup to avoid. We want to see a national building code thats the same for every state, and a national process for modular house approval that can reduce the roadblocks we see. I think Boxabls scale and standardized product uniquely positions us to solve these regulatory issues.
Gary: Affordable housing is a crucial focus for Boxabl. How are your latest initiatives positioning Boxabl as a leader in this space, and what role do your new facilities play in accelerating production to meet growing demand?
Galiano: Affordable housing is a crucial focus for Boxabl. How are your latest initiatives positioning Boxabl as a leader in this space, and what role do your new facilities play in accelerating production to meet growing demand?
Boxabl has big plans, we are trying to prove the concept of mass-produced housing at our first 3 factory buildings here in Las Vegas. We are dialing in our technology, testing the market, improving our manufacturing methods and scaling up fast. The goal right now is to show the market that we can make it work, then continue commanding resources to scale. Housing is a big problem with millions of housing unit shortage here in the USA. We think the only way to fix this is to scale and brute force the problem.
Gary: There’s been considerable excitement about Boxabl’s innovative folding homes. Can you tell us more about the new advancements in your designs or manufacturing processes that have the potential to revolutionize the industry?
Galiano: Since we started we have been continually improving our process, our product and our operations. Learning how to navigate regulatory challenges and drive down costs. We are constantly updating our product design to lower cost and increase ratings. We are investing in new automated manufacturing equipment.
Gary: You’ve previously mentioned partnerships and collaborations as key to Boxabl’s growth. How have your recent partnerships, like the one with Catholic Charities and creating a builder network, shaped your approach to providing affordable housing solutions?
Galiano: At Boxabl we are always looking for competent partners to help push projects to the finish line. Boxabl is a room module manufacturer, we aren’t necessarily interested in developing real estate projects ourselves. We seek developers to be our customers and buy our products hoping that they see the value in speeding up and lowering costs on a project. We have sales team that fields leads from developers everyday to find the best partners who can create amazing projects. We are very happy to have been able to work with Catholic Charities and hope to do more projects after this pilot project is proven a success.
Gary: Boxabl has always aimed for innovation. What new features, technology integrations, or construction methods are you currently exploring to stay ahead of the curve in modular housing?
Galiano: We have lots of exciting stuff in the pipeline. For example if you look at chart that shows our material and labor cost to produce our product you can see that it continues to trend down with lower costs.
You might have heard of the Casita, its our first product, a 361 square ft house thats a studio apartment, bed, couch, kitchen and bathroom. https://www.boxabl.com/casita On important thing to mention is that Boxabl is not just a tiny house company. Our plans extend far beyond the “Casita”. This is our foot in the door, but we plan for a larger building system where different room modules in different sizes can connect and stack to create larger homes. The idea is that Boxabl house might look no different than the house you live in now.
Although we have lots of exciting stuff planned, unfortunately I cant discuss much detail on new stuff before it has been announced to the public for our SEC compliance.
Gary: As Boxabl continues to scale, what are your biggest goals and priorities for the company in the next few years, and how do you envision the broader impact of your work on the affordable housing crisis?
Galiano: Recently we established a dealer network. This is basically a list of local contractors that can help our individual customers get a Casita installed in their backyard. https://www.boxabl.com/directory We urge anyone that wants to sell Casitas to sign up for our dealer program. This will give them access to our customer pipleline and allow them to sell Casitas.
Gary: I want to thank Galiano Tiramani for taking the time to share his innovative idea turned into a reality. It hasn’t been an easy ride for Boxabl but positive things are happening for Galiano and Paolo, his father, efforts to bring affordable housing to the US,
Paul Richards, a dynamic leader and innovator in the offsite construction industry, is making waves with his latest venture, The Thunderhaus site production system. Known for his forward-thinking approach and extensive experience in construction, Paul is pushing boundaries once again with these innovative systems designed to streamline and enhance the efficiency of building processes in even the most challenging Environments.
With 40 years of experience in construction, Paul Richards has a multidisciplinary background that spans 20 years as a factory owner/operator, specializing in DFMA and delivering thousands of projects. In parallel, he self-financed an R&D facility for over a decade focusing on ballistic composites for retrofits/newbuild, designing & building machinery and developing processes for mass production, training manufacturers globally, and integrating robotic production systems. His advisory roles include contributions to the UK Government’s Construction Innovation Hub and various European retrofit/newbuild sustainability programs. Paul is also the developer of the Thunderhaus site production system, a cutting-edge innovation aimed at improving onsite life while delivering efficiency and building truly affordable energy energy-efficient Housing.
I interviewed Paul to learn more about him and his innovative Thunderhaus concept, exploring its impact, potential, and what it means for the future of offsite construction.
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Gary Fleisher, cofounder of OffsiteInnovators: What was the initial inspiration behind the Thunderhaus site production system, and how did it evolve from concept to reality?
Paul Richards, Thunderhaus innovator: well it started out like most innovations as a solution to a simple problem, I can trace my early attempts back to the 90’s when one of my guys approached me during a long wet winter, and a very wet start to the new year, they’d had enough, he opened up to me and I knew I needed to act, so I bult a cover to protect a site and I thought that could give them a good few weeks dry work, and try to kick start the year, it worked well, sort of , yeah not perfect but it worked, and then the storms came and it didn’t! but that was the spark, and the idea was brewing, but I sold that business and left the onsite world, or at least I thought I had. Only to return years later having worked around the globe and seeing how everyone else was building, and adopting new methods, but I thought this would never be allowed in the UK or Would it? And unfortunately for me that was the start of everything.
But guess what it still rains here in the UK and people can’t work! How dumb, no other industry would work like this, its time for a shake up!
The penny was starting to drop during my Retrofit for the Future investigations our Government held a £150million program to retrofit the Uk’s existing housing stock, they stripped back various existing houses and re built them with every emerging technology to bring these homes into the future, but I could see a pattern running throughout these 100 test houses, and I could see what was lacking, so again this was only fueling my Thoughts.
Years later I heard Mark Farmer speak, and it was as if I wrote his message, Modernize or Die! I heard that and filled in the Blanks, this was it for me, he was effectively saying, we the industry needed to adopt new technology and solutions within the Built environment “well that’s what I was hearing” this was my time. I had a housing system in my head that was formed when I was a teenager on commercial sites, and would be building huge commercial buildings across the UK while my mates were rolling around back at home in the mud, still trying to place a brick on a brick in the Rain, my wealthy friends would pay good money to watch mud wrestling with beautiful ladies showing their underwear while wrestling with each other in the mud, well you could see this every day onsite in the winter for free, except the beautiful, and the ladies, but the guys were as covered in mud, and you could see their underwear, so not so different. But that type of work wasn’t for me and its certainly not for the youngsters of today. So, another reason for change. Over the next few years, I had perfected the housing system and developed it into a Kit of parts, but industry wasn’t interested. They were interested in large scale factory production, factory built homes were being hailed as the panacea for the industry hailed by everyone who has probably never paid to set up or operate a factory for the construction industry out of their own pocket, but I have, when I opened my first facility, in my early 20,s, I grew my business and needed a bigger factory, and a bigger one, and a bigger one, you get the picture, but maintaining that model is costly, in every way imaginable, I used to work “silly o’clock” I’ve always done it 7 days a week, silly o’clock, but my team was getting fed up, we didn’t know what day of the week it was, we were just working and working, but I was young and naive.
Again, one of my team approached me and said, “we had to change”! He was right, so we reached out to the supply chain and I started engaging with effectively my competition, and it worked, they started to make our components, “subassemblies” eventually we stopped working 7 days and started taking weekends off, ok they did, it took a while for me, but the atmosphere was much better, and I started developing ways to communicate with my supply chain, there were no computers back then that we knew how to use, and my supply chain were at different levels of understanding technology, “Sounding familiar”!! so that could lead to costly mistakes.
But our business continued to grow, and we invested in technology, and working with the supply chain, which freed me up, and it didn’t need me so much, and as we refined our models, we didn’t need large Factories, so that enabled me to start on a idea I had, and I started my first R&D facility. I ran that in Parelle with my other business, I learned so much not all of it good, but that’s crucial to this journey.
I went on to set up other manufacturing facilities one in Wales and a production line in Canada, so my understanding of factory needs and more importantly, don’t need, come from lived experiences, and how to simplify how we communicated. Back to the Thunderhaus, I know I have simplified the system, (the kit of parts), and that opens the market, for anyone to engage, mixed that with digital technologies making understanding sharing correct information easier and people start to get interested. So, do I need a factory? that word “Need” would define my understanding of every aspect of what “Needs” to happen, and “defining those Needs” are Key to solid fact- finding solutions.
So, I have a system that can build Homes, now I had to validate it! And inform industry, I grew up in a cold house! It was a solid structure but cold in winter, during my time in Vancouver my friends were building a home after they had just sold their business to Mrs “G”, so money wasn’t a problem. it was December and cold outside, as I walked into the house it was warm, I asked the builder how you are heating this place? he said they weren’t! a house at the same stage of construction in the UK would be a very cold environment and unpleasant working conditions but this was a bright and warm place to work, and I discovered how! That was my first real experience of Passive Haus principles. And I was hooked! Eventually this would influence my system, although the term Passive hadn’t been termed until a few years later, but I just had to design my system to PHP by default, But I also knew industry won’t pay extra for this, so I designed the products with the supply chain to enable this by default. That took a while, but during that time I went out to the market to shout about it, just when they had announced they were investing hundreds of millions in Volumetric factory production, and didn’t understand passive Haus or a kit of parts approach, that simply went against the Grain of their factory investments.
But I carried on and woke up a land broker that had several sites on stop due to funding constraints and started to bring him up to speed with offsite technology, but we would need a factory he said, and I pitched The Thunderhaus, he arranged meetings with bigger and bigger land brokers which lead me to the big table, ok it wasn’t so big, but the people were or rather the money they represented was. By then the mega Factory keys had started to lose their luster, and I found myself sat at the table of plenty, and they had an idea of what I was trying to address with my Thunderhaus, I can’t say that they were the people behind the funding of the Largest volumetric factory here in the UK, I’ll leave that for someone else, but they knew something was amiss with large factory production and they were sat with me.
“The Carrot and the Thunderhaus” I had several meetings driving up to Manchester from Bristol we met at the same place, and the Carrot was dropped “booom.“ the
People sat at that table represented big money/ in fact the biggest carrot I’ve heard to date. One had a fund of £12Billion, yeah with a “B” the other had a fund of £28Billion, yeah BBBB BBB, but they were still stuck with a fixed factory mindset, they wanted to do the same thing as before but with a different outcome? I thought. I was going backwards, tell me about your Factory idea! so I did, “The Thunderhaus”, and I went on to describe its functions, but it sounded to simplistic to be a viable investment they weren’t getting it. Nor was I really trying to sell it, But I was asked to find a large factory in the North for me to set up and operate and they saw this as a business model they could understand, and a starting place to develop the Thunderhaus, but that wasn’t for me, I had to decline, as my gut wasn’t happy, and I’ve ignored it in the past to my regret, Yeah, I had to walk away it took a few days to sink in, because of what I was walking away from, but I’ve had factories and fixed Factories aren’t for me any more, and once you start them you can’t just change direction. Oh, and I lied about the Days it still haunts me now years later because I knew these guys were real and so was their Money.
But when I was describing the Thunderhaus they mentioned their sites were in Manchester and my idea of the “super tent” as it was then, wasn’t going to prevent some scallywags from looting the place, so right there I had the idea of steel structurers as opposed to an all-fabric building. And the dots started connecting, endless possibilities.
I haven’t gone back to that table but those sorts of funds seem to pop up along the way so who knows.
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Gary: Thunderhaus is designed to work efficiently in challenging conditions, such as night-time and wintertime. Can you elaborate on the key features that enable this adaptability?
Paul: Yes, you treat this the same as a fixed factory, but its on site, all the factory kit but on site. I say if the teams can get to site then they should be able to work protected from the elements, I’ve worked in Canada and the US and yeah the snow can stop people getting to site, or even stop work all together, but when I was a kid I got to work by hook or by crook, but I got there, but the Thunderhaus is effectively a big cover that keeps the teams dry and warm and protects the build and materials, but that’s the very basic function of the Thunderhaus, It started out as a building Rig to hold and position components precisely while they are being assembled, I wanted to de skill this or de risk the build, using the Rig as the quality and precision enabler by default, I wanted non skilled people to engage with Housebuilding, ok women, they will make fantastic house builders, and by using a building Rig with a cover over it derisks the assembly and enables them to work better than most blokes, I’ve seen it work before and this is the opportunity for them to thrive. Factory production techniques, we teach people to specialize is efficiencies, and we advance our subassemblies to enable this, and develop the support tooling to enable this, but like no other housing site we can introduce a 3 shift working system, or a much more flexible working environment, that enable family life to continue while the parents work, I’ve even designed a creche Thunderhaus, and that will transform the housing industry forever. But it must be implemented at the earliest stage, it’s a site production system, and everything must be designed to maximize efficiency of onsite production, and that’s not easy, usually I get called in when the housing has been designed and the plans been approved but funding is asking more from the site. This isn’t ideal for the Thunderhaus, although its not impossible, as I have tried to introduce the Thunderhaus but the benefits were not enough seeing as they already had a factory and don’t care if everyone and every thing gets soaked, but that’s changing the teams can still get wet, they aren’t worried about them, but the warrantee providers are changing the way, if the product isn’t protected throughout the build stage, they wont be warrantying it, and that applies to Timber structures more than most.so protecting your product & building in a controlled environment and making use of factory processes and procedures , what’s not to like?
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Gary: How do you see Thunderhaus impacting the current workflow of site production, particularly in terms of speed, cost efficiency, and labor demands?
Paul: The Thunderhaus is a production enabler, how many times have people doublehanded product, built the right thing but in the wrong place, materials damaged or unfinished or uncompleted tasks lied about the stages of build and that only misinforms the next trade of their ability to complete their job, this has been the norm for decades on site, and thousands are lost through in efficiencies. but the Thunderhaus can work with the builder as a support mechanism, breaking down the tasks and aiding building efficiencies, it can have & hold parts or tools, but that’s just the basics, decent lighting and power creating a warm environment and even serve the coffee, this is about working smarter not harder, let the Rig carry the load, and introduce production mindsets not builder, pay better because of efficient build processes and advance subassemblies that can be replicated throughout all your developments, but the Thunderhaus will prove it worth and will be used In may forms, from subassembly 1 through to multiple riggs traversing on site.
The Thunderhaus will attract the best tradespeople as well as non-trades as builders are looking to work in a better safer environment and not kill themselves doing so, it will also open the opportunity for older trades to come back on site in a more respectful environment,
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Gary: One of your recent posts mentioned that Thunderhaus is a “catalyst product.” Can you explain what makes it a catalyst and how it could potentially disrupt traditional site production methods?
Paul: Oh, this is a big one, over the last 5- 10yrs industry has really ramped up its efforts to push innovations, but they are Siloed, usually great ideas but disconnected from the real opportunity, where are they going to come together? and certainly not accessible or visible to the masses, so take up will de prolonged due to the mindset of the builder, their no nonsense approach to technology has to be taken into consideration, they need to try it kick the Tires, and see the benefits in their pockets, before they will believe the hype. So how can this be addressed? Where can they see these new advancements being used, and what environment will it need to work effectively, The Thunderhaus is a hosting system, an onsite environment that enable Man and Machine to work in a controlled environment, it protects the delicate machinery from the elements , but enables known innovations to actively work on construction sites, “BOTDEX” is a site floor matting system, this simple floor mat used by the Military and festival industry simply creates ground surfaces that enable clean floors suitable for heavy kit to move onsite without difficulty, this simple solution opens up the possibility to use off the shelf Robotic carriers that are common place in large warehouse activity, it also enables the Thunderhaus to work 360 degrees, as the need for set tracks have been eliminated, BOTDEX can do much more than this, it can assist with setting out as its perfectly square and can be marked at fixed build positions, again connecting technologies, the gantry systems can be hydraulically controlled, so setting heights and projections can be altered to support comfortable build heights and prevent overreaching, the gantry’s at different levels can be accessed by external lifts never utilized in housebuilding, this could enable wheelchair access and open up untapped people to work on site. The main bodies of the Thunderhaus can be kitted out for manufacturing or as office space, The working body of the Thunderhaus can be fitted out for bespoke requirements with internal gantry cranes for lifting and positioning, we can set cameras into the frame of the Thunderhaus for safety and monitoring, but I believe the Real innovation will be a live feed enabler, opening up the possibility to track build schedules without having to visit the site, and this opens up JIT production linked to digital ordering but the new opportunity will be the ability to open up new funding mechanisms, this real time quantifier will enable new funders that invest at set stages, smaller funders similar to Crowd funding, opening up Housebuilding like never before. All because of The Thunderhaus.
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Gary: Given the rapid advancements in offsite and modular construction, what role do you envision Thunderhaus playing in the future of the industry, especially in terms of scalability and sustainability?
Paul: so I’ve been asked to design different models of the Thunderhaus, and the Block Builder is based of a Volumetric assembler and install, it’s a little bit Fantastical for some but the Guts of the idea are there, but the real value is it’s a cheap factory its yours kitted out how you want it but more importantly its where you need it, fixed factories can be hundreds of miles for the build site and this enables everything to go wrong, if it can it will, but the Thunderhaus can be on site or near site, or both, its not limited, and the best part , when your finished with it you can pack it away and take it to your next site and start again, I believe the Thunderhaus will be a rental option with the component’s being generalized, this will enable proven systems that have been perfected by the industry to be used across the Globe, and simply installed on the build site following a set sequence laid out by the Thunderhaus. Or “Thousands of Thunderhaus”!
Gary: What were some of the biggest challenges you are facing in the development of Thunderhaus, and how are you overcoming them to bring this innovation to market?
Paul: well, they still are, The Thunderhaus seems too easy, why hasn’t it been done before? And then people try and find reasons why it won’t work, they don’t like change, but that’s nothing New, however, something must change! The need for housing is greater than ever before, and without trying we aren’t going to know! I can find lots of reasons why it won’t work, but thousands of reasons why it will, I’ve been around the Block and construction particularly house building doesn’t appeal to the new generation of workers and site Life has to change, there are Thousands of young people that will absolutely thrive onsite and make a fantastic life for them and the people who the Build for, but they are not thinking construction as their first choice Why? Because getting wet cold and treated like shit isn’t for them, and its not for me it never has been and it never will, we need to Respect our young and especially our future trades people, without them our housing stock will perish and so will our economies, for too long has the Housing industry been left to stew in a mess created by non-industry pressures and that has to change. And I believe the Thunderhaus is a great start. But Who’s interested who’s listening who understands where to start?
Gary: Looking ahead, what future enhancements or additions do you have planned for the Thunderhaus system, and how do you plan to keep it at the forefront of site production technology?
Paul: Absolutely, I’ve started the imagination of some very clever people, and they are onboard, very senior engineers that took a while to get it, have got it, and they are joining the dots, I’ve been fortunate to work with some clever people, and that’s what gets me through the negative meetings, these people get it, they know it’s a Catalyst
system in every sense, what the construction industry doesn’t know is these teams have been looking for solutions for decades but you can have a clever factory somewhere producing magic, but the magic needs to be seen, and I think the Thunderhaus will be bringing the magic to your site! Just needs you to be on the stage. Gary like most innovations we will never know where it will end up or evolve, the World is full of smarter people than me and I cant wait to see what they can do with the Thunderhaus!
Gary: I can’t believe all the work and thought you’ve put into this innovative project and want to thank you for a great interview.