______________________________________________________________________________________________________________ Cavco
and maintaining a conservative balance sheet , which was to our advantage when the housing industry crashed in 2008 . During those challenging times , other larger and better-known manufactured housing companies ran into financial trouble , and we were subsequently able to acquire those larger businesses . In effect , the 2008 crisis kickstarted our growth and through a series of acquisitions , we were able to expand our footprint . We acquired a particularly good company that came with a large and efficient retail organization , enabling us to add retail to the scope of our operations . That company also had a lending segment , and a manufactured housing focused insurance operation . We currently cover a lot of ground , both geographically and in terms of breadth of business , and employ approximately 7000 people . Last year , we sold about 20,000 homes ; the production of which was spread across our 31 facilities ,” Bill explains .
Bill reveals that Cavco ’ s business philosophy remains an integral part of its continued success . “ At Cavco , we firmly believe that while our national scale enables opportunity , housing is ultimately a local business . Consequently , I would say that our approach is neither centralized nor decentralized . Most importantly , we are aware that every operation within the company depends on our people who are not just good operators , but excellent businesspeople . We empower our employees to make business decisions , which encourages
Serving the Manufactured Housing industry for over 50 years .
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