_______________________________________________________________________________________________ Harrison Homes
Teams try out tools for scheduling and communication. Client expectations shape the systems they install.“ Almost every house we build has an elevator in it,” he adds. Accessibility and system planning factor into early decisions.
Focused growth
Sustainability comes into play through performance. Envelope efficiency and system integration are now standard because they meet client expectations and help control costs.
People support the company through changing cycles. Many employees have spent decades here.“ We’ ve got carpenters that have been with us for 29 years,” James remarks. Their day-to-day culture reflects that tenure.“ It’ s very much a family culture. It’ s a good atmosphere. We laugh and joke together. There’ s no toxic environment at all,” James adds.
Leadership works the same way. James delegates authority to project managers and superintendents but stays involved in the outcomes. His hands-on experience across trades shapes the way he makes decisions and solves problems.
Looking ahead, James sees growth within the current model, not a change in direction. Harrison Homes will keep focusing on building one-of-a-kind homes rather than speculative builds.“ I see us growing, needing more project managers, more carpenters, and building more houses every year,” he predicts.
For James, the work stays rooted in the same process that shaped his career and now defines Harrison Homes- strong coordination across planning, labor, and client relationships, and the kind of work that The Waterfront House represents at its best. ■
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