BIA Online Magazine - April 2024

Nicole Murray BIASC Chair

Dana Kovach Kovach Marketing

Steve Murow Murow Development Consultants

Mike Balsamo Rancho Mission Viejo

JoAnne Williams JWilliams Staffing

Mike Battaglia The New Home Company

Energy Efficiency: A Vital Tool to Help Build the Clean Energy Future

California is a global leader in the effort to reduce the greenhouse gas (GHG) emissions that affect our climate.

Improving energy efficiency is a key strategy to help cut down on GHG emissions.

Dual-energy design, with natural gas and electricity working together to exceed green building standards and Title 24 code requirements, can be an effective way to achieve energy efficiency in a new home.

For today’s builder, constructing next-generation new homes with dual-energy design can both appeal to customer preferences for natural gas appliances and be a part of California’s GHG reduction strategy.

Plus, rebates and incentives are available now to builders of new single-family and multi-family homes who equip their projects with qualifying energy-efficient natural gas appliances through the Energy Efficient New Homes Program.

For more information, visit socalgas.com/EENH

We are the leading advocate for thousands of building industry leaders who are committed to a better future for California by building communities, creating jobs, and ensuring housing opportunities for everyone.

Our members include the smallest to the largest home builders, developers, contractors, suppliers and skilled labor representing over 1 million employees and 10 billion in annual revenues, making us one of the largest building industry associations in the United States.

WHO WE ARE WHAT WE DO

For 100 years, we have provided a collective voice in the public policy arena helping builders continue to do business in California’s complex regulatory environment.

BIASC.ORG

Elevate your career in 2024 with BIA! Elevate your career in 2024 with BIA! Join now for exclusive Join now for exclusive access to dynamic networking, invaluable mentorship, top-notch access to dynamic networking, invaluable mentorship, top-notch education, and limitless growth opportunities. education, and limitless growth opportunities.

Nicole Murray BIASC Chair

Jeff Montejano BIASC Chief Executive Officer

Our Industry’s Success Springs From Our Industry’s Many Great Leaders

Dear Members,

Welcome to the latest edition of our magazine, where we celebrate the leadership theme in Southern California’s dynamic homebuilding industry.

In this edition, we shine a spotlight on our industry leaders who are shaping the future of homebuilding in Southern California. From innovative design trends to sustainable building practices, their visionary leadership is evident in every project, pushing the boundaries of what is possible and setting new standards of excellence.

The stories and insights shared in BIASC’s magazine serve as a testament to the role our organization plays in supporting the homebuilding sector. They inspire, encouraging members to lead with purpose and passion, and highlight the tangible benefits of membership and active involvement in BIASC’s mission.

Through your continued support and engagement, BIASC is empowered to further its objectives, enhancing its capacity to advocate for policies that benefit the homebuilding industry. This collective effort, where each member’s contribution is invaluable, not only fosters a stronger industry but also contributes to the broader goal of building better communities for future generations.

Congratulations to our featured industry leaders and thank you for your continued support to our industry. Together, let us continue to lead the way toward a future filled with innovation, sustainability, and excellence. 

Warm regards,

Nicole Jeff

FQF ADVISORS

GEOGRID RETAINING WALL SYSTEMS, INC.

MCNAUGHTON PROPERTIES

RCCD, INC

Do You Want to Be a Leader? Look Inside!

The homebuilding industry and its association, the Building Industry Association of Southern California, are blessed by having an abundance of great leaders, and we have never lacked for inspired leadership over our Association’s 100year history. That’s a good thing, because homebuilding in California is a challenging business that’s awash with anti-housing regulations, unfriendly courts, powerful environmentalist lobbies, and overly abundant NIMBY opposition.

Maybe that’s precisely why our industry today has so many leaders of such great strength and vision. As the inspirational author Orison Swett Marden put it over a century ago, “Success is not measured by what you accomplish, but by the opposition you have encountered, and the courage with which you have maintained the struggle against overwhelming odds.”

Fortunately, one of the shared characteristics of strong and capable leaders is their desire to see others grow to become the next generation leaders, so for this issue’s special Inside Edition on Leadership that starts on page 13, we have sought out leaders in different areas of the industry, and probed into the secrets of their leadership success for the benefits of the broader BIASC membership. You will find 13-51 pages of evidence in support of that premise, as we posed seven questions each to six leaders to get deep into how they developed into leaders, and how they lead through a wide variety of situations those of us in homebuilding must

Craig Foster Chief Operating Officer/ Executive Vice President

confront. The six are: Michael Battaglia, Division President of The New Home Company, Mike Balsamo, Senior Vice President of Government Relations for Rancho Mission Viejo, Dana Kovach, CEO of Kovach Marketing, Joanne Williams, President and CEO of JWilliams Staffing, Steve Murow, President and CEO of Murow Development Consultants, and last but very much not least, Nicole Murray, Division President of Shea Homes.

I saved Nicole for last because she deserves special recognition as the BIASC Chair for 2024, which is solid proof of her considerable leadership qualities. We are only four months into the year, but under Nicole’s leadership, our staff and advocacy team have made significant strides with respect to our operations, membership, events and, as always, our strong focus on advocacy. She probably would rather that we had picked someone other than her to include in the article, but with apologies to Nicole, what could she expect, given that she is such an effective leader both at Shea Homes and at BIASC?

As always, it is a great pleasure to produce Southern California Builder since each issue captures a snapshot of a dynamic and essential industry at that precise moment in time. Thanks to the abundance of capable leaders that we have, you can be assured that every forthcoming issue of this magazine will be filled with stories about the amazing people of our homebuilding industry, and their inspiring accomplishments. 

Southern CA New Home Market

Q1 Marks a Promising Start to 2024

Despite ongoing affordability challenges, the new home market began the year with strong sales reflecting renewed buyer confidence. Housing demand and supply conditions remain favorable as unemployment remains low and new and resale supply is limited. New home sales have also been boosted by builders’ ability to offer below-market mortgage rates. In addition, most new home projects are selling at price points that are near the median price in the market.

• New home sales in Southern CA averaged 3.9/ project/mo in Q1 which was similar to 2023 (3.8) but well above the 2016 – 2019 average (3.1/ mo/project) for the same quarter. Orange County continues to outperform all markets with an average of 4.5 sales/project/mo in the quarter, with the Inland Empire just behind with 4.2 sales/project/mo.

• Cancellations averaged just 10% in Q1, down slightly from a year ago. A cancellation rate in the 10 – 15% range is considered typical. The 2016 –2019 average for Q1 was 15%. Orange County had by far the lowest cancellation rate in Q1, averaging just 5%, followed by Los Angeles at 9%.

• There were just 477 active new home projects in the region as of Q1, which is a little more than half of the historical average over the last 30 years. Project counts are also just a fraction of peak levels in 2006 and 2007 (1.6K+). In addition, the number of projects in the region has changed very little since mid-2022 when mortgage rates started rising. Near record low project counts in the region have contributed to strong sales and stable pricing. 

Clarity Real Estate Advisors provides real estate decision-makers with research-based insights into market dynamics and product trends.

Adam Artunian

THE LEADERSHIP Edition

Leadership is about taking risks and challenging the status quo. Leaders motivate others to achieve something new and better!

Seven Questions About Leadership

Answered by Nicole Murray, BIASC Chair and Division President, Shea Homes

Nicole Murray has been in the homebuilding industry for 20 years and has held the title of Southern California Division President for Shea Homes since 2020, following positions as division president of Taylor Morrison, Chief Operating Officer of John Burns Real Estate Consulting, and positions with The Fieldstone Group of Companies. She is the current Chair of BIASC’s Governing Board.

#1: Can you remember when you first saw yourself as a leader?

I’ve been involved in leadership roles throughout my education and that carried into my professional career. The point in time when maybe I first saw myself as a leader was actually pretty funny. It was in seventh grade, and I was going to a tiny parochial school in the Bay Area when the kids in the class all decided we wanted to have a dance, but nobody wanted to talk to Sister Marie or Sister Madeline, who were all of five feet tall and super scary. The class decided that I was the best person to go in and convince Sister Marie and Sister Madeline that we should be able to get a dance. I don’t know whether my classmates thought I was the best person or whether nobody else wanted to do it. I proved victorious in getting the dance approved by the sisters. But more seriously, I

Murray BIASC Chair

always wanted to be involved in some kind of leadership capacity, whether that was at my college, or Shea Homes, or the Building Industry Association.

#2: What was your leadership journey, from youth through your current position?

I was involved in student government, and I held leadership positions in my college sorority. Greek life isn’t naturally what comes to mind as training for leadership, but you have to manage your peers, a budget, and risk – a lot of risk because it involves a bunch of 18 to 22 year olds together. When I look back on where I learned a lot about leadership, I realize that it was often in those educational opportunities that best translated into my professional life. Then, following business school, I took a job in home building in 2004 because it seemed like a good industry to go into at that time. Little did I know what I had in store! But I have been fortunate to work for great companies over the past 20 years where I’ve been given various leadership opportunities and have tried to make the best of them.

#3: Who were your leadership mentors and what did you learn from them?

Nicole

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I have been privileged to learn from so many individuals by working for organizations that have valued people and culture, including the company that I work for now. When you’re in those types of environments, you are surrounded by people who you can look to for leadership skills. I have learned that if you are proactive in working to solve problems in your organization, more opportunities become available to you if you put in the effort and learning along the way. I’ve been fortunate that my employers have always invested in me and given me chances to learn and grow.

#4: Did you have to change your leadership tyle with COVID and all that followed?

I started as Division President at Shea Homes in May of 2020, which proved to be a very interesting time to start at a new company. I don’t know if it changed my leadership style as much as it forced me to apply my existing leadership style in an intense and polarizing time. It required a lot of sensitivity to meet people where they were on this personal issue while at the same time doing the best thing for the organization and move the business forward. It was a time of a lot of uncertainty

and challenges. Fortunately, the housing market continued to be very strong against a backdrop of a lot of crazy things. Also, we had great support from the BIA in helping us work with municipalities and provide much-needed information and guidance.

#5: Do you feel that women in leadership positions need to take a different approach than men in leadership positions?

Whether you’re a man or a woman, I think the best thing that a leader can do is to bring their authentic self to leadership – whatever that looks like for you. I like to look to coaches, because regardless of the sport, they have a lot to teach us in terms of leadership and moving a group of individuals to a collective goal. To use a football coach analogy, my style is a little more Pete Carroll than Bill Belichick. If I tried to be Bill Belichick, I think that wouldn’t be authentic to who I am and wouldn’t be particularly effective. You need to take your own personal style and figure out how to make that work, and that transcends gender, age, and whatever else that’s before you as a leader. To me, it’s all about figuring out yourself as a person and how to best use those traits to lead a team.

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#6: How do you foster a positive and inclusive work environment?

I find that most companies in our industry are working to foster a positive and inclusive work environment. It has been great to see the diversity at the BIA events over the years. Within companies that I have worked for, I try to ensure that everyone can have a voice and understand how their role ties into our organization’s purpose. When people have a sense of purpose about what they are doing and about how what they do contributes to the larger organizational goals, and even the larger societal goals as is the case with homebuilding, then individuals, organizations and companies can do amazing things.

#7: Do you have a favorite quote that inspires you to lead more effectively?

I try to draw inspiration on leading more effectively from reading business and leadership books. One of the books that I read a few years ago that has been impactful for me is Dare to Lead by Brené Brown. She starts the book with “The Man in the Arena” from Theodore Roosevelt. The speech talks about the man in the arena, who is alone in front of all the critics and nay-sayers because he chooses to lead. One of the things about leadership is

that it can often be lonely – you are alone in the arena –so anybody who’s in or pursuing a leadership role needs to get comfortable with that idea. There are going to be critics, but if you are the person in the arena, then you keep working hard, you keep pushing forward, and you keep adding value, because you have belief and conviction in the direction you are going. 

Why Is It So Hard To Get To This Moment?

All you want to do is help people live the American Dream.

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Whether it’s NIMBYs in the Council chambers or seemingly inflexible regulators, call me because I have the best win/loss record in California public affairs.

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• Regulatory Comment Letters

• Op/Eds and Media Relations

BIASC Summit: The Future of Real Estate & Sustainability

B I A S a n B e r n a r d i n o C o u n t y & B I A

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Join we discuss: w y working on as it pertains to residents and issues around housing & infrastructure state mandates and how our industry can help Measure A and its placement on the fall ballot

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Mayor Bill Zimmerman City of Menifee

Mayor Bridgette Moore City of Wildomar

Mayor Steve Manos City of Lake Elsinore

Seven Questions About Leadership

Answered by Dana Kovach, Kovach Marketing

Since 1992, Dana Kovach has led Newport Beach-based Kovach Marketing, which provides insightful branding and marketing solutions for a wide range of enterprises – but always with a core focus on the homebuilding industry. As the leader of a client service creative business, she shared her insights on leadership with Southern California Builder.

#1: What path did your journey into leadership take?

Following my graduation from the University of Colorado with a degree in business, inspired by my leadership roles in the Delta Gamma sorority and by my professors – particularly in the area of research – I considered making Boulder my home. As beautiful as it is, it was just a little too quiet for what I needed then. Soon after returning home to California, I accepted a position as a consumer research analyst with the LA Times, and a year later moved back to Newport Beach as an analyst for Walker & Lee, a full-service real estate firm; this is when the new homebuilding industry bug bit me.

Following my time there, a group of us left to start our own company, Developers Research. I was responsible for new business development but was soon looking for a new opportunity due to the dynamics of the industry and the 1982 recession. Staying strong and working weekends, I was introduced to Bob Hubbert. He appreciated my work

ethic and quickly asked me to join his advertising agency. Since then, with my background in research, I’ve carried the banner of creative intelligence forward because, without the intelligence, you can’t put together the right creative solutions – that concept of creative intelligence has been at the heart of my approach to business and has influenced my leadership style since1990, when Hubbert decided to retire and offer me ownership.

#2: How did your approach to leadership evolve over the years you’ve led Kovach Marketing?

When I became owner of the agency, we rebranded and were soon faced with another roller-coaster year in 1990. At that time, I quickly learned that one part of leadership is recognizing when you must downsize. By the end, I was in tears because there was so much talent in front of me, and the market didn’t care. Then, with those who remained on the team, I maintained strong relationships with all my clients and did not lose one through the downturn. I was so grateful for the support from our clients, some of whom, like Shea Homes, we still work with today. I credit that to always being honest and transparent, no matter how vulnerable I felt. I had never owned my own business, so I had to learn the ins and outs as I moved forward, and what it came down to was appreciating the talent around me, listening to them, empowering them to bring new ideas to the table and to look outside of our industry and bring the lessons they learn forward.

Patience is another leadership trait I have strengthened over time. In a business like ours, jobs must happen on time – especially in the fast-paced new home industry, where the dynamics can change every seven days. Thoughtful solutions are critical, so it is important to apply the level of patience needed to allow the best to come forward. From the challenging times of the 1990s and again during the last recession, the Kovach Marketing team has built the business

Dana Kovach CEO Kovach Marketing

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to what it is today, and I want to stress that I could not have done this alone. It’s all about community, colleagues, friends, and family.

And finally, one of the biggest lessons I have had to learn is when it is appropriate to let go of the reins. I am blessed to have a strong team of leaders that make a difference, and my goal is to empower and allow each of them to grow and become stronger as individuals so the leadership mantle can be passed easily.

#3: Do women in leadership positions need to take a different approach than men in leadership positions?

I think this is an interesting question. I was taught at a young age, “You can do anything you want to do,” and never really focused on leadership differences because of gender. I am part of several women’s leadership groups; I’ve talked with and listened to women about their journeys and have learned about their challenges and opportunities. As a woman, as someone empathetic, I recognize people for who they are, their talents, their strengths, their history, and not their gender. Is my leadership style different because I’m a woman? I would say yes, and it’s evolving daily because of the women and men I surround myself with.

#4: Is your leadership style different in any way because you are leading “creative types?”

My business is curiosity-driven rather than numerically driven. While we are very keen about our metrics and concerned about results, I would not say we are a numbersdriven business. We consider how people live; we’re curious about the tools that people use today to answer their questions and to find what they are looking for. What is important to them? Our home buyers are not looking for a builder that’s going to close 500 units; they’re looking for a builder that is listening to the way they live.

It is my responsibility to take that curiosity and nurture it, but also to recognize that as curious people, we can go down all kinds of bunny trails. I need to lead by example, show how to be positively curious, to know what it is you’re looking for … this a special process of understanding the customer at a nuanced level and allowing that insight to drive the creative expression. I help direct the team to listen to their clients, analyze market trends, and develop comprehensive programs to fully achieve their goals.

#5: How do you inspire your staff to anticipate and respond to client needs?

It is very important as a marketing firm to anticipate and bring solutions to the table before they’re asked for. To do that, you must assume the position of “marketing director once removed.” You need to act and feel like you’re a part of the team. If the team notices traffic has dropped off at one community, we mustn’t wait. The team needs to talk to the client about what we can do to reignite the energy today. As a leader, it’s my job to encourage this level of engagement; we can’t sit back and wait until we’re asked for solutions. It doesn’t work if we assume the role of a consultant on the sidelines, so I urge my team to remain connected, build a library of relevant resources and act quickly and effectively.

#6: How do you lead through downturns?

When going through the changes we must go through in difficult times – reducing the staff, reducing the overhead, making shifts to continue working – I realized that the executive leadership model is one of the most influential models we can have. It allows us to build our management team and expand using subcontractors based on our needs. Our strategists, writers, art directors, videographers, and social media leaders have their strengths, and we must assemble the right team for each opportunity. For example, some of our writers are great advertising writers, some are better storytellers, or they’re romantic writers. Our business model allows us to bring in the best person for the task at hand, rather than feeling obligated to give that job to a staff member who may not have the strength needed. It’s a win for me because I sleep a little better, and it’s a win for our clients because we assemble the right team for each assignment, and each creative gets to work on the assignments where they can excel. But not every task can be handled that way, so I also have a fully staffed production studio with exceptional designers/production artists.

#7 Do you have a favorite quote that inspires you to lead more effectively?

Yes, and it’s very simple and applicable in a business where the demands are high, and deadlines need to be met: “Let’s make it happen.” 

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Seven Questions About Leadership

Answered by Steve Murow, Visionary & CFO Murow Development Consultants

Like many of the employee/owners of his 90-person team, Steve Murow has experience providing hands-on service to developers and homebuilders at every stage of the development process. He created Murow Development Consultants to provide construction management services, contract administration and claims mitigation for general engineering contractors, municipalities and builders. Murow offers expert witness and litigation support services through DIRTONU, Inc.

#1: Were you an early bloomer as a leader or did you grow into it?

Very early, due to a life-changing experience at age five back in 1961, when I was struck by lightning. Lightning hit our house in South Chicago, arced between two GFIs, and hit me in the back of the head. It took me two years to regain my speech, with me going to speech class at the University of Chicago and daily in grade school while the other kids were at recess and lunch. In kindergarten I could not speak but I could point, and I supervised the building of one of those

cardboard box towers by pointing and getting people in order. And I knew then, you know what, I’m a leader, I’ve got a quality here. As I got older, we would play build ice forts, and I was a leader and supervisor of our building activity. When I turned twelve, I would knock on doors to shovel snow for $2.50 a walk and driveway, and I never shoveled myself – I had a group of buddies that did the work. I made the deals, and then I split up the money. It was the same thing with Christmas caroling, which was funny because being Jewish, I didn’t know the songs, but I knew if we went through the neighborhood, we could make some tips and get hot chocolate. I would knock on doors, introduce the carolers and raise the money. When I came home after my first year in college, I got a great job as a bus boy at a country club. By the end of my first shift, I became the expediter as I figured out how to take the orders from the chefs, put them on the trays for the young waitresses and send them out. So, I just always took the lead. It wasn’t something I learned. And of course, through my career, even up through getting a master’s degree at age 65 in organizational leadership, this trait has always been with me.

Steve Murow Visionary & CFO Murow Development Consultants

#2: Does your company’s “Do what is best and right” approach influence your leadership style?

It’s one and the same, it goes hand in hand. I put integrity, honesty and doing what is right in the forefront of every decision. This is passed on to every employee as stated in our core values. And as Martin Luther King said, “the time is always right to do what is right.” I could be at a stop sign at 3 in the morning with no one around, and I will stop, count to three, then go. That’s the place my leadership style comes from.

#3: How does philanthropy and giving back fit into your leadership style?

We have a culture I built at the company that we call, “Caring and Giving while having FUN.” And we make it fun. I’ve got 90 employees, and I serve as an example of how to give and how to care. And it doesn’t take a lot of money – as a matter of fact, if you don’t have any money, you can volunteer and give your time. If you have money, then hey, that’s great. When you can do both, man, that’s a blessing. And that’s how I run the company. It’s really built into me from growing up with my parents that, even though I lost my dad very young, it was all about the give back, all

about the helping others. And if you’re someone who gives, it makes people more accepting of following your lead, as do the concepts of listening and respecting: listen to everyone, show respect to everyone, then they see that as authentic leadership, they respect it, and they want to be part of the team.

#4: Is leadership different in any way since your company is employee-owned?

We’re not even two years into it, and there has been no difference. It bothers me a bit because I thought that once we went ESOP [Employee Stock Ownership Plan] and everyone was an employee/owner, then everyone would go crazy over generating revenue. I haven’t seen much of it, so it hasn’t really changed my leadership style. But what I’ve had to do is coach some of our employees to show them that because we’re an ESOP, we still have a board of directors, we still have officers, we still have a CEO and a president –and they could be that person. Being employee-owned can be seen as just another benefit, but it’s not one that you have to wait until you’re 65 to realize – even if you’re just 30, you should be able to see the benefit of pushing harder to build up the company.

#5: How do you achieve cohesiveness and inclusion in a company that has so many specialties within it?

We have eleven different divisions among 90 employees, so this is something that is very necessary. One way we do it is to make work fun. And it always gets back to respect. I won’t tolerate any disrespect of anyone within the company. The only time I get kind of mad around here is when I have to pick up paper towels off the bathroom floor or I have to wash dishes in the sink, because that’s when someone isn’t showing respect to the others. We aren’t big on competition between divisions, which some companies do to build team spirit, but we are big on cross-selling. Say that a client wants us to do the bid process, manage the job, do the labor compliance, and do the reimbursements. So, we have four divisions that are all proposing on the same project – well, we then work to build the teamwork spirit up by seeing if we can bring in some others. If they don’t have a dry utility consultant, we have that; throw them in the proposal. Cross-selling is all about working together, and we want very much to work together. Our company may have a different structure than most, but I think most companies can find a way to do something like that.

#6: As the head of a client service business, how do you inspire your staff to anticipate and respond to client needs?

It requires plenty of reminders about doing it right. Phone calls and emails must be returned. If I find out something didn’t get returned before someone went home, then they will definitely be reminded. It’s maddening because as an

expert witness, if I get a message and don’t respond back until the end of the day, they have already hired a different expert because they’re just going through the book. So, good client service starts with an immediate response, and it’s the same thing with the deliverables. I encourage the mindset that if you tell someone it’s going to be there by Tuesday at 5:00, you make sure it’s there Tuesday before 4:00. We keep those reminders coming, and it’s reiterated to the directors who reiterate down to their staff. In client service, you should be very uncomfortable if you’re making anyone wait.

#6: Do you have a favorite quote that inspires you to lead more effectively?

I have two that go together. First, “When preparation meets opportunity, you get good fortune.” When I speak to middle school, high school and college students, I tell them to be prepared and be ready, because you don’t know when or from where that opportunity is going to come. And second, “Money chases value.” Don’t worry about the money, just create the value. Get a job, give them 125%, be the best there is, and the money’s going to follow you. 

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Seven Questions About Leadership

Answered by Mike Balsamo, Senior Vice President, Governmental Relations Rancho Mission Viejo

Mike Balsamo built his leadership skills by experiencing homebuilding from all sides, working as a project manager for Lennar, then as a land use planning manager for Orange County, then by serving as CEO of the Orange County Chapter of BIA & BIASC, and now as Senior Vice President of Government Relations of Rancho Mission Viejo, where he oversees all the governmental and regulatory approvals needed to realize the build-out of that 23,000 master-planned community in South Orange County.

#1: What has your varied background taught you about leadership?

I think the major take-away is that generally speaking, all people are the same. They’re looking for their opinion and their perspective to be valued, and to be treated with respect. No matter what their profession is, whether it’s public sector or private sector, people are trying to pursue their goals in their particular career, so it’s important that we always listen to what they’re trying to say. We have to try to understand what their objectives are so we can try to find solutions. I think that applies in any line of work that you might pursue.

#2: How do your leadership qualities influence your work with regulatory agencies?

It comes down to respecting what their boundaries are, what their objectives are. Sometimes, what our team’s objectives are with our development project versus their regulatory framework may come across as a confrontational situation, but I find that most of the time, it’s not malicious by either side – we are all just trying to do our jobs. So, in a

case where an agency isn’t providing options or suggesting alternatives that might help to solve a problem, then it’s incumbent upon us to present ideas to them and say, “Well, I know that you are asking us to do this, but what if we could propose a different timeline or a different way to approach something?” What I find is that if you can at least get the conversation going so there’s a dialog, and if you have patience, you’ll eventually get to a compromise. Regulatory agencies also have goals of taking a matter to closure; it’s just that their timelines tend to be on a longer-term trajectory than what we have in the business community. So, part of leadership is getting started early and thinking ahead about what your options are to find a win/win solution, as opposed to holding hard and fast to an “It’s our way or the highway” approach. In our industry’s situation, government has the ultimate upper hand, we need their approval to implement our projects, so you have to lead from that perspective.

#3: Did your leadership at BIA help you in your transition to the role you have at RMV?

Absolutely. I think my time at BIA really helped me find my voice in terms of being an advocate for the home building industry. It gave me a strong platform to be vocal, to be bold, about whatever the public policy issue of the day was. In

Mike Balsamo Senior Vice President, Governmental Relations Rancho Mission Viejo

transitioning to Rancho Mission Viejo, the political issues are not dissimilar. We deal with elected officials and regulators as well, but the difference is that at all times we have to preserve our relationships. We are playing the long game. We own a discrete land area, with a set group of public agencies that we will be dealing with for years, so we’re always looking at the 5, 10, 15, 20-year horizon. We think about how we are managing those relationships, because it really is a relationship. It’s understanding those officials on a personal level to the best you can. And so, I have to be more measured here at Rancho Mission Viejo than I was at BIA. We genuinely seek friendship with everybody that we partner with.

#4: What strategies do you use to motivate others?

I only have three direct reports, but we contract with many more – civil engineers, architects, government relations firms, you name it. So even though I don’t have a direct

supervisory role over that many employees, I definitely have a leadership role in terms of working with our whole team to crystallize the direction that we’re going in with any given element of our operation. Whether it’s with my staff or with consultants, I rely a lot on positive reinforcement. When someone does a good job, even in a small way, I never let it go unmentioned. I always try to say thank you, whether that’s by email or in person. You can’t show enough gratitude when people are doing a good job. It may sound Pollyanna, but I think that’s the number one way to motivate. Number two is giving those folks the rope to do their job, meaning empowering them, enabling them to work independently to try to achieve an objective. That doesn’t mean casting them out alone; it means paying attention, listening to the day-to-day challenges they’re having on that problem, helping to steer it and guide it, but not pressing every little button on how to get there. So, it’s a balance. I shy away from suggesting to someone that they do something that I haven’t had the experience with myself because leading by example is key. I would never ask one of my team to do something that I would not attempt to do myself. That said, if that person is working on an issue for a while and we’re struggling to get where we need to be, I will engage and help. In that way, we’re trying as a team to solve our challenges.

#5: What are the toughest challenges you face as a leader, and how do you respond to those challenges?

In our context at Rancho Mission Viejo, we’re trying to provide first-time homebuyer housing opportunities, and

we’ve been tremendously successful at doing that –providing attainably priced housing in coastal southern Orange County. That’s really amazing, and it’s making us push the envelope in terms of density and urban form in a semi-rural or suburban context. We see, as Larry Webb would say, the nobility in that. Unfortunately, our public agency partners sometimes lose sight of the big picture. The most pressing challenge that we’re having is getting some of our public agency partners to accept responsibility for longterm ownership and maintenance of infrastructure. We are essentially building a city-scale plan – sewer, water, roads, flood control basins, water quality facilities, power utilities, fire stations, parks, public schools, et cetera. Developing public infrastructure is a huge responsibility. At the end of the day, the homebuyers that come to our communities pay property tax, sales tax, income tax etc., and expect the public agencies to appropriately own and maintain the public infrastructure. Another major challenge of late relates to the property insurance crisis in California. Due to external issues unrelated to the homebuilding industry, the State’s large insurance carriers are at an impasse with State regulators. We are working with our CBIA allies and other coalition partners in Sacramento to press for reforms to stabilize the California insurance market. Being a leader at times means

stepping up to help solve new and unpredictable external challenges.

#6: What advice do you have for those at the start of their careers who see themselves as future leaders?

The first thing that I try to teach is developing selfawareness – understanding who you are and what your strengths are, and recognizing the areas of your skillset that need enhancement. You have to put in hard work if you want to succeed in this industry; there are no shortcuts, there is no substitute for grinding. Years ago, it was taken for granted that when you’re a young person, you have to pay your dues and you have to be patient. Those are traits that we need to continue to foster in today’s younger generation. In terms of your career track, you need to be willing to take some risks and make changes periodically. Sure, you can get with one company and stay there for 20 or 30 years and achieve success, that is certainly possible. But my personal experience has been that as you make strategic moves periodically in your career, being in different niches, going from public sector to private sector or the other way around (as one example), you are in a position to lead later on because you are more well-rounded – you have a broader vision and can draw from a more varied experience.

#7: Do you have a quote that inspires you to lead more effectively?

Yes – it’s a prayer, actually. If I get in times of stress, it’s one to remember because it always helps. “God, grant me the serenity to accept the things I cannot change, the courage to change the things I can, and the wisdom to know the difference.” 

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Seven Questions About Leadership

Answered by JoAnne Williams, CEO/CA Broker JWilliams Staffing

From a start as a new home sales manager, JoAnne Williams became Vice President of Sales & Marketing for Costain Homes, and often called on a temporary staffing agency for extra help. Dissatisfied that many of the temps she hired weren’t trained to excel, she took out a home equity loan and set up the first office of JWilliams Staffing in her garage. Now, 20 years later, the company has launched some 26,000 careers in the real estate industry.

#1: Did growing up as one of eight children in rural South Dakota influence your leadership style?

Yes! We were on a farm 20 miles from town, and in that rural environment there is a work ethic that’s no joke. There’s so much to be done, and especially in large families, it takes a lot of hands to get it all done right. Growing up in such an “all hands-on deck” mentality leads to a disciplined lifestyle of chores before play, and if one of us finished their chores, we were expected to help a sibling finish their chores, because at some point you will be the one who needs help – its basic teamwork taught from a very early age. Growing up in an area where the socioeconomic landscape is flat influenced my values forever, particularly about integrity. Being known as an honest person of integrity is a big measurement of who you are; if only it was more widespread in business.

#2: How did your experience in home sales management prepare you for leadership?

I was in sales and marketing for ten years, and that’s an experience and work environment that conditions you for many management responsibilities. First, it’s incredibly dynamic. As a manager, you have different salespeople who can all be successful, but they all have their own style, so you need to understand people – I mean, really understanding how you can influence different people’s performance and motivate them based on what matters

JoAnne Williams CEO/CA Broker JWilliams Staffing

most to them. And the other thing is, in homebuilding, there are many factors beyond your control: global and domestic economic factors in the market, the interest rates, supply chain, and all that. At the same time, you take what you have and work with it, being creative in our offerings, with influential marketing. Over those ten years, I learned so much about managing people that I wasn’t intimidated about starting a company and managing the larger staff I have now.

#3: Training temps to be highly effective must be challenging. How do you approach it?

JWilliams Staffing is a people business; people are our product, so it’s not perfect, but you can do everything in your power to get as close as you can to excellence. I worked for a very short time for another temp agency and realized in their eyes, the value of the temp employee was purely to satisfy the needs of the temp agency, but I felt

a responsibility for their career progression. That’s why I started my company, because I wanted to be more involved in determining how we can make it a win-win for everyone. And we’re still doing that 20 years later! My team and I lead with purpose, and the culture is very purposeful. We hire 250 people a week sometimes, more than 2,500 people a year, and in our onboarding, every one of our 13 managers has a phone call with that new hire and talks with them about what’s important to them. We don’t treat them as interchangeable. In staffing, statistically, there is a lot of turnover but our managers, some of whom have been with me for eight or ten years, love the idea of coaching someone who’s been hired and asking, “What’s your background? What is it you desire professionally?” Next, the temp is asked to call their division manager following their first assignment to discuss how it went and whether our training prepared them for their first day. These special touches build loyalty to the JWS brand, which is important to me because when I started my company, I wanted to be sure that I was organically growing a client base through people that I was helping to be successful in the industry. For example: If we find you work with a builder, you might be a junior salesperson today, but you may be the sales manager or the VP of sales in time, and I want you to look back on your experience with us and say, “Those guys really did right by me, so I’ll return the favor.” And we have grown our base that way.

#4: How do you build a culture of trust and support in your company?

We have six core values that are our guiding principles: Integrity (of course). We are the only staffing firm that I am aware of that guarantees our service. Professionalism (our brand is known for it); Safety (important to our clients and important to us); Learning and Sharing (what you learn teach to others – be a mentor); Performance Driven (Do your best work and If somebody needs help, help that person so we all win together); and Community Giving (philanthropy is a part of who I am and we allow everybody the opportunity to do charitable giving). Plus, everybody within the corporate structure, about 50 of us, is in a leadership development program, and the executive-level managers have private coaches. So, we learn as a collective group about emotional intelligence, communication styles, leaning into somebody’s different style and then, appreciating one another’s differences that way. Once a month we have a live session with table talk about real examples. It’s a safety circle so you can grow in your leadership and develop your skills with JWilliams.

It’s so rewarding to see talented employees reach new levels. Most people have to just figure it out when they are promoted to a management position, but we give them guidance so that in the end, we are growing leaders and even entrepreneurs. Last year, we promoted eleven

individuals at corporate to a higher level; we invested in their leadership abilities and they’re amazing. For many reasons, we have been recognized multiple times as the Best Company to Work For and “Most Loved Workplaces in Orange County.”

#5: What advice would you give to aspiring leaders in the homebuilding industry?

First of all, I love the home building industry! I would encourage them to pursue their dreams in our great industry. Be curious, be flexible, ask a lot of questions and get involved. There’s so much support within the homebuilding industry – it was there when I started as a young professional and it’s there today … even better. NextGen and mentoring programs have been formed so that anyone interested in a homebuilding career has a clearer path. And of course, I would tell them to get involved, go to meetings, and get to know people. That’s how you start to build your industry network.

#6: How do you maintain the fire that’s necessary for strong leadership?

Working with professionals who are enjoying the leadership development process is very rewarding and very energizing. I learn a lot too from each one of them … there are so many points of view that can be considered in setting new policies or starting a new service offering. Fortunately, we all think outside of the box about how to bring more value to our clients. We are not afraid to try new things and be the disruptor in the marketplace. It’s a dynamic and exciting business and we all love what we do. We celebrate our individual and collective wins, especially at our Annual Summit where we recognize excellence, vote internally for “most likely to” awards and present our JWS Annual Service Awards.

#7: Do you have a favorite quote that inspires you to lead more effectively?

It’s simple, about not getting wound up over the small stuff: “Things have a way of working out.” Take a deep breath, things do indeed have a way of working out – if it’s not right now, and the answer’s not there, then we’re not at the end yet. It helps remove some stress. 

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Seven Questions About Leadership

Answered by Michael Battaglia, Division President, New Home Co.

Fourth-generation homebuilder Michael Battaglia started his career at his father’s company with an ambition larger than that company – to be a division president of a respected homebuilder. After six stops, including William Lyon Homes, Taylor Morrison, and nearly 20 years at Standard Pacific, he achieved his goal at New Home Co. He also has been a chapter president at BIA, and board president of BIASC, as well as chair of the BIASC Political Action Committee. Should include chair at CBIA as well

#1: What was your leadership journey, from youth to your current position?

Well, it started in high school when I was playing baseball. I love baseball and have been playing baseball since little league, and in high school, I had a wonderful coach named Mickey McNamee. As any high school teenage boy would have, I had some ups and downs in baseball, with the scholastic part of it, and with girlfriend stuff. He was always there and brought me to focus just on the person, and on leadership for the team – Then I went to play for another great baseball coach, John Scolinos at Cal Poly Pomona. He was all about the person – who you were and how you were going to grow into a real leader on and off the field. He got us into visualization, not just visualizing a baseball situation, but how you were going to act in a business setting, or in a family setting. He taught me much more than that, but visualization set me up from that point on. I visualize everything that I’m doing – whether it’s discussing how we’re going to go from raw land to houses, or scenarios within the division when we’re dealing with a problem. When I was interviewing with Scott Stowell at Standard Pacific in 1998 for a project manager position, he asked me what I wanted to do in the business, and I told him what I was visualizing: I wanted to be a division president someday. Being a division president has been my focus since I started working for my father. My most inspirational boss, Todd Palmaer, really changed the trajectory in my leadership journey. He encouraged me to read about

Michael Battaglia Division President New Home Co

leadership and watch how other leaders lead. Leadership isn’t about what you technically know, it’s how you inspire others to perform, encouraging by celebrating success and recognizing others, aligning actions with values and company expectations, and collaborating with and empowering team members so they innovate, learn and improve.

#2: What is your leadership style?

I’m very collaborative. There are times where you have to step in and make the decision regardless, but I value the people that are sitting around my management team table. There are so many different viewpoints, so many different experiences and specialties that these people have. I don’t know it all, and some of the times I can make a better decision by knowing what another outcome might be. So, leadership can be nothing more than sitting around the table with them and getting their input before making a decision. It’s not hands off – it’s a collaborative role together. It’s about us making the right decision with the right information, because when you’re meeting with each person individually, everybody’s pitching their piece. But if we’re all sitting at the same table, it’s a positive collaboration.

#3: How did you prepare yourself to take a leadership position at a company that has had such storied leaders?

I’ve looked up to Larry Webb over my career knowing Larry and the way he focused on culture, and how the team was when he was here, it became important for me to keep the culture, especially knowing that New Home Co is going to be different as a private company with new ownership and leadership. Culture is the people, and we’ve got so many great people, many that wanted to stay and be a part of this as we’re expanding in a big growth trajectory to become a much bigger company. So, I take leadership from what I know from the people who were here before and the culture they had, and marry it with what I know and what our plans are, and you know what? Our new business is going great. The pressure’s always on – somebody said they felt sorry me because of the pressure, and I said, “Don’t feel sorry for me. I chose to do this.” I love this. I love the challenge that’s associated with the position, and I love the people and what we’re trying to do here.

#4: What are the biggest challenges facing the industry’s leaders today, and how do you face them?

Right now, insurance. What’s going on with insurance? We know that the codes are ever changing, and we have utility company issues left and right up and down the state. How are we going to get electricity? With all the policies the state has put into place, Edison is now telling us they don’t have enough power for us. There are too many different directions being taken, too much legislation that’s being passed with no one checking in with the people who are going to have to implement it, and the people who are going to be regulated by it. We have more educating to do than ever before.

#5: Do you address your leadership role at the company and your leadership role at BIA differently?

I loved this question because they are so different. In the business, we’re so focused on accomplishing our plan and we know what we set out to do every year, we know the metrics, we know how to do it, and we know how to get there. It’s all predictable. What our BIA leadership deals with is like a shotgun, with lots of things coming at us very quickly. We do have a great group – the core people, the stakeholders of BIA – and we’re all aligned, but everything is flying towards us from every different direction, whether it’s a code change, or a bill that’s coming through the legislature, or a decision from the insurance commissioner or the local water district. It’s like we’re playing whack a mole all the time. It’s very special that we have people who volunteer for BIA leadership, who care immensely about the industry. When we’re all together, we’re all pushing the same

direction: We want to build housing, attainable housing, to shelter people. We are providing something very special. With BIA, I want to be able to help make the change and educate legislators on what we really do, because as Tom Gable has said, “We don’t have a housing crisis, we have a policy crisis.” Yes, and in my view, a lot of things are done just to put Band Aids over things to make them look good.

#6 What do you do to inspire the best out of people?

I think this is probably better answered by the people who work here, but what I try to do is give them a voice. They’re a part of this management team and I want to foster them.

If, at the end of the day, my legacy is to have fulfilled what I’ve promised our company about growing this division to where we’re building 1,000 homes a year, that’s just part. The other part of the legacy that I want to leave is that I’ve helped to grow everybody here to be the next level leaders. This is a cool story: Sean Doyle worked for me for 15 years at Standard Pacific, and I helped mentor him to bring him up, and now he’s a vice president at Taylor Morrison. And my son is now working for Sean and being mentored by him –it’s this whole Hakuna Matata thing, right? If your goal is to build the next set of leaders, then you’re going to be getting the best out of your people, because they’ve been given the opportunity to excel. I love sitting down with the new, young ones and just talking to them about what their career looks like to them, what it will take to get there, and that a part of that is having patience.

#7: Do you have a favorite quote that inspires you to lead more effectively?

Yes. “As far as we seek, can we go. As much as we dream, can we be.” This was on a poster of the space shuttle launching off the pad into the sky that I had in my bedroom as a teenager. I took it with me to college, because really, how do you wrap your brain around how all those people come together and built that machine that’s going to space? It applies to so much! 

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Menifee City Hall

BIASC Greater Sales & Marketing Council Networking Event

Thursday, June 15, 2023

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BIASC Council on SAGE Awards Thursday, April 25, 2024

BIA Orange County Annual Baseball Night

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Monday, May 6, 2024

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BIA Orange County Chapter Golf Tournament

BIA Riverside & BIA San Bernardino Mid-Year Economic Forecast

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Thursday, May 16, 2024

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BIASC Greater Sales & Marketing Council Networking Event

Industry Hills Golf Club at Pacific Palms Resort

Wednesday, April 19, 2023

To Be Announced

BIA Orange County Baseball Night - Angels vs. Padres

Wednesday, June 5, 2024

Angels Stadium in Anaheim

April 2 0

BIASC Special Evening with Industry Leaders

BIA San Bernardino County & BIA Riverside Top Golf Event

Thursday, April 20, 2023

Wednesday, June 12, 2024

Richard Nixon Presidential Library

Top Golf in Ontario

BIASC PAC Gala

Monday, June 24, 2024

May 8

BIA Orange County Chapter Golf Tournament

Balboa Bay Club

Monday, May 8, 2023

Cota de Caza Golf & Racquet Club

BIA Orange County Chapter Tequila Tasting

July 24, 2024

Shopoff Realty Advisors

BIA San Bernardino County

Chapter & BIA Riverside Chapter

Joint Top Golf Event

BIA Riverside Summer Wine Night

Wednesday, August 21, 2024

June 1

BIASBC & RC Joint Top Golf Event

Top Golf in Ontario

Wilson Creek Winery

Building Industry Show

June 9

Wednesday-Thursday, September 18-19, 2024

BIA Orange County Chapter Women in Leadership Conference

Pechanga Resort & Casino

Friday, June 9, 2023

City National Grove of Anaheim

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r n u m e r o u s r a d i o s h o w s a n d p r i n t s t o r i e s C u r r e n t l y , s h e i s a F o x N e w s C o n t r i b u t o r , f e a t u r e d m u l t i p l e t i m e s p e r w e e k a n d f o r s p e c i a l c o v e r a g e o f d e b a t e s , c a u c u s e s , p r i m a r i e s , c o n v e n t i o n s , g e n e r a l e l e c t i o n s a n d o t h e r m a j o r e v e n t s T h r o u g h o u t h e r 3 5 y e a r s i n m a r k e t r e s e a r c h , K e l l y a n n e h a s p r o v i d e d p r i m a r y r e s e a r c h a n d a d v i c e f o r c l i e n t s i n a l l 5 0 s t a t e s a n d h a s d i r e c t e d t h o u s a n d s o f d e m o g r a p h i c a n d a t t i t u d i n a l s u r v e y p r o j e c t s f o r s t a t e w i d e a n d c o n g r e s s i o n a l p o l i t i c a l r a c e s , t r a d e a s s o c i a t i o n s , a n d F o r t u n e 5 0 0 c o m p a n i e s K e l l y a n n e i s a “ f u l l yr e c o v e r e d ” a t t o r n e y , l i c e n s e d t o p r a c t i c e l a w i n f o u r j u r i s d i c t i o n s

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BIAOC & BIAOC NextGen Model Home Tour

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Congratulations to Carlos Rodriguez

For 20 years, Carlos Rodriguez has been applying his political and leadership skills towards helping to achieve BIASC’s commitment to providing homes for aspirational Southern Californians. He shared his thoughts about his career with Southern California Builder.

Southern California Builder: How did you come to get involved with BIA?

Carlos Rodriguez: When I was working in Sacramento in 1998 for Senator Jim Brulte, who was the Senate Minority Leader and Republican Caucus Chair at the time, I was recruited and hired by a public affairs firm –where I worked with Jeff Montejano and Lou Monville. I was involved in a lot of local politics, particularly in San Bernardino County. When Brad Mitzelfelt, who was the Government Affairs Director for the then-Baldy View Chapter, left, there was an opening. At that time, I had sent a letter to Ray Fernandez, who was on the board of directors for Baldy View, to see if we could meet, and Frank Williams (the Chapter EO) intercepted the letter and said, “Hey, I’d like to interview this guy.” But after he talked to Brad about me, he literally offered me the job over the phone. I’m like, “Maybe we should do an interview, Frank,” but he said there was no need, and that’s how I got started with BIA in March of 2004, 20 years ago.

SCB: What hats have you worn at BIA?

CR: I was government affairs director of Baldy View from 2004 to 2008, and then was the Deputy CEO as part of the succession plan the Chapter had in place because Frank was getting ready to retire. In 2010, Frank stepped away and they promoted me to CEO. That was in the downturn, when the chapter had a $500,000 deficit, so it became my job to erase that. We unfortunately had to restructure the chapter, going from ten employees to two and a half – myself, our government affairs director and Julie Ray part time, God rest her soul – and we started to build things back up. After about ten years in that role, BIASC restructured right before COVID, with Senior Vice Presidents instead of CEOs at the Chapters, which is a position I still hold, in addition to being the Chief Policy Officer for BIASC, where I engage in regional issues with SCAG and CBIA in Sacramento. At the San Bernardino Chapter, my focus is chapter services, with government affairs dealing with the county supervisors, water boards, school boards and city councils being the primary function, and working with Laura Barber on programs, and with Lisa and Tyler on membership.

SCB: And then along the way you became a city government official, right?

CB: Yes, I was elected to the Yorba Linda City Council in 2018 and was reelected in 2022 and appointed Mayor. Also in 2022, I was selected by all the cities in Orange County to be the cities’ representative on the South Coast Air Quality Management District.

20 Years of Service to BIASC

SCB: How do you feel about what you’ve accomplished during the last 20 years?

CB: Well, any accomplishments have come out of working with our boards and Chapter presidents. I’ve been really blessed to have some outstanding Chapter presidents who empowered me and trusted me and gave me clear direction on what they wanted each year. I feel like I’m standing on the shoulder of giants –Jonathan Weldy, a four-time president, and all the others up to Ryan Combe today, every one of them has been significant in any accomplishment that I’ve had.

SCB: How do you feel about how the industry’s positioned now?

CR: I am very concerned that our industry is being attacked from every governmental angle, that it’s under assault, particularly from Sacramento with mandates that are pushed onto the local level, putting a lot of pressure on the cities to try to implement these policies. So, I think more than ever that BIASC is as important and relevant as it’s ever been in my twenty years. But I’m optimistic that we are up to the challenge because of the determination of our members and the commitment that they have to our Association, and the great team that we have. I think that we’ll be able to work through the challenges and turn around this housing shortage. I’m personally very motivated to do all I can to make a small impact on such a huge issue so that my kids, who are now 12 and 14, will

Carlos Rodriguez BIASC Chief Policy Officer & BIA San Bernardino County Chapter Senior Vice President

be able to live here. I see that dream slipping away from so many families.

SCB: What is the standout highlight of the last 20 years with BIA?

CR: One thing is how our Association worked to make sure our industry was able to thrive in the midst of COVID. It was all hands on deck then, with everyone doing all we could to be recognized as an essential service, so our members could continue to do the things that they do to, which kept so many people working. And, in the midst of that we had to reinvent ourselves as an Association, under Jeff’s and Craig’s leadership and our Governing Board and Chapters, figuring out how we can work as a cohesive unit, as one true association with no silos, so we could work with a laser focus on the legislative issues for each chapter and the Association. We have become one team, one staff, one organization. Then, the other highlight was when Jeff promoted me to BIASC’s Chief Policy Officer on stage at our Chapter’s first installation event after COVID. When he called me up, I thought he was going to say something about me being selected as mayor, because that had just happened two days before. So, I was caught completely by surprise and it meant a lot, because it’s given me an exciting new opportunity to serve our members in a new way. 

BIAOC Government Affairs Workshop

Representing both institutional individual clients, NOVUS a spectrum of development with a focus on pre-construction.

Representing both institutional and high individual clients, NOVUS real estate a spectrum of development services in with a focus on pre-construction.

T 213.808.0122

whuang@novus-intl.com

www.novus-intl.com

Representing both institutional and high net-worth individual clients, NOVUS real estate provides a spectrum of development services in California, with a focus on pre-construction.

Representing both institutional and high net-worth individual clients, NOVUS real estate provides a spectrum of development services in California, with a focus on pre-construction.

T 213.808.0122

DEVELOPMENT MANAGEMENT

whuang@novus-intl.com

www.novus-intl.com

OWNER REPRESENTATIVE ENTITLEMENT

PROJECT MANAGEMENT

DEVELOPMENT MANAGEMENT

T 213.808.0122

whuang@novus-intl.com

OWNER REPRESENTATIVE

INVESTMENT MANAGEMENT

real estate

T 213.808.0122

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www.novus-intl.com

www.novus-intl.com

DEVELOPMENT MANAGEMENT

OWNER REPRESENTATIVE

ENTITLEMENT

PROJECT MANAGEMENT

ENTITLEMENT

PROJECT MANAGEMENT

international Novus group

INVESTMENT MANAGEMENT

ACQUISITION AND DISPOSITION

DUE DILIGENCE

FEASIBILITY ANALYSIS

BROKERAGE

ACQUISITION AND DISPOSITION

DUE DILIGENCE

FEASIBILITY ANALYSIS

BROKERAGE

ASSET MANAGEMENT

PROPERTY MANAGEMENT

LEASING

FINANCIAL ANALYSIS

PORTFOLIO MANAGEMENT

INVESTMENT MANAGEMENT

ACQUISITION

DISPOSITION

DUE DILIGENCE

FEASIBILITY

BROKERAGE

ASSET MANAGEMENT

PROPERTY

LEASING

FINANCIAL

PORTFOLIO international Novus

B I A S I G N S . C O M

T R A F F I C & S A L E S D O W N ?

U P

I N Q U I R E T O D A Y

6 - 5 8 1 3 o r e m a i l s i g n s @ b i a s c . o r g S I G N S A R E

E R S I N Y O U R D I R E C T I O N .

BIA SBC Inland Empire

Emerging Leaders Bowling Night

PLEASE WELCOME BACK OUR RENEWING MEMBERS

FEBRUARY 17 - APRIL 1, 2024

A Plus Kitchen & Bath, Inc.

ACTK Capital Partners LLC

AEI Corporation

Aliso Electric Inc.

Amerisink, Inc.

APA - The Engineered Wood Association

Architerra Design Group

Arcxis, Formerly Ei

Ascensus Ventures

Bank of America

BKF Engineers

Brandywine Homes

Bucilla Group Architecture

Cadiz Inc.

California Fire Stop

Capital One | SPARK Business

Capitol Environmental Services. Inc.

CDC Designs, LLC

Century West Concrete

Chapman University - Argyros School of Business & Economics

Comstock Homes

Converse Consultants

Cosentino - Anaheim

Creative Mines

Crestwood Communities

Custom Quality Finish Carpentry

D&D Engineering, Inc.

Davis Development Company, Inc.

Developers Research, Inc.

Development Concepts

DoubleTree Hotel Ontario

DSM Masonry, Inc.

Duke Cultural Resources

Management, LLC

Farley Interlocking Paving Stones

Fiber Care Baths Inc

Fire Sprinkler Systems

FivePoint

Focus 360

Foremost Pacific Group

Fuscoe Engineering, Inc.

Great Western Recreation

Haus of Design

Heitec

HELIX Environmental Planning, Inc.

HomeAid

HomeTeam Pest Defense

Integral Communities

Irwin Partners Architects

J C Dyer Company Inc

JC Concrete, Inc.

Just Like the Model

K. Hovnanian Homes

KB Home

Keusder Homes

Keyline Sales, Inc.

Land Advisors - California

Land Development Consultants

Landsea Homes

Merlone Geier Partners

New American Funding, Builder Division

Nossaman LLP

p11 creative, Inc.

Pacific Cove Development Inc.

Pacific Dimensions Inc

Petra Geosciences, Inc.

Prendiville Insurance Agency

Pro Coat, Inc.

Rancho Mission Viejo

RCA Associates, LLC

Resideo

R RM Design Group

Saxon Engineering Services, Inc.

SGV Property Fund LLC

Sikand Engineering Associates

Southern California Gas Co

Suzanne's Catering

"T" McGee Electric Inc.

The Galloway Group

The New Home Company

Therma-Tru Doors & Fypon

TruTeam of California

US Bank Home Mortgage - Irvine

Walden & Associates

Waterlogged

West Coast Drywall & Paint

Williams Homes Inc.

BIASC Team Anniversaries

BIASC Team Anniversaries This Month:

CARLOS RODRIGUEZ

BIASC Chief Policy Officer & BIA San Bernardino County Chapter Senior Vice President

20 years

Building a Sustainable Future with Leadership, Advocacy and Resolve

Introducing the Builders for Better Communities Foundation (BBCF), a new charitable nonprofit that will serve to promote diversity, equity, and inclusiveness on behalf of the Building Industry Association of Southern California within the Southern California region.

Designated as a 501(c)(3), the Builders for Better Communities Foundation is a new charitable nonprofit that will serve to promote diversity, equity, and inclusiveness on behalf of the Building Industry Association of Southern California within the Southern California region.

Supporting AFFORDABLE HOUSING opportunities for U.S. Veterans and their families is a cornerstone of Builders for Better Communities Foundation (BBCF).

California’s housing crisis continues to have a significant impact on the most vulnerable, including our veterans. BBCF will advocate to improve the HOUSING AVAILABILITY and AFFORDABILITY for those veterans. Learn more at buildersforbettercommunities.org.

BIASC Team Anniversaries

BIASC Team Anniversaries This Month:

LAURA (BARBER) SALGADO

BIASC Vice President, Events & Human Resources

24 years

ADAM WOOD

BIA Orange County Chapter Vice President & BILD Chief Administrator

7 years

DR. MARK GREY Director of Environmental Affairs

18 years

CHRISTEN CARTER

Events & Marketing Coordinator

2 years

Did You Know Your Employees Are MEMBERS Too?

Activate Your Employees Now & They Can:

Activate Your Employees Now & They Can:

Activate Your Employees Now & They Can:

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Receive exclusive discounts at Verizon, Staples, Expedia, and more through our savings program with National Purchasing Partner

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Grow their network by attending members only networking events including Meet the Builder

Grow their network by attending members only networking events including Meet the Builder

Grow their network by attending members only networking events including Meet the Builder

Access the BIASC Membership Directory containing all 900 member companies and 4,800+ contacts

Access the BIASC Membership Directory containing all 900 member companies and 4,800+ contacts

Access the BIASC Membership Directory containing all 900 member companies and 4,800+ contacts

Join a specialty council such as GSMC, Council on SAGE, UCC, and more

Join a specialty council such as GSMC, Council on SAGE, UCC, and more

Join a specialty council such as GSMC, Council on SAGE, UCC, and more

Receive email updates, advocacy alerts, event reminders, and chapter communications from all chapters

Receive email updates, advocacy alerts, event reminders, and chapter communications from all chapters

Receive email updates, advocacy alerts, event reminders, and chapter communications from all chapters

Help us strengthen our collective advocacy efforts, while also adding value and engaging each of your employees by registering them now!

Help us strengthen our collective advocacy efforts, while also adding value and engaging each of your employees by registering them now!

Help us strengthen our collective advocacy efforts, while also adding value and engaging each of your employees by registering them now!

To add employees, please contact: Lisa Meadows: LMeadows@biasc.org

To add employees, please contact: Lisa Meadows: LMeadows@biasc.org

To add employees, please contact: Lisa Meadows: LMeadows@biasc.org

T h e C o u n c i l o n S A G E o f t h e B u i l d i n g I n d u s t r y

A s s o c i a t i o n o f S o u t h e r n C a l i f o r n i a i s n o w a c c e p t i n g

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( " B r o u g h t t o y o u b y " )

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• A c k n o w l e d g e m e n t o n C o u n c i l o n s a g e . c o m , S A G E s o c i a l c h a n n e l s a n d C o u n c i l n e w s l e t t e r

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• R e c o g n i t i o n o n S A G E A w a r d s e v e n t - n i g h t m a t e r i a l s

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V A L E T P A T R O N ( $ 9 5 0 )

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R e c o g n i t i o n a t e v e n t d u r i n g S a l u t e t o

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y e a r e n d

W I N E P A T R O N ( $ 1 , 7 5 0 )

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E V E N T P A T R O N ( $ 5 0 0 )

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F O R M O R E I N F O R M A T I O N , P L E A S E C O

L I S A M E A D O W S A T L M E A D O W S @ B

BIASC Council on SAGE Message:

Melissa Auten

President of SAGE

Director of Business Development, Unscripted Interior Design

When the 55+ Housing Council for BIASC decided it needed to change its name to be more inclusive of all things Senior Housing, the Council did a deep dive into who we are, what we do and how we can deliver value to our members.

With insights gathered the acronym SAGE was born – SHAPING ADVANCEMENTS in GENERATIONAL ENVIRONMENTS

Since then, your Council has delivered successful education and networking tools. We’ve honored projects and teams with coveted SAGE Awards. And we continue to provide a collective voice to city planning boards, town officials and others involved in the development and approval of all things senior housing, from aged qualified independent living, assisted living, memory care, skilled nursing, affordable housing and short-term care.

After the rebrand of SAGE, the Council celebrated its 30th anniversary. And now with the amazing help and expertise from current Board Member and longtime BIASC member, Kovach Marketing has created a new logomark to enhance the growth of our brand and evolve us into the specialty niche council we are today. Please help me thank Dana Kovach and her team for delivering a thoughtful design that speaks to new, relevant, innovative intelligence in senior housing. Our new mark shows we are an organization that is focused on the wisdom and experience that drives community and home design.

Congratulations Kovach we love it! 

Upcoming Events

April 25, 2024

July 25, 2024

September 19, 2024

October 31, 2024

Join us for the Who’s Who of our industry at our annual SAGE AWARDS

BIASC Council on SAGE - Tour of Perch @ RMV

BIASC Council on SAGE - Office Conversions to Senior Housing @ BIS

BIASC Council on SAGE - Think Tank