Southern California BUILDER
The Magazine of the Building Industry Association of Southern California
Women Leading OUR INDUSTRYEdition
• Lucy Dunn –Attorney and Business Leader
• Nicole Burdette –Regional President, Brookfield Residential
• Nicole Murray –Division President, Shea Homes
• Lisa Fjelstad –Division President, Taylor Morrison
• Recap of 1st quarter events
Residential Energy Efficient Fire Rebuild (EEFR) Program Wildfire Response Incentives
Enhanced energy efficiency incentives for those rebuilding homes in cities affected by the January 2025 Southern California Wildfires
In support of the rebuilding effort underway to restore single-family and multifamily homes destroyed or severely damaged by the Eaton, Palisades, Hurst, Lidia, Sunset, Woodley, Olivas, and Hughes wildfires in Los Angeles County, SoCalGas is offering enhanced incentives for energy-efficient homes being rebuilt in the affected areas through the Residential EEFR Program.
The Residential EEFR Program provides financial incentives for single-family and multifamily homes that are built to exceed the State of California Title 24 Energy Efficiency Standards and are equipped with qualifying natural gas equipment. SoCalGas is currently offering enhanced incentives in the wildfire affected areas.
Property owners in zip codes affected by the Los Angeles County wildfires who are eligible for incentives and interested in participating in the program should take the following steps:
1. Visit socalgas.com/Rebuild to download a copy of the application.
2. Consult with your builder or energy analyst to review the program requirements.
3. Work with your builder who will contact a SoCalGas Account Representative to begin the application process.
OR
4. Call 1-866-563-2637 or email scgprocessing@socalgas.com for more information.
The more energy efficient your new home is, the higher the incentive. With enhanced Residential EEFR Program incentives now available for fire rebuilding projects, your single-family and multifamily home may qualify for up to $10,000 in incentives.
Rebates and rebate amounts are subject to change. Home must be within an eligible fire rebuild zip code. To learn more, visit socalgas.com/Rebuild
The Residential Energy Efficient Fire Rebuild Program is funded by Southern California Gas Company (SoCalGas) customers and administered by SoCalGas, under the auspices of the California Public Utilities Commission. Program funds, including any funds utilized for rebates or incentives, will be allocated on a first-come, first-served basis until such funds are no longer available. This program may be modified or terminated without prior notice. The selection, purchase, and ownership of goods and/or services are the sole responsibility of the customer. Customers who choose to participate in this program are not obligated to purchase any additional goods or services offered by manufacturer, vendor, service provider, or any other third party. SoCalGas makes no warranty, whether expressed or implied, including warranty of merchantability or fitness for any particular purpose, use or application of selected goods and/or services selected by customer. SoCalGas does not endorse, qualify, or guarantee the work of any third party. Eligibility requirements apply; see the program conditions for details.
What’s Inside
Southern California BUILDER
Future Through Attainable Housing, Advocacy, and Leadership
A trusted par tner to policymakers and industr y leaders advancing housing solutions across the region.
The Building Industr y Association of Southern California represents a diverse network of builders, developers, and industr y professionals working together to expand housing oppor tunities, strengthen communities, and drive economic grow th.
BIASC represents builders, developers, contractors, and suppliers of all sizes
suppor ting over 1 million jobs across Southern California
Since 1923, BIASC has ser ved as a leading voice for the building industr y.
BIASC works with elected off icials and policymakers to:
Increase housing supply
Improve affordability
Streamline regulations of California households can afford a median-priced home
ATTAINABLE HOUSING
Expanding housing
oppor tunities across all income levels
Cutting red tape for new home construction
Supporting sustainable communities
BIASC Chair & CEO Joint Message:
Honoring Leadership & Amazing Contributions in Our Industry
As the late primatologist Jane Goodall once said...
Executive Officer
“What you do makes a difference, and you have to decide what kind of difference you want to make.”
In this month’s issue, we acknowledge those making a tremendous difference: women of our homebuilding industry who demonstrate tremendous leadership and contributions that are positively shaping our communities.
We are proud to recognize the outstanding women in our industry who excel in multiple leadership roles, achieve success within their companies, and generously contribute their time and expertise to our association. Their unwavering commitment to both their businesses and to BIASC’s committees and governing boards strengthens the foundation of our collective advocacy.
As the construction field evolves, women are an essential force driving its future. This issue honors their strength, expertise, and the vital roles they play in building our communities and leading our businesses forward.
Thank you for your continued support in helping us build a stronger, more inclusive industry.
Sincerely,
Jeff Montejano Chief Executive Officer, BIASC
Mike Balsamo 2026 Chair, BIASC | Rancho Mission Viejo
Mike Balsamo BIASC Chair
Jeff Montejano BIASC Chief
Why I Chose “Women Leading Our Industry” For This Edition
Craig Foster Chief Operating Officer/ Executive Vice President
In an industry long defined by transformation—of land, of communities, and of opportunity—it is impossible to overlook one of the most meaningful forces shaping its future: the leadership of women.
Across the home building industry, women are not only participating—they are leading, innovating, and redefining what success looks like. From executives and entrepreneurs to project managers, trades professionals, and association leaders, women have brought new perspectives that are strengthening our industry at every level.
Their impact is visible in the way we do business today. Collaboration has become more intentional. Communication is clearer. Teams are more inclusive, and problem-solving is more dynamic. These are not just cultural shifts—they are competitive advantages. The presence and leadership of women have helped move our industry toward a more forward-thinking, resilient, and people-centered model.
Women have also played a critical role in addressing some of our industry’s biggest challenges. From workforce development and mentorship to navigating complex regulations and evolving market demands, their leadership has helped create pathways for growth and sustainability. Many have become mentors, opening doors for the next generation and ensuring that talent—not tradition—defines opportunity.
Importantly, this progress is not about replacing one voice with another. It is about expanding the conversation. When diverse perspectives are welcomed, better decisions are made, stronger partnerships are formed, and the industry as a whole benefits.
As we look ahead, the continued advancement of women in home building is not just something to celebrate— it is something to support, invest in, and champion. The future of our industry depends on our ability to attract and empower the best talent available, and that means creating an environment where women can thrive, lead, and continue to shape what comes next.
To the women across our association and throughout the industry: your contributions are not only recognized— they are essential. You are building more than homes. You are building a stronger, more inclusive, and more successful future for us all.
BIASC New Home Market Quarterly Report
Q1 2026 Market SummaryBehind the Headlines
Headwinds persist in the housing market to start the year, resulting in weak shopper traffic and sluggish sales. Many potential home buyers remain wary about the economy and have little urgency to move. In Q1, new home sales in all of the major Southern CA markets averaged 2.8/mo/project, below Q1 2025 (3.1/ mo) and well below the 2016 – 2025 average (3.5/ mo). Historically, 3.0/mo is typically the dividing line between builders having pricing strength (over 3.0/mo) or weakness (under 3.0/mo). Sales were strongest in the Inland Empire (3.1) which continues to benefit from demand coming out of coastal markets in search of lower
home prices. Orange County trailed all markets with sales at just 2.3/mo in the quarter, down 28% year-over-year.
Largely the result of higher mortgage rates, new home project traffic in Q1 (15/week) was less than half of levels in Q1 2022 (31). In addition, traffic is down moderately from Q1 2025 (18) and well below Q1 2024 (22). In comparison, new home shopper traffic averaged 38/week in the pre-COVID years of 2016 – 2019 for Q1. Along with poor affordability, the mortgage rate lock-in effect has contributed greatly to fewer buyers in the market.
Although shopper traffic is down sharply, the buyers that remain are generally qualified and serious. Cancellation rates in all of the So CA markets averaged just 9% in Q1, and 8% in the coastal markets. In comparison, cancellations averaged 15% in the first quarter of 2016 – 2019. A low level of cancellations can be attributed to limited new home competition and attractive homebuilder-offered mortgage rates. Among other incentives, many builders continue to offer rates under 5% or even 4% (with the use of a preferred lender).
Despite softer demand conditions, constrained new and resale supply has kept home prices fairly stable since mid-2024. New home project counts remain near record lows and resale supply, although up since 2023 – 2024 levels, is in the 3 – 4 month range which is considered equilibrium historically. However, it is important to note that many builders, particularly in submarkets with elevated new home competition, have adjusted prices down from the peak by as much as 3% to 6% or have maintained elevated incentives in the $20K to $40K range to maintain sales.
As we enter the typically stronger Spring season, sales have been stymied in part by the war in the Middle East, a tick up in mortgage rates, and stock market correction. Despite significant headwinds, we believe there is a degree of pent-up demand that could result in stronger sales in the 2nd half of the year. This assumes the economy does not go into recession. Some reasons to remain optimistic include:
• The region continues to be undersupplied historically.
• Distress in the resale market has been kept at bay.
• Unemployment remains relatively low.
• Intergenerational wealth transfer connected to t he aging baby boomer generation should increase home buying opportunities for first-time and move-up buyers.
Clarity is the premier real estate market feasibility advisor on the West Coast. If you have any questions, please contact Pete Reeb (858) 774-7126, pete@ask-clarity.com, Adam Artunian (949) 861-1876, adam@ask-clarity.com, or Steve Smiley (510) 612-5718, steve@ask-clarity.com.
Celebrating the life of WES MAY
Wes May served with distinction as Labor Director for the Building Industry Association of Southern California (BIASC), leaving a lasting impact on our Association and the industry
He was a respected leader known for his honesty, integrity, and “can-do” attitude. His positivity and enthusiasm made him a trusted colleague and friend to many.
Wes followed a distinguished career in the United States Marine Corps retiring at the rank of Colonel with an impactful career in the construction industry. He served as Executive Director of ECA and SCCA before joining BIASC, where his leadership and expertise were invaluable.
Wes will be remembered for his servant leadership and the relationships he built throughout his career
JANUARY 30, 2026 - APRIL 5, 2026
JENNIFER
Women Leading OUR INDUSTRYEdition
Purposeful recruitment and placement supported by a proven process and a powerful industry network.
JWilliams Staffing delivers the strategic placement of top‑tier talent through a disciplined, consultative process refined over decades. With access to a broad talent network ranging from individual contributors to senior leadership, we partner with building organizations to place Management‑to‑C‑Suite candidates positioned for long term success and measurable results.
Strategic recruitment starts here. jwilliamsstaffing.com/lp-direct-placement
People Make the Difference
The Room Has Changed–But the Work Isn’t Done
Three decades in homebuilding taught me what women bring to the table. Now we have to make sure everyone knows it.
I remember the meetings. Not one in particular — all of them, really. The conference rooms full of men in white shirts and ties, sometimes golf shirts, the long tables where I was often the only woman, sometimes the only one under forty. In the early 1990s, when I came up through the homebuilding industry in Southern California, that was simply the landscape. You didn’t dwell on it. You prepared harder, listened more carefully, spoke more precisely, and you earned your seat over and over again, in every room, at every table.
What I didn’t fully appreciate then — what took years to understand — was that being the only woman in the room wasn’t just a personal challenge to overcome. It was a loss for the industry. Every perspective missing from that table led to a decision made with incomplete information.
Every voice that went unheard was a competitive advantage left on the floor.
“Every perspective missing from that table led to a decision made with incomplete information.”
In the Building Industry Association of Southern California’s 80th year, I had the privilege — and the weight — of becoming the first woman to lead the organization. I felt both the honor of that milestone and the uncomfortable truth embedded in it: that it had taken eight decades. We had built hundreds of thousands of homes across this region. We had shaped communities, transformed landscapes, and driven one of the most significant economic engines in California. And in all that time, no woman had held the top chair. Was the talent not there? Or was the door not yet opened?
Things have changed. Today, women lead homebuilding organizations across Southern California and the nation. The names in this issue — Lisa Fjelstad, Nicole Burdette, Nicole Murray — represent a generation of leaders who entered
Lucy Dunn Former Chair of BIASC/BILD Chair Emeritus OCBC
this industry through unconventional doors and rose through skill, resilience, and an unwillingness to accept a ceiling. Women now comprise 11.2 percent of the construction workforce, the highest share in twenty years. More are in management, more are in the boardroom, and more are shaping the product that millions of families call home.
But progress is not arrival. The McKinsey and Lean In research tell us that in 2025, for every 100 men promoted to manager, only 89 women receive the same advancement. Women still receive less sponsorship, less manager advocacy, and face what researchers call the “broken rung” — the structural gap at the very first step up the leadership ladder. In homebuilding specifically, women hold only 18 percent of management positions. We have come far. We have not arrived.
“Progress is not arrival.”
Which is why events like the BIASC Women’s Conference still matter — not as a relic of another era, but as a necessary space. A colleague of mine put it plainly: women still need a place to feel safe. That is a troubling sentence to write in 2025, and an important one. Safety doesn’t mean fragility. It means the freedom to speak candidly without calculating risk, to ask questions without apologizing for them, to build the networks and find the sponsors that have historically flowed more naturally to men. The conference exists because that equity in access and support has not yet been fully realized.
To the women reading this who are earlier in their careers than I am: your path will be your own, but you are not walking it alone. Find a mentor who will tell you the truth. Find a sponsor who will say your name in rooms you haven’t entered yet. And then, when you have the power to do those things for someone else, do them. This is not charity. It is how industries evolve.
ive growth se value
To the men reading this — particularly those with daughters — I want to speak directly. You know what it looks like when a talented young woman is passed over for a less qualified male counterpart, because you’ve seen it happen to someone you love. You know the quiet frustration she carries. The question is whether that recognition becomes action inside your own organizations. The research is unambiguous: companies that support women’s advancement perform better. Diverse leadership teams make better decisions, build stronger cultures, and understand their customers more deeply. In homebuilding, where women influence the vast majority of home purchase decisions, that alignment between leadership and customer is not a soft virtue. It is a competitive advantage.
“Women influence the vast majority of home purchase decisions. That alignment between leadership and customer is not a soft virtue. It is a competitive advantage.”
The women whose voices fill the pages of this issue did not get here by accident. They got here through preparation, persistence, and the specific courage it takes to be excellent
in a space that did not always expect it of you. They have shaped teams, launched communities, and redefined what leadership looks like in this industry. They are worth listening to—not only if you are a woman seeking to build a career in homebuilding, but if you are anyone who wants to understand how this industry is going to meet the challenges ahead.
The room has changed. I’ve watched it change, have been part of changing it, and am proud of what this industry has built — in concrete and glass, yes, but also in culture and possibility. Now the work is to make sure that change is permanent, intentional, and shared. The next first isn’t mine to achieve. It belongs to the women who are in those rooms today, and the ones we have the responsibility to invite in.
In 2001, Lucy Dunn served as the first woman to lead the Building Industry Association of Southern California (BIASC) in the organization’s 80-year history and was chair of the Building Industry Legal Defense Foundation. Dunn also served as CBIA Vice President and Director in 2004. A leader in the Southern California homebuilding industry since the 1990s, she was confirmed by the state Senate as California’s Director of Housing and Community Development under Governor Arnold Schwarzenegger. In 2022, Dunn was inducted into the prestigious California Building Foundation’s “Hall of Fame.”
Nicole Burdette, Brookfield Residential Regional President Seek Potential, Invest in People, Treat Them Well
Nicole Burdette became SoCal Land & Housing President for Brookfield Residential in 2020 and Regional President for California and Arizona in January of this year, after starting there as a receptionist in 2000. Her career path has given her a unique perspective on leadership and how women (and men) can succeed in the industry, and here she shares her thoughts with Southern California Builder.
Southern California Builder: The first Women’s Conference was in 2016 and now here we are ten years later in 2026. What are your thoughts about how the industry progressed over those years, and how well it’s taking advantage of the resources that women bring to it?
Nicole Burdette: There’s no question we’ve made meaningful progress over the past ten years. When you look at the number of women serving in leadership positions today compared to 2016, the change is striking—and it didn’t happen by accident. Our industry made an intentional commitment to creating pathways for women to grow through efforts like the Women’s Conference, leadership programs, and leaders who actively advocated for women to step into broader roles.
If you look back to the mid 2000s, leaders such as John Burns and Adrian Foley were already pushing for leadership development within the BIA at a time when women in leadership positions were largely concentrated in sales and marketing. These men recognized the talent and the perspective women could bring and were unwilling to let legacy thinking stand in the way. That early advocacy helped set in motion the industry’s progress towards greater inclusiveness before it became a broader industry conversation.
While this evolution has occurred alongside societal change, homebuilding deserves real credit for being proactive. As the industry has become more strategic and complex, there are more opportunities for women to succeed than there were previously. Also, women play a pivotal role in the home buying decision, and today, as women continue to reach more senior positions, our industry is far better positioned to fully leverage the skills, perspectives, and leadership women bring.
SCB: Are there particular skills that women in general should bring with them to succeed, or are the success skills in homebuilding universal, regardless of gender?
NB: I’m a believer in success skills being universal and also different for every person. We all have different qualities and skills that make us successful or give us potential, whether we’re male or female. You could list ten important skills, and each successful leader might naturally bring a different combination of them — and that diversity of talent is part of what makes teams strong.
If there’s one trait I see consistently among successful leaders, it’s resilience. And the good news is that resilience can be developed. We need to be resilient because ours is a cyclical, highly competitive industry, whether in sales, acquisitions, or securing new deals, so it’s not for the faint of heart. That’s why it’s essential for anyone aspiring to leadership in homebuilding to be resilient. By that I mean learning from mistakes, moving forward with confidence, and not letting setbacks define your narrative. The goal is to be realistic, resilient, and confident, knowing you’re continually learning and improving.
Nicole Burdette
Brookfield Residential Regional President
SCB: Your career track, from receptionist to regional president at the same company, is fascinating. Were there any defining moments along the way that impacted your professional choices?
NB: When I think about defining moments, I actually trace them back to my childhood. I was very close to my grandparents, and my grandfather, who was a farmer, had an enormous influence on both my worldview and my work ethic. There was never a sense that certain work wasn’t appropriate for a girl — instead, the expectation was simple: everyone pitched in and everyone was capable. That mindset stayed with me. When I entered this industry 26 years ago, it was far more male dominated, particularly on the business side. I moved into land acquisition early, and looking back, it honestly never occurred to me that I wouldn’t be able to do the work, even though there were very few women in that space at the time.
A pivotal moment in my career came in 2004, when I was working in our mortgage company and learned our team would be transitioning to Wells Fargo. Knowing mortgage wasn’t my long term passion, and loving my work with the Brookfield team, I spoke up, asking for an opportunity to stay. I was ultimately offered a role as a land acquisition analyst, despite having no direct experience. It was intimidating, but Adrian and the team believed in me and committed to teaching me the business. That transition changed the trajectory of my career and helped me find the work I truly love.
That experience shaped not only my growth, but also how I think about leadership. Seeing potential in people, investing in them, and treating them well truly matters. And underpinning all of it is work ethic — working hard and working smart. If you want to be the best, you have to consistently give your best.
SCB: If you hadn’t gone to home building, what career would you have gone into?
NB: I don’t know — maybe I would have followed my grandfather into farming. (Laughs) It’s funny, because I didn’t realize for a long time how similar farming and homebuilding really are. I thought I was moving away from that lifestyle, but in many ways I’m still growing something from the land — just houses instead of crops — and working just as hard.
I never had a clear vision of what I wanted to do early on. With the benefit of perspective now, I think I would have gravitated toward a career that involved problem solving, strategic analysis, and working closely with people. Those are the three pillars that really energize me, and they’re what I love most about homebuilding. My husband and son joke that I would have made a good detective or sheriff, both jobs that involve lots of problem solving and lots of people, and maybe that’s reinforced by the fact that I love a good detective show. But in truth, I didn’t plan this path. My career evolved organically, and I followed opportunities as they presented themselves. I admire people who know exactly where they’re headed, but for me, staying open has led me to work that’s both challenging and deeply fulfilling.
SCB: How has today’s market affected your leadership style?
NB: Over the course of my career, I’ve experienced both very strong markets and very challenging ones. We’ve lived through extremes — COVID being a good example, when things initially looked dire, only to swing quickly into unprecedented demand followed by supply chain constraints. That kind of volatility is not unusual in homebuilding; it’s simply part of the cycle. I see today’s market as another point in that ongoing rhythm. For me, that means it’s a time to pause, assess, and be very intentional about where I spend my time as a leader.
A key priority is ensuring the team clearly understands our direction, so they can separate daily headlines and market noise from our long term strategy. In periods like this, communication becomes even more important. We focus on reinforcing our strategy, goals, and objectives, and staying aligned around them.
Leadership always requires flexibility, but in this environment, one of the most important roles I play is helping people stay focused on what we can control as a business, while still being mindful of everything happening in the world and how it may affect people and markets differently. There’s always uncertainty, and perhaps today we just have greater access to information than ever before. That makes it even more important to be present, grounded, and clear. Ultimately, every season calls for reflection. The market may change, but effective leadership means continuously reassessing your approach and showing up with clarity, consistency, and focus.
Nicole Murray, Shea Homes Division President
Your True Self is Your True Path to Leadership
Nicole Murray assumed the role of Division President of Shea Homes in 2020, just as the COVID pandemic was beginning to shake up the homebuilding industry along with the rest of the world – quite a leadership test! She shares with Southern California Builder how prevailing over that challenge, or any challenge, requires authenticity.
Southern California Builder: The first Women’s Conference was in 2016 and now here we are ten years later in 2026. What are your thoughts about how the industry progressed over those years and how well it’s taking advantage of the resources that women bring to it?
Nicole Murray: I think the industry has come a very long way since I started about 20 years ago, and over the last ten years as well. As I progressed through my career, I often found myself as one of the minorities in the rooms, as the only woman, or there were only a couple of us. Now, I would say with every passing year, that not only has it not been the case, but often I’ve been in leadership meetings where there are more women than men – not to say that a majority one way or the other is right or wrong, but nevertheless, it’s obvious that the idea of women as a minority within the industry is definitely dissipating.
SCB: Could you imagine what the industry would be like today if we were somewhere where women just weren’t a part of the process?
NM: I really cannot – it’s so far from the current reality. We had a senior leadership meeting yesterday, and there are more senior women than men. We actually had a laugh about that, but it’s a sign of how things have changed, because it’s becoming uncommon for me to be the only senior woman in a room. That is great because this industry – any industry – needs a diversity of opinions. Any time that you can bring different voices into a room, and introduce diversity in any format, not just gender diversity, you get more creativity and insight. I don’t think having too many of one voice of any kind
in a room is a good thing. As an industry, that’s something that we’ve continued to advance on, but it’s also something that we should always be working towards on all fronts – it won’t stop being important.
SCB: Are there different skill sets that a woman needs to succeed in this business, compared to what a man needs? Like maybe patience?
NM: (Laughs) No, I don’t think they need a different skill set because what makes you successful in the industry is realizing your own personal strengths and bringing them to the table. It’s self-awareness of the strengths that you have and most importantly, actually, the weaknesses that you have, and then making sure that you’re compensating for that in some other ways. Maybe you bring that skill set to your team through another person, or you figure out how and when to recognize it when that weakness may be a problem. Either way, it is the element of self-awareness that is important, regardless of whether you’re male or female.
It is difficult to lead or succeed unless you are being authentically who you are. Sometimes women going into male-dominated fields feeling like they need to act or be a certain way, that there’s a magic formula. But the way you need to act is the way that you are, the strengths that you bring, then showing up that way in an authentic manner. Authenticity isn’t easy or automatic; you have to take the time to be introspective and figure it all out.
People sometimes feel like they must have the big voice or the big personality, or that they can’t appear vulnerable, or that they can’t not know something in a meeting. I think both genders can struggle with that, from time to time.
SCB: Mothers face unique challenges in the work world. What had to change, or still has to change, to make the industry more receptive to the demands of parenthood and time commitments it requires?
Nicole Murray Shea Homes Division President
NM: I might be biased in my answer, but I’ve always been fortunate throughout my career to work for companies that have supported that aspect of me and other parents. When Bert Selva interviewed me about coming over to Shea and joining as their division president, he asked what concerns I had about coming over, and it’s exactly this that was top of mind. I told him that my kids are of the ages when they’re playing sports, and that I want to be around for that. “I’m a sports mom,” I told him, “so there will be times that I’m going to leave to catch a baseball, softball, or basketball game.” This was important because I was working for Taylor Morrison and John Burns Research and Consulting prior to that and was allowed that kind of flexibility.
Bert just said that his boys played baseball while he was a division president and he worked hard to not miss their games, and with that, I was in. I tell you that story because this kind of flexibility is becoming the norm across most companies. Managers should have enough experience with this issue by now to understand that their quality employees will see that everything is still getting done and, besides, in the long term, it’s better to allow this and have the goodwill that comes with it. It used to be harder. If you had a sick kid, you and your spouse had to jockey to see who is going to take it this time. That still happens to a certain degree, but post-COVID with virtual meetings, we have more options.
It boils down to this: You work hard and perform well, and you earn that flexibility. You obviously have roles and responsibilities within the company that can’t be taken lightly, but you are doing all this as a whole person. Yes, you’re a company person, but you’re not only a company person. We’ve got employees who coach their kids’ teams and they always have their work covered when they’re leaving to run practices – that’s how it is. I’m really proud of working for the kind of company that supports that. In fact, I’m wearing my Santa Margarita Catholic High School blue today because I’ll be leaving shortly after to catch the first league softball game of the season.
SCB: Go Eagles! Is there something about Shea Homes that contributes to your success and your leadership style?
NM: That’s a great question. Shea is of course a family company, a fourth-generation-led company with the fifth generation starting to work at the divisions, but beyond that, we have a number of what I call generational people. We have field managers who are brothers, and a father-son duo in the field, and many adult children who followed a parent into the company.
Having the long history of being a family company as part of Shea’s narrative, it naturally encourages more family involvement, and because it is a great place to work, people would want to have their kids or family members join them. What works here will work anywhere – if people are doing fulfilling work in a good company, they will want to share that.
I feel fortunate to work for a company like Shea Homes. Knowing that I’m part of a legacy that goes back to 1881 is not something that I take lightly. I recognize that I am a representative of this long-lived brand, and that very much weighs on my decisions and all of our decisions. That’s a good thing. It has made me better and it makes us better.
SCB: So Nicole, with all this experience, what would you tell your younger self?
NM: Gosh, a lot. I would tell my younger self that there’s not a magic point in time when you’re going to have it figured out. You’re just going to have to work hard, put one foot in front of the other, and you’re always going to have to keep learning. That’s going to be the story of your career. I think my younger self thought there was going to be this point in time when I would have it all figured out, but really, if that had been how it worked out for me, I would not have been living my life at its optimum capability. So, I would tell my younger self not to be worried that I don’t have it all figured out. And I hope my younger self would listen (but she probably wouldn’t).
SCB: Finally, today’s market would challenge any leader. How has it affected your leadership style?
NM: The market is uncertain, but if I’m being honest, it’s been fairly uncertain over the last twenty years. It’s just been different kinds of uncertainty. When it’s really good, you wonder if you’re missing something, and you’re trying to guess when it’s going to turn bad. And when it’s bad, you wonder when it’s going to turn good and what you can do to bring the change, and when it’s just OK, you’re still afraid you’re missing something. So, a market that feels very uncertain is not uncommon for homebuilding.
To answer your question about how it’s affected my leadership, I guess it goes back to what I would tell my younger self: If I’m going to continue leadership within homebuilding, I have already dealt with uncertainty, and I will continue to deal with uncertainty, and I just need to be okay with it. The thing I’ve learned about uncertainty is to surround yourself with a good team because that makes work a little more fun, whether the market is up or down.
Lisa Fjelstad, Taylor Morrison Division President Lead With Empathy, Resilience and Communication
Lisa Fjelstad went from building minds to building houses, leaving teaching in 2004 to join a homebuilding sales team, where she taught people how to purchase a home. Less than 20 years later, in 2022, she was promoted to President of Taylor Morrison’s Southern California Division. She talked with Southern California about the lessons in leadership her career has taught her.
Southern California Builder: The first Women’s Conference was in 2016 and now here we are ten years later in 2026. What are your thoughts about how the industry progressed over those years and how well it’s taking advantage of the resources that women bring to it?
Lisa Fjelstad: I think the industry has changed a lot from 2016 – more specifically, the mentality has changed more than the actual industry itself. There has been progress, but I don’t think that the results needed are there yet. People are less surprised when woman show up for an interview or have a seat at the table but you still don’t see enough of a balance. There could be more, and if there were more, it would be good for the industry.
I work for Taylor Morrison, which has the only female CEO in homebuilding and that’s been the case for a long time. But homebuilding, like so many industries, has a long history where leadership has been dominated by men, nearly exclusively men, and that isn’t something that will change overnight. The people that have the qualifications and track record to take more senior leadership roles are a reflection of where the industry was 15 years ago not where it is today. I know this will change but it will take time.
SCB: What does the industry lose when it doesn’t have enough women in leadership positions?
LF: That’s obviously not good and it says that opportunities are being missed. So many people in homebuilding have
been in the industry for a really long time – like when you go to a land conference and you see most relationships in the room date back 20 - 25 years, and they’re nearly all male. One of the best parts of homebuilding are the close relationships people have built over the years but I encourage the continued diversity to help grow new relationships lending to different perspectives.
SCB: So, in your opinion there is still a strong need for an annual women’s conference, right?
LF: Yes, I don’t think it’s time to change it to a leadership conference quite yet. But remember, men are invited, so it’s not exclusively a women’s conference. I invite my entire team, but I typically get the women in my organization signing up. So, let’s call it the Predominantly Women’s Conference, and that’s good because it gives us women time to collaborate and be with each other. I didn’t look it up, but let’s just say that women only make up 20% of the workforce or the leadership in homebuilding. Isn’t it great when they all can come together and connect with one another, especially from different organizations, and share information and encourage each other? And it would also be great if more men attended. We want men to go, we want them to look at all these powerful women in homebuilding.
SCB: When you talk to women in leadership positions in other industries, do you find that your path has been different from their path?
LF: Wildly! I would say that in homebuilding, you’re seeing what’s still a very male-dominant career choice. Previously, I was in education, and that’s a very female-dominant workforce so both working environments were very different. My best friend, who is a principal works predominantly with females and feels her industry lacks inclusiveness. Other friends who practice medicine, engineering, and financing have had very linear paths.
Lisa Fjelstad
Taylor Morrison Division President
It’s been very thoughtful for them, going into careers that they went to school for. For me, I was an educator and decided very quickly I wanted to try something different, even though I still loved education. A family friend who was in homebuilding suggested I go into his field, and I did, going into new home sales. Then I got into management, which is very different – first sales management and then operations management, where the learning curve became very steep. I had to learn construction, purchasing, finance, in addition to what I already knew from sales and customer care – it was a wild curve for me. Fortunately, I had excellent leadership and would never have been able to do it without them. They believed in me and said, you’re smart enough, you’re inquisitive enough, you’re thoughtful enough, when I didn’t even believe in myself yet.
SCB: Are there special skills or disciplines that women should be thinking about given that they are in an industry that carries a long history of male dominance?
LF: I think you need to have financial acumen. You need to have good relationship skills. You need to have great communication, leadership, negotiation and networking skills. If you look at those skills, you’ll see that it’s not different, male or female. I do believe that women tend to be more empathetic and inclusive leaders, which is a benefit when you’re working with predominantly males because it can be a complement to what they offer. Besides, empathy and sensitivity are in demand nowadays, especially in our market right now.
SCB: Speaking of the challenges of today’s market, how have those challenges affected your leadership style?
LF: Our industry is very cyclical, and right now we’re in a period where people are having a hard time qualifying for homes, businesses are shrinking, land is not as accessible, and homes are expensive because everything that goes into them is expensive. But you can’t help the Fed and you can’t help the cost of labor and material increases. There’s nothing that we can do in our division that can change that, so that means you have to change, to adapt to what you’re being given. So, how do you do that? You have to lend support, and you have to be more empathetic. I am empathetic, data-driven, and I am also an over-communicator. They all go together – I exhibit my empathy by making sure that I’m showing my team the actual results, which means I tell them what’s going on and lead them through all the information that I know. In that way, they understand the decisions I’m
making, rather than me just saying, “This is what we have to do. Follow me.”
By leading with empathy, communication, and resilience, you can bring the team together and let them know that these are uncontrollable things, so we need to do our best and make good decisions – and remind them that when a good market returns, things will be very different. I’m constantly having conversations like, this is what it is, it’s not your fault, we’re going to work through this, and we’ll get to a better side.
SCB: We are really curious about who your inspiration points were.
LF: This question’s hard for me to answer. I’ve had so many good leaders, so many people that have believed in me. I mean, I had an unconventional career path, so somebody had to believe in me, right? I’ve learned from, and been supported by, so many people that I don’t know if I want to name specific names, so instead let’s just say that I was always inspired by people who got the best out of other people, and who have shown me through their examples that you can’t lead alone.
Also, when I think about our industry, the people that inspire me are those who go outside of just the day-to-day homebuilding and do things so we can influence a greater outcome.
Like people that work at HomeAid – people who do things that take our industry a step further than building and selling houses, that meaningfully improve the lives of people.
SCB: You talked earlier about how underrepresentation at the leadership levels is still very much an issue in the industry. Since fixing that starts with having a seat at the table, how do you make sure everyone has equal opportunity?
LF: In order to be inclusive, you have to be very intentional, meaning you have to be thinking about it all the time because it’s very easy to move fast and go to your specific people that you’ve always gotten answers from. So, deliberately setting up opportunities for inclusiveness is extremely important. To do that well, you have to recognize that not everybody communicates in the same way, so you have to be attuned to individual needs and strengths. It may be a one-on-one with one person, or a small group meeting with another, or actually calling on another to speak to a full room. We do all kinds of things, intentional things, to get perspective.
FRAMING SERVICES
Why California Must Change its ‘New York State of Mind’ Approach to New Housing
It’s no secret that California continues to find itself mired in a housing crisis that has become increasingly dire. The latest data from the California Association of Realtors shows that a paltry 18% of California households can afford to purchase a median-priced single-family home.
There are no quick fixes to alleviating the state’s housing woes. We’ve seen various efforts aimed at increasing the state’s housing supply, including initiatives to increase the construction of accessory dwelling units and incentivize modular housing production. While these efforts are wellmeaning, they are a drop in the bucket when it comes to making real, tangible progress toward building desperately needed new housing.
The hard truth is that California’s housing affordability crisis is the result of decades of legislative and regulatory actions that have constrained, and in many instances, outright stopped new home construction. As a result, not only has the supply of housing woefully failed to meet the overwhelming demand, but we are now seeing a decrease in new home permitting activity.
According to the latest estimates from the U.S. Census Bureau’s Building Permits Survey, close to 102,000 new homes were approved in the state in 2024, about 10,000 fewer than the year prior. In the first half of 2025, permitting was 16% below the 37-year average pace.
If measurable progress on housing is to occur, Sacramento must begin by rethinking the state’s Vehicle Miles Traveled (VMT) regulations. Best described as imposing a “New York State of Mind” approach to housing, these new regulations levy a fee on new home construction outside urban areas to compel more compact, expensive high-density housing similar to what you would find in New York City.
This deeply flawed approach to housing construction rests on the ideology held by many elected officials and
Jeff Montejano BIASC Chief Executive Officer
big-government planners that California’s ever-increasing greenhouse gas emission goals can be met by forcing people out of their cars by building more high-density housing in neighborhoods close to jobs and public transportation. VMT penalizes residents who simply want to buy a new home in neighborhoods located outside of crowded cities.
While there is a role for new high-density housing near jobs and public transportation, it should not be the overwhelmingly dominant form of housing construction in California over the next several decades. Because VMT regulations essentially impose a hidden tax on new home construction outside of urban areas, homebuilders are required to comply with onerous, financially unrealistic mandates.
Early estimates indicate that the VMT framework could add hundreds of thousands of dollars in new mitigation costs per housing unit. As a result, homebuilders are forced to either pass these costs on to the consumer or not build at all. Either way, VMT fees only worsen California’s housing shortage.
Last year, state lawmakers rushed to pass last-minute legislation designed to address VMT’s numerous flaws. Regrettably, the end result was a set of new regulations that were not thoroughly vetted and, as a result, made compliance economically unfeasible.
Reforming the state’s VMT regulations by working in partnership with the homebuilding industry needs to be a top priority for state lawmakers in 2026. The Building Industry Association of Southern California will continue our efforts to work with stakeholders from the public and private sectors to develop common-sense solutions that increase the supply of housing in California.
For younger generations, the American dream of homeownership is fading away. If we do not collectively decide to commit to a future of full and fair housing development and construction, there is simply no way forward for our economy or community.
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• Thermal barrier and ignition barrier options for residential, commercial, and multifamily projects over listed SPF assemblies.
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• Interior finish and trim in plenums for listed applications.
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PLUS SPRAY SEAL MULTIFAMILY SHEATHING
THE PERFECT Storm
The regulatory Perfect Storm that has rocked homebuilding in Southern California for decades is only getting stronger Just as one storm front is neutralized, two more appear on the horizon The threat remains so serious that, if this storm hits at full strength, it could undermine the very foundation of homebuilding in Southern California
Six converging storm fronts now threaten builder profitability. In the worst-case scenario, national builders may be forced to leave California for less regulated markets, while local builders could be pushed to scale back operations or close entirely.
BIA exists for challenges like this For more than a century, our advocacy efforts at all levels of government have helped protect the industry by pushing back against the most damaging policies However, the challenges we face today are among the most significant we have ever encountered That is why BIASC has developed the Perfect Storm 2026 Educational Series to equip Builder Members, Associate Members, and their employees with the knowledge and motivation needed to speak out, act together, and secure real solutions.
The Perfect Storm 2026 Educational Series is designed to help builders, associates, and their teams understand the legislative and regulatory threats facing the industry today, how those threats could impact business operations and staff, and how to become effective advocates in support of homebuilding
ADVOCACY KEY ISSUES
Vehicle Miles Traveled – VMT standards are poised to severely impact housing construction in California. The State has codified a greenhouse gas reduction framework that lacks a reasonable or practical foundation. Early estimates indicate that the VMT framework could add hundreds of thousands of dollars in new mitigation costs per housing unit, causing many projects to become infeasible and significantly slowing growth statewide Litigation may be necessary These provisions are among several introduced under AB 130 that will challenge the industry despite their stated intent to help
California Environmental Quality Act (CEQA) – For years, CEQA reform has been a stated priority in Sacramento Unfortunately, many “streamlining” efforts have resulted in additional requirements that make projects impossible to pencil While 2025 brought some limited progress, 2026 is expected to introduce a major reform proposal from the California Chamber of Commerce aimed at addressing the core problems of CEQA. This effort will face significant opposition and attempted legislative undermining. Strong vigilance will be required if meaningful reform is to be achieved.
THE PERFECT Storm
Altadena Despite political promises and public attention, meaningful restoration remains far from complete and timelines continue to slip The homebuilding community must continue working with affected neighborhoods, local governments, the State of California, and the federal government to ensure recovery efforts are accelerated in 2026.
Climate Action Plans (CAPs) – Jurisdictions across Southern California are expected to continue exploring Climate Action and Adaptation Plans in 2026 While these plans often appear reasonable on their face, their implementation frequently mirrors past housingunfriendly regional efforts such as Connect SoCal and the SoCal Greenprint These policies have increasingly been used by environmental and NIMBY interests to block development A notable example in 2025 was a City of Irvine proposal estimated to impose up to $4 billion in new costs on builders and residents.
Development Impact Fees (DIFs) – Municipal budgets throughout Southern California are under increasing strain, leading some jurisdictions to pursue substantial increases in development impact fees as a revenue source California already has some of the highest DIFs in the nation, and further increases would significantly hinder the production of attainable housing. BIASC has a strong record of limiting harmful fee increases, but 2026 is shaping up to be one of the most challenging years yet.
Learn how to make your company ’s voice heard through the BIASC Perfect Storm 2026 Digital Advocacy Program. By participating, you help create a unif ied voice in support of homebuilding and ensure that industry perspectives are heard by lawmakers and regulators
MARKETING & MINDSET
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Small refreshes this season can lead to big wins for your marketing strategy—and for you.
With Q2 in full swing, Kovach Marketing is here to help you meet all your goals this quarter—and beyond. Reach out today for a complimentary brainstorm session.
Save the Date 2026 BIASC EVENTS
April 29 BIA Riverside County Chapter Government Affairs Workshop
April 30 BIA Orange County Meet The Builder
May 4 BIA Orange County Chapter Annual Golf Tournament
May 7 BIASC All Chapter Board Meeting & Joint SC and Coachella Valley Reception
May 14 BIA Orange County NextGen/BIA Inland Empire Emerging Leaders Happy Hour Diaper Drive
May 20 BIASC Inland Empire Economic Update
May 21 BIASC SAGE 55+ Housing Council Breakfast
June 1 BIA Los Angeles/Ventura County Chapter Annual Golf Tournament
June 3 BIASC Customer Service Builders Council Breakfast
June 12 BIA Orange County Chapter Women’s Leadership Conference
June 17 BIA San Bernardino County Chapter Top Golf Event
June 18 BIA Orange County NextGen Evening Buzz
June 23 BIA Orange County Chapter Angels Game vs. Orioles
June 24 BIA Riverside County Chapter Government Affairs Workshop
July 8 BIA Orange County NextGen Mentorship Mid-Year Event
July 22 BIASC SAGE 55+ Housing Council Site Tour
July 23 BIASC Coachella Valley Chapter Summer Mixer
July 23
BIASC Customer Service Builders Council Happy Hour Summer Social
Save the Date 2026 BIASC EVENTS
July 31
BIASC Housing Attainability Conference
August 12 BIA Los Angeles/Ventura Chapter Dodgers Game
August 13 BIA Orange County NextGen Cornhole Tournament
August 14
BIASC Southern California Water Conference
August 20 BIA Riverside County Chapter Annual Wine Event
August 25 BIA San Bernardino County Chapter Virtual Government Affairs Workshop
September TBD BIA Orange County Chapter Elected Officials Reception
September 2
September 2
September 2
September 2
September 3
September 3
September 3
BIASC Building Industry Show
BIASC Building Industry Show – Tour TBD (La Quinta, CA)
Builders vs Associates Golf Tournament Renaissance Esmeralda (La Quinta)
BIASC Building Industry Show Concert: Chicago and Styx (La Quinta, CA)
BIASC Building Industry Show Floor (La Quinta, CA)
BIASC Building Industry Meet the Builder (La Quinta, CA)
BIASC Inland Empire Chapters Installation Gala (La Quinta, CA)
September 10 BIA Orange County NextGen Site Tour
September 16 BIA Los Angeles/Ventura County Chapter Networking Event
September 16 BIA Los Angeles/Ventura County Chapter Networking Event
September 23
BIASC Customer Service Builders Council Breakfast
*ALL DATES SUBJECT TO CHANGE* For event sponsorship inquiries, please contact lsalgado@biasc.org
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Buyers compare communities side-by-side, resulting in 1,000,000+ direct buyer-to-builder connections per year
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Save the Date 2026 BIASC EVENTS
September 23 BIA Los Angeles/Ventura County Chapter Elected Officials Reception & Meet The Builder
September 25 BIA Orange County Annual Softball Tournament
September 30 BIASC Riverside County & San Bernardino County Chapters Joint Event & Emerging Leaders Cornhole Tournament
October 1 BIA Orange County Chapter BITA Wine Event
October 7 BIASC Greater Sales & Marketing Council Women in Leadership Breakfast
October 8 BIA Orange County NextGen Government Affairs Workshop
October 14 BIASC Customer Service Builders Council Volunteer Opportunity
October 15 BIASC SAGE 55+ Housing Council Breakfast
October 23 BIASC, OC, & LAV Installation Gala
November 4 BIA Orange County NextGen Mentorship Wrap-Up
November 6 BIASC SAGE 55+ Housing Council Think Tank
November 9 BIA Los Angeles/Ventura Chapter Trap Shoot Tournament
November 14 SoCal MAME Awards
November 18 BIA Riverside County Chapter Virtual Government Affairs Workshop
December 2 BIA Orange County NextGen Executive Committee Holiday Happy Hour
December 3 BIASC Coachella Valley Holiday Mixer
December 9 Joint IE BIA Riverside County Chapter & BIA San Bernardino County Chapter Meet Your Elected Officials Mixer *ALL DATES SUBJECT TO CHANGE* For event sponsorship inquiries, please
HALL OF LEGENDS 2026
The call for nominations for the BIASC Hall of Legends Class of 2026 is now open!
This prestigious honor recognizes individuals within our association who have demonstrated exceptional leadership, dedication, and innovation in the building industry. You can help nominate such individuals.
All BIASC members are invited to submit nominations to their respective chapters or councils.
Submit nominations by May 15, 2026
Who should you nominate? Individuals who:
Displayed extraordinary leadership for BIASC and/or the building industry
Have longstanding and distinguished BIASC tenure
Demonstrated proven leadership within his/her company or the association
Delivered innovation that advanced the association, his/her company or our industry
Delivered great contributions to a community, a region, statewide, or nationally
Each chapter can nominate up to 10 individuals and must include written submittals of nomination for each individual.
Official recognition will occur at the BIASC IE Gala / Hall of Legends Dinner on September 2, 2026 at the Renaissance Esmeralda Resort in Indian Wells.
For details and to submit a nomination, contact Shannon Widor at swidor@biasc.org
BIASC Hall of Legends
2025
Matthew Jordan
Frank Williams
Randall Richards
Mitch Brown
Howard Englander
Thomas Grable
Laer Pearce
Leslie Duckett
Fernanda Luick
Greg McWilliams
Richard Dunbar
L E G E N D S
2024
Donna Deutchman
Ted Dutton
Patrick Fuscoe
Wes Keusder
Steve Murow
Jeff Roos
Borre Winckel
2023
Steve Ruffner
Laura Barber
Aram Bassenian
Lance Williams
Greg Medeiros
Bill Watt
Les Thomas
Les Card
Dale Stuard
Gordon Tippell
Richard Lewis
Ray Fernandez
Ali Razi
Dan Leigh
Richard Lewis
Randall Lewis
Harry Crowell
Jonathan Weldy
James Previti Sr.
Jim Smirl
Dan Leigh
Annie Gerard
Art Danielian
John Martin
Shirley Brown
Can attend Any Chapter Board Meetings
Participate in any BIASC programs and committees at no cost or need for membership dues
Will receive two complimentary tickets to the Building Industry Show
Will receive a complimentary ticket to one BIASC Chapter Gala
MEET THE BUILDER
THURSDAY, APRIL 30TH
4:00 - 5:00PM - VIP Early Access
5:00 - 7:00PM - General Access
ANAHEIM HILLS GOLF CLUB 6501 Nohl Ranch Rd. Anaheim, CA 92807
Don’t miss this exclusive opportunity to meet and mingle with these Builders. This is an exclusive member benefit to attend this members ONLY event Bring your best elevator speech and move through the room in a speed networking format.
Meet These Builders
BIAOC 59TH ANNUAL BIAOC 59TH ANNUAL GOLF TOURNAMENT GOLF
SPONSORSHIP OPPORTUNITIES
SPONSOR
IE MID-YEAR ECONOMIC UPDATE 2026
T I C K E T S
E A R L Y B I R D ( E n d s M a r c h 1 3 t h )
B I A S C M e m b e r : $ 9 2
N o n - M e m b e r : $ 1 2 5
R E G U L A R R A T E ( A f t e r M a r c h 1 3 t h )
B I A S C M e m b e r : $ 1 0 2
N o n - M e m b e r : $ 1 3 5
R e g i s t r a t i o n w i l l c l o s e 5 / 1 8 o r w h e n
s e l l - o u t o c c u r s .
S P O N S O R S H I P S
G o l d S p o n s o r : $ 2 5 0 0 - ( 1 0 ) T i c k e t s ,
L o g o o n a l l m a r k e t i n g
S i l v e r S p o n s o r : $ 1 7 5 0 - ( 6 ) T i c k e t s ,
L o g o o n a l l m a r k e t i n g
B r o n z e S p o n s o r : $ 9 5 0 - ( 2 ) T i c k e t s ,
C o m p a n y N a m e o n a l l m a r k e t i n g
C A N C E L L A T I O N P O L I C Y
P l e a s e r e a c h o u t t o s t a f f i f y o u n e e d t o c a n c e l o r
p r o v i d e a s u b s t i t u t i o n . C a n c e l l a t i o n s w i l l b e c r e d i t e d
t o y o u r a c c o u n t a n d c a n b e u s e d f o r f u t u r e e v e n t s .
C o n t a c t L a u r a S a l g a d o ( l s a l g a d o @ b i a s c . o r g ) o r
C h r i s t e n C a r t e r ( c c a r t e r @ b i a s c . o r g ) f o r a s s i s t a n c e .
March 12, 2026
GOLF TOURNAMENT
Monday, June 1, 2026
Industry Hills Golf Club at Pacific Palms Resort
REGISTRATION FEE:
$ 2,050 per foursome
$ 575 per individual golfer
Mulligans available for purchase on the day of the tournament until 1pm.
1 Industry Hills Pkwy. City of Industry, CA 91744
Registration: 8:00am
Shotgun Start: 10:00am
Contact Christen Carter at ccarter@biasc org or (949) 777-3854 for
Join the BIA Los Angeles/Ventura Chapter for a fun day of networking and golf at the beautiful Industry Hills Golf Club at Pacific Palms Resort.
TOURNAMENT SPONSOR
BALL SPONSOR
DISPLAY TABLES ARE ON A FIRST COME FIRST SERVE BASIS FOR MAJOR SPONSORS. A CART FEE OF $375 IS REQUIRED FOR ALL SPONSORS OPTING TO BE ON-COURSE WAITLIST FOR TEE SPONSORS (LIMITED AVAILABILITY) GRAND PRIZE SPONSOR
RAFFLE PRIZE SPONSOR $3595 w-Foursome Foursome of golf
RAFFLE PRIZE SPONSOR $2595 No Foursome
All Below Benefits for both options: Company business card can be added to the raffle prizes
Company banner displayed at course Company logo on all marketing materials and signage
Optional display table on hole at course, cart fee of $375 required
CART SPONSOR $3295 w-Foursome Foursome of golf
CART SPONSOR $2050 No Foursome
All Below Benefits for both options:
Company logo on all golf cart screens Company logo on all marketing materials and signage Optional display table on hole at course, cart fee of $375 required
PIN FLAG SPONSORS
PHOTOGRAPHY SPONSOR $3295 w-Foursome Foursome of golf
PHOTOGRAPHY SPONSOR $2050 No Foursome
All Below Benefits for both options: Company logo printed on all team player photos Company logo on all marketing materials and signage
Optional display table on hole at course, cart fee of $375 required
MORNING ROUND SPONSOR $3295 w-Foursome
Foursome of golf
MORNING ROUND SPONSOR $2050 No
Foursome
All Below Benefits for both options:
PRE SHOTGUN START - BLOODY MARY BAR HOST
Company logo on all marketing materials and signage Company logo on drink ticket for players Optional display table at morning round bar
LUNCH SPONSOR $3295 w-Foursome
Foursome of golf
LUNCH SPONSOR $2050 No Foursome
All Below Benefits for both options:
Company banner displayed at course
Company logo on all marketing materials and signage
Company logo on lunch ticket for players
Optional display table on hole at course, cart fee of $375 required
BEVERAGE SPONSOR $3295 w-Foursome Foursome of golf
BEVERAGE SPONSOR $2050 No Foursome
All Below Benefits for both options:
Company banner displayed at course
Company logo on all marketing materials and signage Company logo on drink ticket for players
Optional display table on hole at course, cart fee of $375 required
19th HOLE SPONSOR $3295 w-Foursome
Foursome of golf
19th HOLE SPONSOR $2050 No Foursome
All Below Benefits for both options:
POST PLAY COCKTAIL RECEPTION
Company logo on all marketing materials and signage Company logo on drink ticket for players Optional display table at morning round bar
DRIVING RANGE SPONSOR $3295 w-Foursome Foursome of golf
DRIVING RANGE SPONSOR $2050 No Foursome
All Below Benefits for both options: Company logo on tee sign at driving range Company logo on all marketing materials and signage
Optional display table on hole at course, cart fee of $375 required
LONGEST DRIVE SPONSOR $3295 w-Foursome Foursome of golf
LONGEST DRIVE SPONSOR $2050 No Foursome
All Below Benefits for both options: Company logo on tee sign at driving range Company logo on all marketing materials and signage.
Optional display table on hole at course, cart fee of $375 required
PUTTING CONTEST SPONSOR $3295 w-Foursome Foursome of golf
PUTTING CONTEST SPONSOR $2050 No Foursome
All Below Benefits for both options:
Company logo on tee sign at chipping contest
Company logo on all marketing materials and signage
CHIPPING CONTEST SPONSOR $3295 wFoursome Foursome of golf
CHIPPING CONTEST SPONSOR $2050 No Foursome
All Below Benefits for both options:
Company logo on tee sign at chipping contest Company logo on all marketing materials and signage.
Optional display table on hole at course, cart fee of $375 required
HOLE-IN-ONE SPONSOR $3295 (6 only) wFoursome
Foursome of golf
HOLE-IN-ONE SPONSOR $2050 (6 only) No Foursome
All Below Benefits for both options:
Company logo printed on Hole-In-One signage
Company logo on all marketing materials and signage
Optional display table
BALL MARKER SPONSOR $1100 No Foursome SPONSOR TO PROVIDE LOGO’D GOLF MARKERS
Company logo on all marketing materials and signage
Optional display table on hole at course, cart fee of $375 required.
TOWEL SPONSOR $1100 No Foursome
SPONSOR TO PROVIDE LOGO’D TOWEL
logo’d towel given to each player
logo on all marketing materials and signage
display table on hole at course, cart fee of $375 required
BAG SPONSOR
HAT SPONSOR $1100 No Foursome
SPONSOR TO PROVIDE LOGO’D HAT
logo’d hat given to each player
logo on all marketing materials and signage Optional display table on hole at course, cart fee of $375 required
TEE SPONSOR $975 Company name on one tee sign on hole
name on all marketing materials and signage
Optional display table on hole at course, cart fee of $375 required.
LOS
SPONSORSHIPS
Platinum - $5,000
• (10) Tickets to event with reserved seating
• Company logo on all marketing materials, email invitation, printed program & recognition at event
Breakfast Sponsor - $4,150
• (5) Tickets to event with reserved seating
• Company logo listed on all marketing materials & email invitation, printed program & recognition at event
Swag - $3,150
• (3) Tickets to event with reserved seating
• Company logo listed on all marketing materials & email invitation, printed program & recognition at event
Gold - $2,995
• (4) Tickets to event with reserved seating
• Company logo on all marketing materials, email invitation, printed program & recognition at event
Silver - $1,995
• (2) Tickets to event with reserved seating
• Company logo on all marketing materials, email invitation, printed program & recognition at event
Bronze - $1,050
• (1) Ticket with reserved seating for program & breakfast
• Company logo on all marketing materials, email invitation, printed program & recognition at event
Believer (OC Annual Bundle Sponsor)
• (2) tickets to event with reserved
•
on all marketing materials & email invitation, printed program & recognition at event
SCHEDULE
7:45am Registration & Networking
8:30am Buffet Breakfast 9:15am-12:00pm Program & Keynote
TICKET PRICES
TOP GOLF TOP GOLF
SCHEDULE SCHEDULE
1
2
n e t w o r k i n g , f o o d & d r i n k s . T h e t o u r n a m e n t
s o l d o u t l a s t y e a r ,
SPONSORSHIPS SPONSORSHIPS SPONSORSHIPS
GO FOR GREEN SPONSOR
$ 1 , 9
EAGLE SPONSOR
BIRDIE SPONSOR
SPONSOR
A G E N D A A G E N D A
m e m b e r s , e n j o y d e l i c i o u s t a c o s d u r i n g o u r " T a c o T a i l g a t e " p a r t y i n t h e p a r k i n g l o t
w h o l e c o m p a n y a n d f a m i l y t o o u r B I A / O C B a s e b a l l N i g h t a t A n g e l S t a d i u m ! N e t w o r k w i t h y o u r f e l l o w B I A m e m b e r s , e n j o y d e l i c i o u s t a c o s d u r i n g o u r " T a c o T a i l g a t e " p a r t y i n t h e p a r k i n g l o t
b e f o r e t h e g a m e a n d t h e n h a v e a b l a s t c h e e r i n g y o u r t e a m i n w h a t w e c a n o n l y a s s u m e
b e f o r e t h e g a m e a n d t h e n h a v e a b l a s t c h e e r i n g o u r t e a m i n w h a t w e c a n o n l a s s u m e
w i l l b e a n e i c g a m e ! G e t o u r t i c k e t s n o w b e c a u s e t h i s e v e n t s e l l s o u t e v e r e a r !
w i l l b e a n e p i c g a m e ! G e t y o u r t i c k e t s n o w b e c a u s e t h i s e v e n t s e l l s o u t e v e r y y e a r ! h e t h e r y u a r e a g e l s f o a i l f a n , b i g h w h o l c o p y a d f a i l y o o u r O C a s e a l g t a A n g e S t a i u m e t w o r w t h y o u r e l o w A
S E A T S L O C A T E D I N R I G H T F I E L D P A V I L I O N S E A T S L O C A T E D I N R I G H T F I E L D P A V I L I O N
S P O N S O R S H I P S S P O N S O R S H I P S
H o m e R u n P r e s e n t i n g S p o n s o r - $ 1 8 5 0
G r o u p o f 1 0 t i c k e t s ( s e a t e d f i r s t r o w i n o u r g r o u p s e c t i o n ) , c o m p a n y l o g o o n e v e n t p a g e , m a r k e t i n g , a n d o n e v e n t s i g n a g e .
S w i n g A w a y S p o n s o r - $ 9 5 0
4 t i c k e t s , c o m p a n y l o g o o n e v e n t p a g e , m a r k e t i n g , a n d o n e v e n t s i g n a g e .
4 tickets w/ $30 food & beverage credit for each Logo on all Marketing Material 2 tickets w/ $30 food & beverage credit for each Logo on all Marketing Material
ticket w/ $30 food & beverage credit Logo on all Marketing Material
TOURNAMENT SPONSOR $3,075
1 AVAILABLE
Includes 20 food bracelets
FOOD SPONSOR $2,075
1 AVAILABLE
Company logo on food bracelets (if sposnorship secured by 8/31)
Includes 10 food bracelets
FIELD SPONSOR $1,075
3 AVAILABLE
Includes 5 food bracelets ALL-STAR SPONSOR $250
2 food bracelets
*Teams must have a minimum of 10 players and at least 4 female players
PLEASE WELCOME BACK OUR RENEWING MEMBERS
1/30/2026 - 4/3/2026
Ackerman Law PC
Advanced Drainage Systems
Allstate Environmental Solutions, Inc
Amazing Days Success and Wellbeing
American Standard
AO
APA - The Engineered Wood Association
Arcxis
AutoHot (Enovative Group)
Automated Gate Services Inc
BASF Corporation
BEHR
BKF Engineers
Boise Cascade
Bosch, Thermador & Gaggenau
Brandguard Vents
CAMBRIA
Cannon
Century Communities
Century West Concrete
Chapman University - Argyros School of Business & Economics
Citadel Roofing and Solar
City of Costa Mesa Development Services
City of Tustin
Clarity Real Estate Advisors
Coast Recreation
Comstock Homes
Conceptual Design & Planning Company
Converse Consultants
Cornerstone Real Estate Consulting, Inc
Corman Leigh
Cosentino Los Angeles
Cowboy's Roofing, Inc.
Creative Mines
Crestwood Communities
Curtis Allan Floor Covering
Davis Development Company, Inc
Development Concepts
DoubleTree Hotel Ontario
DR Horton LA Holding Co. Inc.
EcoViews Landscape & Pavers Company
Elite Earthworks & Engineering Inc.
EverFence Corporation
Fenceworks Rental Systems, LLC
Fiber Care Baths Inc
FivePoint
FQF Advisors, LLC
GeoTek, Inc.
GMU Geotechnical Inc
Go-Staff, Inc.
Great Western Home Loans
Hammer and Nails Law
Hardwood Creations dba HCI
HomeTeam Pest Defense
Huitt-Zollars
Hunsaker & Associates Irvine Inc.
Insulation Labs
Integrated Demolition & Remediation
ISE Structural Engineers
JC Concrete, Inc
JES Engineering Contractors
JZMK Partners
Just Like the Model
Kana Pipeline, Inc
Keusder Homes
Knitter Partners International
KTGY
Land Development Consultants
Larry Jacinto Construction, Inc.
Lee & Stires, Inc
Leonard's Services
LG Electronics
Lewis Management Corp.
Lindholm CRE
Marin Concrete Construction, Inc
Marlo Naber Public Affairs, Inc
McCarthy Companies
Meritage Homes of California
Merlone Geier Partners
New American Funding LLC, Builder Division
Newmeyer & Dillion LLP
Onsite Creations
Option One Consulting Engineers
Pacific Advanced Civil Engineering, Inc.
Pacific Dimensions Inc
Pacific Ventures Management LLC
Petra Geosciences, Inc
Pillar Building Group LLC
Plumbing Concepts, Inc
P11 Creative, Inc.
Prime Association Services
Pro Coat, Inc.
PVRK, Inc
Quasar
RC Homes, Inc
RCCD, Inc
RCS-CM LLC
Reece Supply
Redwitz, Inc
Risewell Homes
Rocks Bio
Roy E Whitehead Inc.
Rufus Builder Services, Inc.
Ryan Young Interiors
Safety Rails of California, Inc.
Samsung Appliances
Schlage Lock Company
Shore Consulting
Sign Image, Inc.
Signature Realty Capital Corp
Soil Retention Systems, Inc.
Southern California Gas Co
Spring Meadows Homes LLC
Springbrook Realty Advisors Inc
StudioPi2 Architects
SWISS KRONO TruWood Siding | Trim
T&B Planning Inc
The Henderson Law Firm
The Musella Group
Thomas Grable & Associates
Thomas James Homes
Toll Brothers Inc
Toro Enterprises INC.
TRI Pointe Homes
True Air Mechanical, Inc.
U.S. Bank Home Mortgage - Irvine
Urban Surfaces
Ver Designs
Vintage Design
VintageGroup
WD Land
Williams Homes Inc.
Woodbridge Pacific Group
Zonda
T R A F F I C & S A L E S D O W N ?
S I G N S A R E
I N Q U I R E T O D A Y U P B I A S I G N S . C O M
L E T B I A S I G N S P O I N T B U Y E R S I N Y O U R D I R E C T I O N
Building a Sustainable Future with Leadership, Advocacy and Resolve
The Builders for Better Communities Foundation (BBCF) is a 501(c)(3) charitable nonprofit that serves to promote diversity, equity, and inclusiveness on behalf of the Building Industry Associati on of Southern California within the Southern California region.
BBCF is dedicated to supporting veterans, underserved communities, and individuals impacted by the recent Los Angeles fires.
Supporting Affordable Housing opportunities for U.S. Veterans and their families is a cornerstone of 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.
B U I L T O N B E T
G R O U N D
O R E S E R V I C E S
