NORDIC HOMES I
Nordic Homes is committed to delivering tailor-made, timber-focused prefabricated solutions that blend efficiency, sustainability, and cutting-edge design.
CEO Kaspars Šenvalds and COO Jānis Goloveckis recently shared how the company continues to elevate the prefabrication industry.
Founded in 2010 as a private home manufacturer in Latvia, Nordic Homes initially had a limited export footprint. Today, with a team of 125 skilled professionals, the company delivers over 12,000 square metres of timber-frame modular buildings annually. With a strong presence across Europe, Nordic Homes has grown its revenue to €11 million per year. However, its success has been shaped by overcoming significant challenges.
“Our defining moments have always come from adversity,” explained CEO Kaspars Šenvalds. “When the Covid-19 pandemic struck, we had to rethink our entire approach – exploring new markets, new ideas and new opportunities. This adaptability led us to establish a foothold in Iceland and Germany, allowing us to remain one of the few companies in our sector to navigate that period successfully.”
Flexible modular construction
Nordic Homes’ success is built on a foundation of flexibility and adaptability. Following its acquisition by an investment fund in 2011, the company initially expanded into
the UK, where it completed approximately 15 high-profile projects. However, after the Brexit vote in 2016, the company strategically pivoted to the Scandinavian market.
“Scandinavia was a natural choice for us,” said Šenvalds. “Not only is it geographically convenient, but timber construction is widely embraced in the region. Modular and prefabricated solutions align perfectly with the market’s needs.”
To accommodate the varying requirements of different regions, Nordic Homes
ised modules. “We tailor our production to meet specific local regulations,” explained Šenvalds. “Whether for the UK, Sweden or another market, we ensure that our solutions are fully compliant and optimised for that location. Many larger companies struggle with such flexibility, which ultimately limits their growth.”
Prefabricated projects typically start at around 1,000 square metres, equivalent to 20-30 apartments. The company’s largest project to date was a 12,000-square-metre student accommodation block in Liverpool, completed in August 2015.
“That project consisted of approximately 300 modules,” Šenvalds recalled. “By September, students had already moved
in, and shortly after, BlackRock acquired the development in a swift and highly successful transaction.”
Unlike mass-production modular firms that manufacture up to 100 modules per month with limited customisation, Nordic Homes focuses on high-end, bespoke solutions.
“We prioritise architectural design and adaptability,” said Šenvalds. “The largest module we’ve delivered to date features 75 square metres of fully-furnished living space, including a kitchen, bathroom, two bedrooms and a living room.”
Delivering Icelandic luxury
One of Nordic Homes’ most prestigious and technically demanding projects was a fivestar hotel in Iceland. Located in a seismic zone and overlooking a fjord, this project required an innovative hybrid approach using concrete, steel and timber. The company supplied 54 prefabricated timber-frame hotel rooms and over 6,500 square metres of prefabricated timber and mass timber elements to integrate with the steel and concrete structure.
“This was an exceptionally complex project,” noted Šenvalds. “Many modular manufacturers declined due to the high-end specifications and logistic challenges of the remote location. However, our team was able to deliver a solution that met the project’s exacting standards.”
Given the luxury nature of the hotel, high-quality materials were essential. “The flooring alone cost over €200 per square metre,” Šenvalds added.
To ensure seamless execution, Nordic Homes sourced and pre-assembled much of the interior in Latvia before shipping.
“We collaborated with seven Latvian suppliers to equip the modules with everything from custom furniture and lighting to TVs, audio systems and even a glass staircase,” explained COO Jānis Goloveckis. “By pre-installing these elements, we minimised on-site work, ensuring that upon delivery, all that was needed was unpacking, a final clean and a quality check.”
Strong & trusted partnerships
Executing complex projects like the Icelandic hotel requires a robust and reliable supply chain. Nordic Homes places great emphasis on selecting suppliers who consistently deliver on time and to specification.
“Reliable suppliers reduce operational headaches and allow us to focus on innovation and problem-solving,” said Šenvalds. “If we compare similar offers, we prioritise the partner with a proven track record of dependability over the cheapest option.”
Goloveckis echoed this sentiment: “Choosing the lowest price isn’t always the best decision. In logistics, for example, working with an inexperienced provider may lead to costly delays or rework, even if there are no direct financial penalties. Time is a valuable resource, and inefficiencies impact our ability to deliver high-quality results.”
Customer-centric solutions
Nordic Homes prides itself on open, transparent, and solution-oriented collaboration with clients. Rather than imposing rigid prefabrication constraints, the company works with clients to bring their architectural visions to life.
“We don’t tell clients, ‘this is all we can do,’” said Šenvalds. “Instead, we take the approach of: ‘You have a vision, and this is how we can help make it a reality.’”
With this customer-first mindset, Nordic Homes is actively exploring opportunities to expand beyond its current markets in Germany and Iceland, with a renewed focus on the UK.
“There is a saying among architects: ‘Your tombstone is paid for by others, but it remains your legacy,” Šenvalds reflected. “The same applies to buildings. We design and construct spaces that will stand for generations. If we can contribute to creating lasting, well-designed and efficient buildings, then we have achieved our goal.” n
CEO, Kaspars Šenvalds
COO, Jānis Goloveckis
