For Hemming and Ni Coll, slow and steady is not cautious; it is strategic. In a high-risk industry, maintaining control is an advantage. THE STRENGTH OF SUBCONTRACTOR RELATIONSHIPS A defining element of their delivery model is the supplier and subcontractor network they’ve built over years of consistent work. In their view, a successful building company is never just the people on payroll—it’s the broader ecosystem of trusted trades, vendors, and partners who contribute to the end product. Electricians, plumbers, and specialist subcontractors are carefully selected, reused, and developed over time. Key supplier relationships with timber and building material providers also play a role in quality assurance, procurement efficiency, and problemsolving during high-pressure stages of a build. These relationships also contribute to long-term scalability. While the business currently depends heavily on the founders’ daily involvement, one of their longer-term goals is to create greater “exit ability”—a structure where delivery can remain consistent even when Travis and Reece are not personally driving every decision. They are realistic about the timeline. Building a truly self-sufficient company, they believe, can take a decade of deliberate leadership development, process refinement, and the right people in the right seats. THE STRATEGY AHEAD: STAY IN THE RIGHT MARKET AND KEEP GETTING BETTER When asked about the next two to five years, the answer remains consistent with their original ambition: keep building the best homes they can, for the right clients, with the right architects, and keep elevating standards. Architect relationships are especially critical. While the homeowner signs the contract, Hemming and Nicoll describe architects as the engine of their business—referring aligned clients, driving design ambition, and shaping the type of projects that match the company’s brand. Strengthening those alliances, expanding strategic relationships in the architectural space, and maintaining steady workflow are key priorities. Permitting timelines, start-date uncertainty, and construction sequencing remain ongoing challenges, and mastering workflow is viewed as one of the most difficult operational disciplines—because workflow directly impacts cash flow, staffing stability, and the ability to maintain quality without rushing. In a market where interest rates and sentiment can swing quickly, they remain optimistic. Their view is 41 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 02 HEMMING & NICOLL CONSTRUCTIONS
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