habits that also improve cost control and cycle time. “We’re not purely technical builders. Families are out of their depth on a build. We aim to make the journey clear, human—and even enjoyable.” DESIGNS THAT KEEP FAMILIES TOGETHER (BUT NOT CROWDED) Stroud’s product philosophy is clear: open-plan living that keeps families connected, sunlight and breeze as first-class citizens, and fewer dead-end rooms. “Too many plans try to squeeze too many rooms into too few square meters,” Stroud says.“We prefer separate but together—partial walls instead of boxes, more external walls, larger windows to promote airflow, and fewer dark internal corners.” Studies lose doors. Living areas gain line-of-sight. The result is easy-to-live-in spaces that suit Australian family life. A simple signature touch—inviting kids to hand-print wet concrete (often the dog, too)—creates emotional buy-in. Another ritual, “The Last Nail,” lets young children “help” on frame day. “I’ve had mums tell me a three-year-old couldn’t sleep the night before,” Stroud laughs. “These moments matter.” CULTURE: PRIDE, CLARITY, AND A LOT OF FACE TIME Stroud’s head office team totals ten talented team members,the company boasts 40 franchises operating across Australia and New Zealand, with several new teams currently in the deposit and due diligence stages. Stroud points out that subcontractors are treated as brand ambassadors—Stroud prints 3,000 shirts at a time that read “Valued member of the Stroud Homes construction team.” Most don’t wear them on site—“They save them for the footy or the pub,” Stroud smiles. “There are two takeaways from work: a paycheck and a sense of pride. Pride often matters more.” On training & development, Stroud runs a 24/7 online academy: Loom-based walk-throughs, site videos, interactive tasks, and quizzes. New hires spend their first week mostly in the system; franchise support managers close gaps and monitor outcomes. Regular conferences (now multi-day) cover operations, sales, 28 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 10
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