Leading the Prefab Pod Revolution

With Modular Home Options Becoming More Popular, This Company is One to Watch

SYNC has become a standout in Australia’s modular construction sector by mastering the art of delivering complex, high-quality prefabricated bathroom pods at scale. But the real engine behind its growth isn’t just machinery or models, it’s the evolution of its operations, shaped by people who know the production line inside out and are rethinking how it runs.

This year, we revisit SYNC to examine how those high-level strategies are being executed at ground level. With Operations Director Antonio Di Vito now driving internal transformation, the focus has shifted toward operational refinement, production efficiency, and process innovation.

“I started here at SYNC in January 2018 as a CNC operator,” says Di Vito. “Then I moved through positions in joinery leadership, production management, and eventually into the role of Operations Director last July.”

Now serving as Operations Director, Di Vito brings practical expertise to every decision. His day-to-day involves everything from collaborating with the commercial and design teams before production begins to mentoring staff and ensuring performance targets are consistently met.

“We make bathroom pods, and I facilitate everything from start to finish,” Di Vito explains. “Production is a big part of what I do, but I also work closely with commercial and design to ensure everything is ready before we begin manufacturing.”

Increasing Capacity with Precision

SYNC’s production capacity now sits at 5,000 pods annually—roughly 22 per day. While this number reflects the factory’s capability, actual output varies based on orders and production alignment.

“What we’re doing now is working with our commercial team to create long-term partnerships with clients. That way, we can stabilize production and avoid those disruptive spikes,” Di Vito explains.

Production swings—from 10 to 20 pods a day, for instance—place a significant strain on labor and logistics. “It becomes tough. You don’t just double output overnight,” he says. “So, we’re working to establish a steady baseline, where clients book their production slots in advance.”

Rather than relying solely on high-tech systems or AI integration, SYNC has achieved impressive gains by focusing on the fundamentals.

“We went from taking 61 hours to build a pod to around 43,” Di Vito notes. “That’s thanks to mentoring, layout changes, and streamlining processes. Technology played a role, but it’s mostly been about improving the way we work.”

One example? The elimination of the so-called “hospital area,” where problematic pods were once sidelined for later repair. “If something’s wrong, we fix it right there,” he says. “Because we all know when you say, ‘I’ll do it later,’ that often becomes too late.”

Shifting from Projects to Processes

Among Di Vito’s most significant innovations has been transitioning SYNC from a project-based to a process-based business model.

“Before, we were structured around individual projects. That meant different teams, supervisors, and resources for every job,” Di Vito explains. “It made planning and continuity difficult.”

In a process-based model, SYNC organizes around consistent workflows—like framing, joinery, or plumbing—rather than specific jobs. “The process never changes,” he says. “Only the project inputs do. That way, we keep the same management structure, even when the projects change.”

This restructuring has improved both productivity and morale. “Instead of everyone reporting to one overwhelmed project manager, each leader is responsible for a specific process,” Di Vito says. “Problems get solved faster, and people know exactly who to go to.”

By moving away from the start-stop nature of project-based work, SYNC has created a steady rhythm of production that maximizes resources and minimizes downtime. “We’ve reduced labor inefficiency from 20% to around 7%,” he adds. “It’s made a big difference.”

Balancing Output with Well-Being

SYNC currently employs about 100 people, with 56 dedicated to pod assembly alone. That number is expected to increase by roughly 10% each month as production approaches 20 pods per day.

“We split labor into three main areas: joinery, metalwork, and pod assembly,” Di Vito explains. “When I talk about cycle times, I’m focusing on pod assembly specifically.”

To support growth, SYNC has refined its onboarding process. “Previously, new hires came in at 7 a.m., right when the floor was at its busiest,” Di Vito says. “Now they start at 9 a.m., so supervisors have time to guide them properly. It’s a simple fix that’s improved training significantly.”

Customization Without Limits

Customization remains a defining strength at SYNC, enabling the company to meet diverse client needs across various sectors without compromising efficiency. As a vertically integrated manufacturer, SYNC controls nearly every aspect of production, allowing a high level of adaptability, precision, and speed in its prefabricated bathroom pods.

“We built a massive school bathroom pod with four children’s toilets,” Di Vito recalls. “It was 4.6 by 4.5 by 3.5 meters, huge. That project showed us what we’re capable of. It pushed our limits in terms of coordination, materials handling, and creative layout—especially because it wasn’t a standard design by any means.”

Whether working with residential developers, commercial builders, or public sector institutions, SYNC approaches each project with the same mindset: tailor the design while preserving the streamlined factory model. “We have no limits,” Di Vito says. “We build exactly what the client requires. It’s not about just replicating a design, it’s about engineering the best solution for each specific use case, and doing so efficiently.”

Stability that Fuels Innovation

With production for most of 2025 already secured, SYNC is entering a phase of maturity and strategic scaling. The company is no longer just reacting to market demand; it’s anticipating and planning for it.

“We’ll be building 15 to 17 pods a day for the foreseeable future,” Di Vito says. “That kind of stability is a huge relief. It gives us space to improve instead of always catching up.”

This forward momentum is supported by SYNC’s growing confidence in its processes and workforce. With volume targets set and team expansion underway, the focus now shifts to refinement and innovation.

“We want to implement more robotics into the production line to complement what our teams are doing manually,” Di Vito explains. “We’re not trying to replace people, we’re trying to make their work more focused, safer, and faster.”

One of the primary goals for 2025 and 2026 is to reduce the average production cycle from ten days to just eight days. That includes everything from framing to final plumbing, painting, tiling, and handover inspection.

“That’s a pretty big deal,” Di Vito says. “Eight days to a finished, fully furnished bathroom? That’s impressive, and it changes how quickly developers can move.”

Adapting to an Evolving Industry

The industry isn’t without its challenges, particularly labor shortages and economic fluctuations.

“We’re making our processes so simple that anyone can step in,” Di Vito explains. “It’s not about replacing skill, but adapting. There are lots of people looking for work—we’re just making it easier for them to contribute.”

To address supply chain instability, SYNC is increasing its in-house production. “We now manufacture our own stone and door components,” he says. “It helps us control quality and manage costs.”

Regulatory changes are also increasing pressure on manufacturers; however, SYNC maintains high standards. “We don’t cut corners,” Di Vito says. “We’d rather maintain quality and ensure long-term satisfaction for our clients.”

Strength in Support and Shared Goals

Amid the systems, processes, and production lines, Di Vito insists it’s the culture at SYNC that keeps the wheels turning. While technology and process improvements have made a tangible impact on productivity, it’s the mindset and values of the people that sustain the company’s momentum day in and day out.

“Culture drives everything,” Di Vito says. “You don’t have to love your job, but when you work with people who respect and support you, it changes everything.”

At SYNC, culture isn’t treated as a buzzword or HR strategy; it’s embedded in daily operations. From onboarding new hires with care and clarity to promoting collaboration between teams, there’s a deliberate focus on creating an environment where people feel seen, valued, and heard. Leaders make time to connect with team members, and frontline staff are empowered to speak up and problem-solve. That level of mutual respect translates into pride in workmanship and a shared commitment to quality.

That culture also extends to a strong sense of accountability, not enforced from the top down, but held collectively by the team. “If I don’t meet my target today, someone down the line doesn’t have work tomorrow,” Di Vito explains. “We all understand that. Hitting targets isn’t about the business making money, it’s about making sure everyone here has a job to come back to.”

At a Glance

Who: SYNC

What: An advanced manufacturing firm that produces precision-fabricated, mass-customized, off-site modular smart pods.

Where: 55 Leakes Road, Laverton North VIC 3026 Australia

Website: www.sync.industries

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