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don’t want to bring them in and
plunk them above some of my
core people.”
In the near term, Joe sees the
company undertaking three
new builds at any given time,
with some smaller scale reno-
vations also in the mix. At that
size, he estimates they will be
busy enough to bring in new
crew members, and to give se-
nior crew members opportu-
nities to take on project man-
agement responsibilities. Then,
four to five years from now,
Joe sees the company adding
a couple more concurrent jobs
to their slate, and thus a couple
more project managers to their
roster.
Somewhere in that time period,
Joe also plans on introducing a
development arm to the com-
pany – at least partly so that
they can trial new project man-
agers on their own projects.
Eventually, Joe says he will per-
sonally have to hang up his own
project manager hat and focus
solely on the higher levels of
the company. Before that hap-
pens, however, his goal is to
acquire and manage an even
higher-end project that he’s
ever done.
“I want to be able to manage a
job that’s $1,500 a square foot,
or close to that number,” he
says. “I’ve always joked that I
won’t stop being a project man-
ager until I’ve managed a job
that scares the shit out of me.
I want to think ‘How am I even
going to build this?’ That’s the
kind of challenge I want.”
BUSINESS WORLD MAGAZINE
For more on
Adisa Homes,
their process,
and their past
projects – and to
get in touch with
Joe and his team
– visit https://
www.adisahomes.
com/