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Latest Issue
July 2026
Volume 36, No. 7
Issue #416
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Policy Wins in the ROAD to Housing Act
For homebuilders, the emerging opportunity is smarter delivery While it is certainly good news that the 21st Century ROAD to…
Read Full Article → : Policy Wins in the ROAD to Housing Actby
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Toll Brothers’ Strategy and Style
Inside the builder’s executive evolution and dignified design Since we last featured Toll Brothers as our 2025 Builder of the…
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B&D Interview: Selma Hepp, Chief Economist, Cotality
In the August issue of Builder and Developer, Hepp breaks down the new realities of homebuilding
Builder and Developer: How have you seen builder sentiment and buyer behavior evolve so far this year?
Selma Hepp: Builder sentiment remains cautious, but buyer behavior has been more resilient than headline confidence measures suggest. The NAHB/Wells Fargo HMI fell to 34 in July and has remained below 40 for 15 consecutive months, reflecting the continued pressure from elevated mortgage rates, land costs, material prices and labor shortages. At the same time, others have reported that net new orders were up 16% year over year as of May, marking the fifth consecutive increase, which suggests demand is still present when builders can solve for affordability.
The biggest change is that buyers are more payment-sensitive and less willing to stretch.
Builders have responded with rate buydowns, closing-cost assistance, smaller floor plans and spec inventory. Spec homes now account for an all-time high share of new-home sales and that most (close to 90%) new-home mortgages include rate buydowns.
B&D: What implications will this have heading into the rest of 2026?
SH: The rest of the year is likely to remain a volume-management environment, suggested by the recent slowdown in new-home sales and permits at the lowest level since August 2025, underscoring builders’ caution around future production. Most of the forecast for sales suggests a slow-growth outlook: new-home sales are expected to increase only about 1% in 2026 and 4% in 2027, while new-home prices are expected to remain under pressure in 2026 before improving modestly in 2027.
The implication is that builders will continue to prioritize absorption over pricing power, especially where inventories are elevated or where affordability is most stretched.
B&D: You recently described the 21st Century ROAD to Housing Bill as the “most significant housing bill in decades.” Which specific provision do you think will make the biggest difference for builders in the near future?
SH: For builders, the most important near-term provisions are the ones that reduce time, uncertainty and carrying costs in the development process. The final ROAD Act includes provisions related to pre-approved home designs, streamlining federal and local housing processes, exempting certain small-scale housing developments from federal environmental reviews and giving jurisdictions more flexibility with housing funds. In addition. expediting local permits, reducing environmental regulation, minimizing impact fees and HUD-code reform for manufactured homes are also key initiatives for housing production.
If I had to choose one provision with the biggest builder impact, it would be permitting and regulatory streamlining.
Time is a major cost in development. Every additional month in entitlement, environmental review, or permitting adds financing expense and increases the risk that market conditions change before a project delivers. Nevertheless, while the ROAD Act is a positive step, implementation will take time and more policy change is still needed at the state and local level. Also, for legislation success, there is an enormous need for administrative capacity at exactly the moment when at agencies, such as HUD, staffing resources have been reduced, which raises the risk that the housing benefits arrive more slowly than advocates expect.
B&D: How would you assess the current performance in regional markets in terms of homebuilding activity and what key factors are driving their strength?
SH: The regional story is highly bifurcated. The South continues to account for the largest share of homebuilding activity, supported by years of population growth, business migration and relatively abundant developable land. However, it is also the region where builders are managing higher inventory levels and relying more heavily on incentives.
The Midwest and parts of the Northeast appear more stable, as affordability remains stronger and supply growth has been more limited. By contrast, the West remains the most constrained and expensive region, with land, regulatory, insurance and labor costs continuing to restrict the delivery of attainable housing.
The strongest markets generally share a combination of employment growth, population inflows, relative affordability and manageable inventory levels.
Zelman’s analysis shows a clear relationship between resale inventory and home-price appreciation, with markets experiencing larger inventory increases facing greater pricing pressure. This helps explain why some Midwest and Northeast markets have performed better: they typically have less new supply, tighter resale inventory and better affordability than high-cost Western markets or overbuilt areas of the Sun Belt.
B&D: While the hyper-inflation of building materials has cooled down compared to recent years, structural costs remain high. Where do you see builders finding relief and success over the next 12 to 18 months?
SH: Builders are seeing some relief on the input side, but not enough to materially reset affordability. Overall labor and material cost pressure has moderated from pandemic highs and finished-lot inflation is roughly flat year over year. At the same time, elevated material prices, high land costs and skilled labor shortages continue to serve as major constraints, building material prices continue to be impacted by ongoing volatility from trade policy, softwood lumber, steel, aluminum and imported equipment.
The real opportunity over the next 12 to 18 months is likely to come from execution, not a dramatic decline in material costs.
Builders will find relief through cycle-time reductions, standardized plans, value engineering, better land discipline, supplier partnerships, factory-built components where feasible and smaller or denser product types.
B&D: In Cotality’s report, trust in AI tools to help find a home dropped nearly in half, from 30% in 2025 to 16% today. What does this signal to the industry about the role this technology plays in decision-making?
SH:
The drop in AI trust tells the industry that speed alone is not enough.
Buyers may expect AI to be part of the process, but they want to understand how it is being used and who is accountable for the outcome. For builders, AI can be a powerful tool for matching buyers with homes and simplifying the journey, but it has to operate with transparency and a human in the loop. In a transaction this large, certainty matters as much as efficiency.
This is the full interview, read the print version here.
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Fusing Luxury and Functionality
Understanding the role interior designers play behind the scenes
For me, luxury and functionality are inseparable. It does not make sense to design something beautiful if it does not support the way a person actually lives.
Before I ever think about the aesthetics, I think about the problem: What needs to be solved? How does the client move through the space? What will make their life more comfortable, efficient and meaningful?
True luxury is not decoration; it is when a home works so beautifully that the client feels completely supported by it. Function comes first, then we design beautifully around it.
The best spaces are not simply visual. They function effortlessly, solve problems quietly and elevate everyday living.
I have always believed that nothing is impossible. In design, the real question is not whether something can be done; it is how creatively and intelligently we are willing to think in order to make it happen. That is why I see my role as much more than a designer. I have to think like an architect, a builder, a problem solver, a strategist and an advocate for the client.
A home should feel like the client’s own private destination: a place that restores them, welcomes their guests and reflects the life they want to live. Many luxury clients have multiple homes and spend significant time traveling, often searching for that sense of escape they experience in extraordinary destinations.
People plan for years to experience exceptional places. I believe they should be able to live inside that feeling every day.
The most memorable spaces combine comfort, beauty, service, emotion and functionality into something greater than the sum of their parts. That philosophy continues to shape every residence I design.
At the core of my design philosophy is respect: respect for the architecture, the land, the composition, the client and the way a space must live over time.
Great design is not simply about what looks beautiful today. It is about how something is built, how it performs and how it makes people feel years from now. A truly great building should be beautiful even before anything is placed inside it. The interior should not compete with the architecture; it should enhance it and complete it.
Design must also be deeply human. You have to study the people who will live, work and gather within a space.
Sometimes the most important design decision is not the most glamorous one. It may be recognizing that a client needs better light to read comfortably at night and then finding an elegant way to integrate that solution into the overall design. That is where problem solving becomes beauty.
No two projects should ever be the same. Every home and environment has its own story, purpose and emotional language. I never want to repeat myself. Instead, I am constantly asking: How can this be better? Will this still feel relevant in 30 years? Does this truly serve the person who will live here?
Design is emotional, but it is also diagnostic. In many ways, a designer has to act like a doctor: listening carefully, understanding what is needed and prescribing the right solution for a client’s life.
That mindset has guided me throughout my career, including in the early years when architecture and construction were overwhelmingly male-dominated industries. I learned quickly that I needed to know more, work harder and be exceptionally prepared.
I wanted builders, architects, vendors and clients to understand that I was not there simply to make things pretty; I understood the details. I could speak their language, solve problems and contribute in a way that made the entire project better.
Confidence was essential. If you were not confident, it was easy to be overlooked. But I never viewed that as a disadvantage. I viewed it as an opportunity to become a resource, someone people could rely on and who earned respect through knowledge, preparation and results.
That experience shaped one of the most important lessons I share with emerging designers today: learn the business before you focus only on beauty.
To create truly exceptional work, you must understand budgets, contracts, timelines, construction, pricing, project management, vendor relationships and client communication. Without that foundation, even the most beautiful design can become chaotic.
To create great designs, you need to speak the language of the client, the builder, the architect, the trades and the business itself.
My advice is simple: learn everything. Learn the back side of the business, how projects truly come together and how money moves through a project. Learn how to protect your client, your team and your vision.
Beauty matters. But knowledge is what allows beauty to become reality.
By Jaque Bethke. She is the founder of JAQUE Design and can be reached at jaque@jaque.design.
This story is featured in our July issue of Builder and Developer. Read the digital print version here.
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B&D Interview: Heather Laminack, NAHB PWB Chair
In the July issue of Builder and Developer, Laminack discusses her and NAHB’s efforts to expand the involvement of women in the residential building industry
Builder and Developer: Where did your interest in residential construction begin?
Heather Laminack: I come from a long line of builders. My family legacy began with my great-grandfather, Alexander Ferrier, who emigrated from Scotland to work as a stone mason on the Texas State Capitol in exchange for land. Over generations, the family trade evolved from masonry into structural concrete, building bridges across Texas. That foundation eventually led my dad to building the energy-efficient, high-performance homes that Ferrier Homes is now known for. I started helping in the family business at just nine years old, filing paperwork. That experience later turned into cleaning job sites, working as an accounts payable clerk in high school and later serving as office manager while in college. After graduation, I stepped into the role of general manager. Now, I’m involved in every facet of Ferrier Homes’ operations from sales to design to project management to accounting.
B&D: Tell us a little bit about your role with the National Association of Homebuilders (NAHB) Professional Women in Building (PWB) Council:
HL: I joined the PWB Council, an NAHB council dedicated to promoting professionalism among women in the residential building industry, in 2018 and am honored to serve as the 2026 National PWB Chair. I was raised to plant roots and give back to your community, and that philosophy extends to my NAHB involvement as well. Not just show up and leave, but come ready to serve and help others.
B&D: In this role, what are your priorities for advancing women in the residential construction industry?
HL: As this year’s chair, I hope to build on the strong foundation laid by past leaders while expanding opportunities for skill development, networking and industry presence.
My key initiatives for 2026 include: Relaunching a quarterly PWB Book Club focused on career growth and skill-building, expanding educational offerings through webinars, Shop Talks and workshops, strengthening workforce development initiatives such as SkillsUSA and focusing on retention by evaluating what strategies are working and where there is needed improvement.
B&D: Labor shortages continue to challenge builders nationwide, what role can women play in closing the skilled labor gap?
HL: It’s not a surprise that this is a male-dominated industry, but it’s inspiring to see more women entering the residential construction world. There are more women in construction than ever before, and if we want to close the skilled labor shortage, we need to expand the workforce. Women belong and are needed in every lane of our industry, both from a workforce and a diversity perspective. Diversity is essential to achieving innovation & change; diversity of experiences, diversity of perspectives. Harnessing that diversity makes us stronger.
B&D: What were some challenges you faced as a woman in construction? What did you learn from them?
HL: Growing up in this industry, most of the roles I associated with women were office support staff. This is the path I took as well and learned a lot from while doing it! A barrier I faced, which I have heard others encounter as well, is when I wanted to expand beyond those duties. Women tend to be great at these roles and teams become dependent on them and scared when they want to move on! Looking back, I was waiting for someone to give me permission to step into a role that I didn’t see other women doing. But no one ever gave me that permission, I had to believe in myself and step confidently in the direction I wanted to pursue.
B&D: What advice would you give to women entering the industry today who aspire to leadership roles?
HL: For women considering leadership roles, locally or nationally, remember the mission is clear: Get involved! By plugging into subcommittees, working groups and task forces, members not only make an impact but naturally grow into leadership along the way. Showing up and digging into the work goes a long way. Don’t sit on the sidelines: We need your voice!
B&D: Is there anything else you would like to add?
HL: Representation matters! Women of all ages need to see themselves represented in every facet of our industry. The NAHB PWB community exists to support, advocate and advance women in this core mission and our industry is better because of it.
This is the full interview, read the print version.
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The Power of Perspective
Why your voice is the best design tool
My architectural design philosophy is deeply rooted in a respect for the context of place and the emotional power of space, a passion that was ignited during my college years while studying architectural history and finding my voice in my community.
Growing up in Northern California, I witnessed a region in a constant state of flux, where older buildings were frequently demolished or abandoned, only to be replaced by structures that often lacked any connection to the existing character of their neighborhoods. This instilled in me a commitment to contextual design: the belief that any built work must be firmly grounded in its specific environment, landscape and history.
Consequently, my professional focus centers on the rehabilitation and renovation of existing spaces. Whether adapting a building for a new occupancy type or updating a home for a family that has outgrown its current aesthetic, there is a profound beauty in thoughtfully bringing a structure back to life, simultaneously honoring its past while ensuring it serves its future.
This dedication to revitalizing existing homes naturally aligns my architectural practice with a study of anthropology. For me, residential architecture is a process of discovery, requiring deep layers of conversation with homeowners to uncover the narrative of their lives within their space. It is essential to understand why certain areas of a home no longer function and, just as importantly, what originally drew the residents to the property.
By uncovering the “origin story” of a home and understanding how clients wish to experience their daily lives, I can marry the history of the building with the needs of the inhabitants. In this capacity, I view my primary role as an architectural translator, tasked with turning a laundry list of practical concerns and emotional wishes into a cohesive, physical space that feels both personal and functional.
My approach to this translation is further influenced by my unique personal background as the daughter of a computer scientist and an artist/naturopath. I find that the soft skills and innate curiosity of my mother blend seamlessly with the technical precision of my father. This dual perspective, balancing empathy with technical rigor, is vital in residential architecture.
At Kaplan Thompson, I have found an environment that encourages this equilibrium, allowing us to develop highly efficient, high-performance homes that prioritize sustainability and performance without ever sacrificing comfort or beauty. This blend of disciplines allows for a more holistic view of how a home should function as both a machine for living and a sanctuary for the soul.
Navigating the industry as a woman presents its own set of rolling challenges, particularly in professional settings where masculine energy often dominates, such as on active job sites. Overcoming these hurdles has been a concerted effort in building confidence, an attribute that I believe evolves naturally with time and the growth of professional expertise.
I have found that my innate empathy is a significant asset in these environments; it allows me to read the room and meet the energy of any conversation effectively. At times, this empathy even provides the bridge to project necessary confidence externally before it is fully felt internally. My presence in these spaces is warranted and I have learned the importance of finding my footing and making my voice heard.
To women beginning their careers in this field, I advise against suppressing the tendency to make yourself smaller to blend into the background of meetings with builders, clients or stakeholders. Your perspective carries significant weight. Even when you might not feel ready to speak up at the moment, you can be bold through your design contributions.
Architecture is an iterative process and diverse voices are required to find the moments that truly make a project shine. If you believe a layout shift would improve a space, take the initiative to show your team. Your unique contributions are essential to the evolution of the work.
My experience as a mother has added a layer of complexity to my professional life that I view as a distinct asset. Parenthood acts as a universal language, serving as a way for relating to clients, builders and consultants on a more human level. I highly recommend that women in the field hold onto their innate femininity rather than stifling it to fit into the typically more masculine field of construction.
This authenticity is the greatest asset, allowing one to stand out not only in design but also in communication with the various players involved in a project. By integrating these personal and professional identities, we can create architecture that is not only technically sound but also deeply resonant with the human experience.
By Grace Tisdale, AIA. She is an architect at Kaplan Thompson Architects. She can be reached at grace@kaplanthompson.com
This story is featured in our July issue of Builder and Developer. Read the digital print version here.
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Meghan Billings Builds with Purpose
Meghan Billings’ interest in residential construction came unexpectedly. When she set out to build her custom home, her contractor fell ill. Instead of stalling the project, Meghan stepped in. As a mom with young kids, she remembers her unconventional office for the project: her local Chick-fil-A in the corner, on her laptop, watching her kids play. What began as a necessity to save her own project, coordinating trades, managing timelines and solving problems in real time, became a genuine interest.
An Unexpected Start
The firsthand experience of building her home was more rewarding than she ever imagined. She loved the thrill of the tangible process of building and saw an opportunity to bring a more intentional, client-focused approach to the process.
“From the beginning, my goal has been to not only build high-end homes, but to create an experience where clients feel informed, confident and supported every step of the way,” said Billings.
Seven years later, Meg & Co. Designer Homes, the company Billings founded and serves as the general contractor, is known for its immaculate craftsmanship for luxury custom homes in Idaho, particularly the high-demand Twin Falls neighborhoods.
Billings herself is a Master Builder in Idaho and was a speaker at one of the largest industry conventions in residential construction, the International Builders’ Show.
Leading from Within
Billings’ entryway into the industry led her to learn a lot in a short period of time. This was not a setback in any way, she noted, if everyone began when they “felt ready,” the time may never come.
“You don’t have to know everything on day one, but you do need to be willing to learn and step into situations that feel uncomfortable,” said Billings.
Despite her resilience and confidence, there were still moments on a job site or meeting when people assumed she was in a different role. At times, she admitted that felt discouraging.
“However, I’ve found that those assumptions tend to fade quickly once you demonstrate knowledge, preparation and leadership,” said Billings. “The industry is evolving, but there is still work to be done in increasing visibility for women in leadership roles.”
This gave her a feeling of purpose to grow her network of women in the industry. She took on leadership roles serving on the Board of Trustees for Professional Women in Building (PWB) and co-founded the Twin Falls PWB chapter.
Billings advises other women to look for mentorship and community in either formal organizations or peer groups.
Custom Charm
Two of her custom home projects exemplify her dedication, distinct style and excellence in homebuilding.
The Charles sits in North East Twin Falls, Idaho, with four-bedrooms and six-bathrooms over 4,591 square feet. The exterior is delicately designed with an arched brick entryway and an eye-catching white oak door. The thoughtfully crafted color palette of the exterior extends inside the home with the warm hues of white oak, marble and soft painted millwork. Billings commented that the repetition of architectural details, such as the arched openings and tailored millwork, adds continuous charming character throughout the home.
The Clifford is 6,234 square feet with five-bedrooms and five-bathrooms. The traditional, yet timeless, facade pairs excellently with its natural stone exterior and delicate design details of copper gas-powered lanterns. Balancing the natural exteriors are three chimneys, each finished with custom caps. The landscape design furthers the property’s welcoming aesthetic with serene wildflowers The interiors of the Clifford further elevates the project’s appeal with coffered ceilings, hand-glazed tile touches and a stunning two-story stone fireplace.
Secret to Success
Billings cites her success to her skills of curiosity, resilience and a willingness to learn quickly. However, what makes every project of hers outstanding is her strong communication and relationship-building skills. For her projects, the Meg & Co. team works with a strong network of architects, engineers and interior design consultants. She notes that many of the challenges in construction come down to misunderstandings, leading her team with a proactive vision that is key to completing complex custom home projects.
“Consistency and integrity, doing what you say you will do, have helped build trust with clients and trade partners, which is everything in this industry,” added Billings.
Her success is built upon excellence in the industry and a clear purpose to build better, physically in her homes and the community as a whole.
By Sofia Feeney. She is the Editor at Builder and Developer and can be reached at sofia@builder.media.
This story is also featured in B&D July, read the print version.
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Building More Than Homes: The Heart Behind HomeAid Colorado
For HomeAid Colorado, 2026 marks both the end of an era and the beginning of a new one as Cindy Bell, Executive Director for the past eight years, prepares to retire. Cindy has led the organization through countless projects while helping grow the Builders for Babies diaper drive into one of HomeAid’s most recognized outreach efforts.
“It’s amazing to think how far HomeAid has come, the lives that she and the organization have impacted and the legacy that she leaves behind,” said Frank Walker, Regional President of Lennar.
Under Cindy’s leadership, HomeAid Colorado has completed 21 construction projects and has 12 more in development. One standout achievement during her tenure is Tall Tales Ranch, the organization’s largest project to date. This multi-million-dollar development will create an inclusive housing community for adults living with intellectual and developmental disabilities and provide supportive services. As Cindy’s chapter with HomeAid comes to a close, the organization is also celebrating the official groundbreaking of Tall Tales Ranch, a project led by Shea Homes as Builder Captain with significant support from Waner Construction and Fiore & Sons.
Cindy’s involvement with HomeAid dates back to the early 1990s as part of the original team at HomeAid Orange County. Decades later, she helped shape HomeAid Colorado as both a board member and Executive Director, leading the organization with vision, dedication and unwavering professionalism. In the words of Peter Tobin, retired Vice President of Land Title Guarantee, she is “one of the most professional executives I have ever worked with.”
While large-scale construction projects became a defining part of Cindy’s leadership, the relationships she cultivated along the way were every bit as significant. One project that held a particularly special place in her heart was the Inspire Home for Girls at Denver Children’s Home, a safe and supportive residential treatment home for girls facing emotional and behavioral challenges. The project was especially meaningful to her not only because of the impact it would have on the youth served there, but because of the connections formed throughout the process. During that time, Cindy developed a close friendship with Rebecca, Executive Director of Denver Children’s Home, reflecting one of her greatest strengths: the ability to create genuine, lasting relationships through this work.
Over the years, Cindy and Builders for Babies have become synonymous. What began as a few truckloads of diapers has grown into a statewide outreach effort distributing more than 1 million diapers in 2026 to over 70 care providers. Powered by the homebuilding community, it offers an accessible and high-impact way to get involved while helping meet one of the most urgent needs facing families: diapers and baby wipes.
“Builders for Babies is probably one of my favorite projects,” Cindy shared. “No building required, just a great deal of logistics, outreach and a distribution day that has become Christmas in June for so many providers across the state.”
Under Cindy’s leadership and through strategic partnerships, Builders for Babies evolved from physical diaper donations, with iconic displays of stacked diaper boxes at Mile High Stadium, into a more efficient model. Today, HomeAid Colorado partners with JSL Partners to purchase diapers in bulk at a significantly reduced cost, allowing donations to stretch further while ensuring providers receive the sizes and quantities they need most. Cindy also helped expand the program into Grand Junction in 2026, through partnerships with the HBA of Western Colorado, further extending its reach across the state.
“Cindy has always been a take-charge type of person, yet was easy to work with and was wildly successful in accomplishing what she set out to do. I really believe that Cindy has raised the level of expectation for HomeAid and what they do,” said Jim Iversen, Executive Advisor of Rio Grande.
Connection. Compassion. Community. Those words not only describe Cindy, but also the heart of HomeAid itself. Her legacy is reflected not only in the buildings, programs and diapers distributed across Colorado, but in the countless relationships and partnerships strengthened along the way.
By Stephanie Graham. She is the Director of Marketing and Events for HomeAid Colorado. For more information or to get involved, please visit www.homeaidcolorado.org This story is featured in our July issue of Builder and Developer. Read the print version here.
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Wellness at Home: Responding to Homebuyer Behavior
One of the most notable shifts we’ve observed in homebuilding has been the evolution of wellness. What was once largely focused on energy efficiency, indoor air quality, water conservation and high-performance systems has expanded into a broader discussion about how homes support everyday life. Those elements remain essential, but today’s homebuyers view wellness more holistically, urging the industry to respond.
As people place greater emphasis on health, wellbeing and quality of life, they expect their homes to reflect those priorities. McKinsey’s 2025 Future of Wellness Survey found that 84% of U.S. consumers consider wellness a top or important priority. At the same time, the Global Wellness Institute reports that wellness real estate expanded at a 19.5% annual rate from 2019 to 2024, far outpacing the 5.5% annual growth rate for overall global construction. Together, these trends indicate that wellness is no longer a niche topic, but a major influence on where people choose to live, what they value in a home and the communities they want to be part of.
Wellness cannot live in one room or be reduced to a singular feature. Spa bathrooms, fitness centers and smart thermostats are valuable, but meaningful wellness-driven design starts much earlier in the build process. It begins with planning, architecture, orientation, circulation, light, air, materials, landscape, technology and the way spaces support the everyday rhythms of life.
The latest America at Home Study shows wellness is increasingly shaping how buyers evaluate home design, with 60% of consumers citing health and wellness as the number one reason they desire certain home features, up 17% from two years prior. Buyers are interested in features that support wellbeing, including spaces for fitness or relaxation, air and water quality solutions and stronger connections to nature and community.
These preferences become even more significant when looking at who tends to guide these conversations. SeeHer’s latest HER Health Report found that women influence 91% of new home purchases and 80% of healthcare decisions, underscoring the growing intersection between housing, wellness and quality of life.
Wellness design often requires interdisciplinary contributions. Architects influence light, flow and connection, while interior designers shape the sensory and emotional experience. Landscape architects create moments for relaxation and engagement with nature, while product manufacturers contribute through materials, technology and performance systems.
In many ways, homebuilders and developers are becoming the orchestrators of this ecosystem. The opportunity is not simply to assemble attractive homes and communities, but to align countless decisions around one central question: How can the places we create better support the people who live there?
At Tri Pointe Homes, that thinking has led to the launch of LivingWell, a new focus that builds upon the company’s LivingSmart program. LivingSmart reflects Tri Pointe’s long-standing commitment to sustainability and responsible building practices. LivingWell expands that foundation by exploring how a home feels, functions and supports daily life in emotional, physical and social ways.
The first expression of LivingWell is under construction at The Pavilions at Holladay Hills in Utah, where Tri Pointe is developing a concept home that demonstrates how whole-home wellness can be integrated through architecture, interiors, landscape, systems and products combined. The initiative is intended to inform future wellness-focused concepts and experiences across Tri Pointe communities nationwide.
Architectural strategies for the concept home focused on natural light, indoor-outdoor connectivity, privacy and spatial flow alongside interiors designed for comfort, restoration and everyday living. Those principles extend into the landscape through outdoor rooms, edible and pollinator-friendly plantings and opportunities for meaningful connection to nature. Product innovations and performance-focused materials further demonstrate how wellness can be expressed through every layer of the home.
The home’s private courtyard anchors the design, connecting indoor and outdoor spaces while drawing natural light deeper into the home. Flexible living areas, gathering spaces, multigenerational accommodations, smart technologies, indoor air quality enhancements and durable materials work together to maximize everyday wellbeing.
Every home doesn’t need every wellness feature. Examples like LivingWell illustrate the broader principle that wellness is most effective when it is integrated from the beginning. Homebuilders and developers who support wellness holistically through light, landscapes, flow, flexibility, comfort, connection and community experiences will be better positioned to meet evolving buyer expectations.
Wellness is no longer just an amenity checklist. It is emerging as a design discipline that will shape how the next generation of homes and communities are imagined and delivered. As an industry, we have the opportunity to think more intentionally about how our work contributes to greater wellbeing for everyone.
By Linda Mamet. She is the Executive Vice President and Chief Marketing Officer at Tri Pointe Homes. She can be reached at linda.mamet@tripointehomes.com.
This column is featured in our July issue of Builder and Developer. Read the print version here.
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Breaking Barriers and Building Better
Announced on May 31, 2026, Berkshire Hathaway will acquire homebuilding giant Taylor Morrison for $8.5 billion. The all-cash transaction values Taylor Morrison at $72.50 per common share.
Taylor Morrison is one of the leading homebuilders and developers in the U.S. Taylor Morrison’s Chairman and CEO, Sheryl Palmer drove the company to its nationwide strength and growth, going public in 2013 and currently building in 21 markets across 12 states. Under her tenure, Taylor Morrison’s leadership team boasts a unique point of view: 50% of senior leadership roles are occupied by women, over four times the industry standard. Of their women working in construction, 38% are Millennials or Gen Z.
Palmer is not going anywhere following this acquisition. Berkshire Hathaway announced that the Taylor Morrison team will continue with its existing management, including Palmer. While the company is going private, Palmer was the only woman to lead a publicly traded homebuilder for nearly two decades.
“Over the last 13 years as a public company, we built a track record of strategic growth, expanding our geographic footprint, integrating acquisitions with discipline and deepening our competitive strengths across procurement, brand and customer experience,” said Palmer. “Berkshire Hathaway’s long-term orientation is uniquely well-suited to the multi-year investment cycle of homebuilding and this combination will allow us to scale the Taylor Morrison platform in ways that would not be possible as a standalone company.”
Acquisition Execution
This is the first major move from Berkshire Hathaway’s new CEO Greg Abel, who assumed the role in January. The move builds on Berkshire’s existing footprint in the sector; the company already owns Clayton Homes, the modern manufactured homebuilder, which it acquired in 2003 for $1.7 billion.
There are indications of a consolidation between the two homebuilders. Combining Taylor Morrison’s 12,997 closings and Clayton Properties’ 9,953 closings in 2025 would create the fourth largest homebuilder in the United States.
“We are excited to welcome Taylor Morrison into Berkshire’s portfolio, reflecting our long-standing commitment to housing, exemplified by Clayton Homes and our other building products businesses,” said Abel. “Over time, we expect to unify our site-built homebuilding operations into a combined platform enabling us to deliver the dream of homeownership to more Americans.”
What does Taylor Morrison bring to the table that would differentiate Berkshire’s offerings? A reputation of consumer trust built by leadership.
Role Models in Motion
Taylor Morrison exemplifies sustained leadership opportunities for women throughout the company. Andrea Murphy, Senior Director of Sales Implementation, found herself in the industry as her early passion naturally evolved into a career, where she could help others create spaces that reflect how they live.
“Taylor Morrison has allowed me to leverage my experience while also providing opportunities to stretch my skill set,” said Murphy.
Christie Ferro, Senior Vice President, Financial Services at Taylor Morrison Home Funding, Inc., knew she was in the right place 24 years ago. She points out that at Taylor Morrison, both the mortgage president and CEO are women.
“It mattered deeply to work in an environment where women are supported, visible and trusted to lead,” said Ferro. “Having strong female role models at the top reinforced that there was a path forward and that my voice and contributions belonged at the table.”
The duo of Murphy and Ferro are on the front lines when understanding buyer behavior. Together they host National Homebuying Webinars addressing over 700 prospective buyers.
Ferro notes by shifting homebuyer education and financing conversations from reactive to proactive, it reduces surprises and allows for the sales experience to be informative rather than overwhelming. For these events, Murphy emphasizes the importance of building trust and confidence between prospective buyers before they walk through the door.
Communities Coast to Coast
As Taylor Morrison averages 339 active selling communities at any given time, its offerings across the country suit different buyer needs and demographics.
Aurora at Luna Park in Irvine, Calif., features two‑story layouts with up to five-bedrooms, four-bathrooms and up to 3,320 square feet of living space. The community is applauded for its central location to major employment centers, healthcare and cultural hubs.
In Phoenix, Ariz., at Taylor Morrison’s master-planned community, Verdin, the one-story Alder floor plan includes three-bedrooms, three-and-a-half bathrooms, a three-car garage with up to 3,527 square feet of open-concept living space. This community prioritizes space for function and entertainment.
The Travisso Naples Collection, Palisade, in Austin, Texas, offers 4,640 square feet with five-bedrooms and five-and-a-half-bathrooms. This community prides itself on the marriage of luxury, craftsmanship and a desirable location.
In Indianapolis, Ind., the Reserve community has up to three-bedrooms, two-bathrooms and a two-car garage with 2,056 feet of open-concept living space. The traditional-style home markets a community-centric feeling to clients.
Every Taylor Morrison community is uniquely tailored to mirror the lifestyle and identity of the region it serves. The story behind the $8.5 billion deal does not point to just Taylor Morrison’s bottom line: it stands as a validation of the tangible culture Palmer built from the ground up.
By Sofia Feeney. She is the Editor at Builder and Developer and can be reached at sofia@builder.media.
This story is also featured in B&D July, read the print version.
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Building a Name of Your Own
In the homebuilding industry, reputation is often a multi-generational asset. For those of us who enter the field carrying a…
by
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From Buyers to Builders: Women are Reshaping Housing
Women play an increasingly important role in the housing market as homeowners and as participants in the construction workforce. As the housing market continues to grapple with affordability challenges and a persistent supply shortage, these shifts are increasingly relevant to both housing demand and supply.
On the supply side, women made up approximately 14.4 percent of the construction workforce in 2025, the highest share on record dating back to the 1960s. While still a small share overall, the steady increase signals meaningful, if gradual, progress in diversifying an industry long constrained by labor shortages. Even incremental gains matter in a sector where workforce availability directly affects the pace and cost of homebuilding. At the same time, on the demand side, women, particularly single women, are an increasingly important segment of homebuyers.
Single women have quietly become a dominant force in the housing market. Today, more than 20 million single women own homes, outnumbering single men homeowners. They also have a higher homeownership rate than their male counterparts. Even in a challenging affordability environment marked by elevated mortgage rates and home prices, single women have continued to make gains, underscoring both resilience and a sustained commitment to homeownership.
Several structural factors are driving this trend. Educational attainment among women has increased over time, supporting higher earnings and improving access to homeownership. Consistent with this, real median household income for single women has risen in recent years, strengthening their house-buying power. As a result, single women have been able to maintain and even expand their presence in the housing market despite broader affordability pressures.
According to analysis from the National Association of Realtors (NAR), lifestyle factors also play an important role. Single women are more likely than single men to have children under the age of 18 living at home and are slightly more likely to purchase multigenerational homes. These household dynamics reinforce the importance of homeownership as a means of providing stability and long-term security. Notably, NAR research also finds that single women are more likely to make financial sacrifices to achieve homeownership, highlighting the strength of their commitment, even in a challenging affordability environment.
While women are driving housing demand, their role in expanding housing supply remains more limited. Despite reaching a record share of the construction workforce, women remain significantly under-represented overall. Analysis of Current Population Survey (CPS) data shows that women’s gains in construction employment have been gradual and that their representation remains concentrated outside core construction and maintenance occupations.
In 2025, women accounted for about 4 percent of workers in construction and maintenance occupations, while sales and office occupations employed a higher number of women within the construction industry, with women making up 65 percent of these workers.
This imbalance has important implications. The construction industry continues to face a shortage of skilled labor, which acts as a key constraint on the pace of homebuilding. Expanding the labor force is critical to addressing the structural housing deficit and increasing participation among under-represented groups, particularly women, represents a meaningful opportunity to help alleviate capacity constraints.
While progress to date has been incremental, even modest increases in participation could help builders respond to housing supply shortages, particularly as demographic trends place additional pressure on the existing workforce.
These trends offer both a signal and an opportunity. On the demand side, single women represent a growing and resilient segment of buyers. This is consistent with demand for homes that can accommodate evolving household needs, including multi-generational living arrangements.
At the same time, labor constraints remain a key bottleneck to increasing housing supply. While women’s participation in construction has reached a record high, it remains low overall particularly in high-demand construction and maintenance occupations. Increasing participation in these roles could help broaden the labor pool and support increased housing production over time.
Taken together, women are becoming increasingly central to both sides of the housing market shaping who is buying homes and influencing who is building them. In a market defined by persistent supply shortages and affordability pressures, that dual role matters. Better aligning housing supply with evolving demand, while also expanding the workforce needed to deliver it, can help narrow the housing gap in the years ahead.
By Odeta Kushi. She is the deputy chief economist at First American. She can be reached at mginnaty@firstam.com
This story is featured in our July issue of Builder and Developer. Read the print version here.
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A Masterclass in Bespoke Texan Building
Keechi Creek Builders stuns with regional vernacular architecture and interior design
Decision Drive from Keechi Creek Builders charms with its remarkable attention to detail. The project is a fitting finalist for Best Kitchen and Best Overall Interior Design from the Texas Association of Builders (TAB) Star awards.
Dedicated to Design
In 2001, Brandon Lynch began his residential construction career immediately after graduating from Texas A&M with an engineering degree. He quickly saw success in his role with production builders, managing an estimated $20 million to $30 million on-site at one time.
While Lynch excelled and enjoyed the aspects of volume construction management and client relations, he believed these experiences could be taken on a more personal level. He decided that the custom homebuilding and remodeling markets offered the detail-oriented one-to-one care he found fulfilling to deliver.
From there, in 2007, Brandon and his wife, Sheri, founded Keechi Creek Builders. Within the company’s first month of operation, it had a signed contract for a custom home. The builder’s name originates from both personal and metaphorical roots: fond memories of Keechi Creek in Palo Pinto County, Texas and the belief that homebuilding is a fluid and adaptive process. In the last nearly two decades of building, Keechi Creek grew to earn more projects in the Houston area, building over 200 custom homes to date and gaining the trust of the local community.
“Today’s homeowners are more informed about their investment,” said Lynch. “They want to know that their builder is paying attention and understands their vision; our process has grown with that demand. We place an even greater emphasis on developing that trust, which leads to a smoother building process for everyone.”
The industry accolades followed suit, earning Keechi Creek the Custom Builder of the Year award from the Greater Houston Builders Association (GHBA), along with GHBA Prism awards and other TAB Star awards. Lynch and Keechi Creek were also recognized with the Aggie 100, an award honoring Texas A&M alumni businesses.
Impressive Interiors
Construction of the 5,092-square-foot project began in January 2024 and was completed in February 2025. The facade of the home blends New-Traditional-style architecture with its elegant material selection of Old St. Louis brick, Texas Hill Country limestone and metal roofing to create an intriguing yet welcoming exterior.
“For many of our clients, true luxury means a home that is designed specifically around them,” said Lynch. “It is no longer defined only by square footage; our clients want a beautiful home that is comfortable and functional with superior quality.”
When entering, the home’s distinct design character is immediately apparent. Under one continuous cathedral ceiling with vintage cedar scissor trusses, Keechi Creek juxtaposes classic architectural decisions with eclectic colors and contemporary flair. With ease of movement from the living room, to the dining and kitchen areas, the space is the heart of the home for entertainment and relaxation. The dining area features an Italian-imported 12-foot custom dining table with seating for a party of up to 13 guests. The open-concept layout remains connected through a Venetian plaster fireplace, a design element mirrored in the chef’s kitchen through an architectural range hood surround. The statement La Cornue range in a dusty blue finish, grounds the kitchen and is complemented by an elegantly placed MacKenzie-Childs checkered tea kettle. The kitchen is finished with custom cabinetry, three unique backsplashes and an expansive 12-foot quartzite waterfall island.
Unexpected Elements
For this project, Keechi Creek Builders collaborated with BKD Interiors, an award-winning full service interior design firm. With Brenda Denny as Lead Designer and Tamara Cunningham as Senior Designer, the duo ingrained personality throughout every detail of the project.
While BKD Interiors masterfully balances pops of color, materials and prints throughout the home, the primary bathroom is a quiet and serene sanctuary. The room features custom cabinetry, gold accents and thoughtful vanity placements under the airy high-pitched ceilings. Under expertly placed windows allowing natural light to flood the room and an elegant tile mosaic, the freestanding tub is the center of attention.
The most exceptional addition to Decision Drive is the dedicated music room. Keechi Creek custom-built the stage for the baby grand piano with excellent millwork on the storage and display space.
Photo Credits: Analicia Hermann
By Sofia Feeney. She is the Editor at Builder and Developer and can be reached at sofia@builder.media.
This story is also featured in B&D June, read the print version.
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B&D Interview: AIA EVP & CEO Carole Wedge, FAIA, NOMA, LEED AP
In the June issue of Builder and Developer, Wedge shares how AIA supports the future of residential design and architecture
Builder and Developer: The American Institute of Architects first established in 1857, how has the organization evolved to serve the contemporary needs of its members?
Carole Wedge: The American Institute of Architects, founded in 1857, has evolved from a traditional trade association into a modern member-focused organization. Today, it supports architects through advocacy, business tools, continuing education and targeted resources that address key industry priorities such as practice success, climate action and diversity.
AIA serves contemporary member needs by providing industry-standard contract documents and market research, advancing sustainability through climate leadership and zero-carbon design resources, promoting diversity and inclusion through research and dedicated programming and offering more personalized benefits for professionals at different career stages.
AIA’s advocacy program champions policies that empower architects to do their best work—advocating for pro-architectural business incentives, smart public investment and stronger codes and standards. By partnering with members to build a unified collective voice, the program works to shape the built environment in meaningful ways. Government Affairs monitors the legislative landscape at every level, international, federal, state and local, ensuring that the profession’s interests are represented wherever critical decisions are made.
B&D: The AIA26 Conference on Architecture & Design is from June 10-13, what can attendees expect from this event?
CW: AIA26 is the place for AEC professionals to explore the latest tools, materials and innovations shaping the built environment. Attendees can expect a well-rounded mix of professional development, inspiration and industry connection at AIA26. The event features visionary keynote presenters and nationally recognized speakers, continuing education sessions with opportunities to earn HSW credits for the year and architect-led tours showcasing notable San Diego architecture and firms. Attendees will also have time to connect with peers, firm leaders and industry partners and explore a large expo featuring leading AEC brands.
B&D: How is AIA connecting with the rest of the building industry, such as contractors, to work better together?
CW: AIA is strengthening its connection with the broader building community by partnering with the Associated General Contractors of America (AGC) on a joint framework to improve architect-contractor collaboration. The effort is designed to help project teams work better together from the earliest stages of a project through completion.
The framework report, Toward Collaboration’s Future: Strengthening the Architect-Contractor Relationship, focuses on early alignment around shared goals, clearer communication protocols and earlier contractor involvement during design to improve constructability and cost certainty.
It also emphasizes clearly defined roles and responsibilities, proactive risk and change management and shared performance metrics for outcomes such as quality, safety and schedule. In addition, it encourages the use of digital coordination tools and promotes a culture of trust, transparency and mutual accountability.
Together, AIA and AGC are providing practical guidance that can help architects, contractors, owners and project teams reduce conflict, improve decisions and deliver stronger project outcomes.B&D: What makes you optimistic about the future of residential architecture & design?
CW: While I am optimistic about new technologies and materials becoming available to expand the design capabilities of architects, I’m most optimistic about the housing crisis in the U.S.
The housing crisis is no longer being treated as a niche issue: it’s being recognized as a shared, urgent challenge and that is driving real action. We’re seeing stronger collaboration across architects, policymakers, developers and civic leaders, which is exactly the kind of alignment needed to create meaningful change.
I’m also encouraged by the role architects are stepping into. Our profession brings both design expertise and public credibility to policy conversations and that opens the door to more practical, community-based solutions. There’s growing momentum around approaches that can expand housing supply in smart, livable ways: upzoning, gentle density, infill housing, more efficient permitting and better planning for housing at all income levels.AIA has been working to advance bipartisan legislation in Congress to address housing challenges through comprehensive reform. By supporting both the House-passed Housing for the 21st Century Act and the Senate-passed ROAD to Housing Act, AIA is urging action.
AIA convened leaders from over 20 nationally focused housing organizations at the AIA Housing Summit in late 2025. AIA hosted the summit to showcase best practices, embrace diverse perspectives and explore opportunities for collaborative legislative action that would help foster collaboration, gather insights and inform housing policies.
More people are acknowledging that access to housing is fundamental and that residential design must be equitable, resilient and responsive to how people actually live. When a crisis creates this level of urgency, innovation and cross-sector commitment, it gives me real optimism about the future of residential architecture and design.This is the full interview, read the print version.
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Speed to Decision is the New Competitive Advantage
Every home gets built on a land decision. Right now, the builders gaining ground aren’t winning because they have access to more deals. They’re winning because they can reach a confident decision faster than anyone else at the table.
Whether an opportunity arrives inbound from a broker or surfaces through off-market prospecting, the outcome increasingly favors whoever can move from first look to defensible go or no-go decision fastest.
Heading into the second half of 2026, most housing conversations are still anchored on rates and affordability. Those pressures are real. But inside the most advanced land organizations, a different conversation has already taken hold, one the rest of the industry hasn’t caught up to yet. How fast can a team move from first look to defensible decision?
The deal window has compressed. Sellers remain selective after the 2020-’22 fervor. Entitlement timelines haven’t shortened. And the builders who take three weeks to complete feasibility on a site are increasingly losing to teams who can do it in a morning.
That compression isn’t easing. It’s becoming structural.
Speed to decision isn’t one capability. It’s three working together and the builders pulling ahead have compressed all three.
Off-market discovery at unprecedented speed. The traditional model, broker relationships, county GIS portals and manual research, limits how many opportunities a builder can realistically surface in a given week. The teams moving fastest have inverted that. They’re searching for sites that can support the asset class, lot size and density they want to build, scanning entire markets for parcels that match their development criteria and identifying off-market opportunities before they’re broadly known. What used to take weeks now happens in seconds.
AI-powered development analysis. Once a site is identified, the traditional workflow stalls: pulling zoning codes from municipal websites, waiting weeks on engineering site plans, interpreting environmental constraints and reconciling it all in a spreadsheet that’s outdated by the time it’s shared. The builders moving fastest have replaced that entire sequence. AI now interprets zoning regulations in seconds, generates preliminary site plans automatically and tracks development activity across markets in real time, giving land teams a complete feasibility picture while the deal window is still open, not after it closes.
Organization-wide intelligence that compounds. Speed at the individual deal level only matters if the organization can capture and build on what it learns. The strongest land teams are centralizing every relationship, every evaluation and every decision in a single system, creating an institutional memory that makes every subsequent decision faster than the last.
When all three work together, faster discovery, faster analysis and compounding organizational intelligence, the result is what I’d call a halo moment: the point where a land team’s ability to find, evaluate and decide reaches a level that fundamentally separates them from the competition. They’re not just faster. They’re operating with a clarity and confidence that changes their relationship to the market itself, enabling real market dominance.
This isn’t about shaving a few days off a feasibility timeline. The builders who have reached that halo moment are operating in a fundamentally different competitive position. They evaluate more sites, so they see patterns earlier. They act on off-market opportunities before competitors know they exist. They enter new markets with conviction because the analysis that used to take a quarter now takes a week. Every deal they touched, won or passed on, makes the next decision sharper. That advantage compounds. The gap between builders who decide in hours and builders who still take weeks is widening every quarter. The mid-year housing story will focus on rates, starts and affordability. Those are the macro forces everyone is watching. The competitive story, the one that determines which builders are best positioned heading into 2027, is about decision infrastructure. Whoever commands speed to decision commands their market.
The builders who recognize this shift aren’t waiting for a market correction to force the issue. They’re investing in decision infrastructure now, while deal flow is manageable, so the system is proven and embedded before the next wave of acquisition activity arrives. The time to build that capability is before you need it at scale.
The biggest advantage in land acquisition today isn’t a bigger pipeline or a larger team. It’s the ability to decide, with confidence, at speed, before the window closes.
By Oliver Alexander. He is CEO of Prophetic. He can be reached at oliver@propheticsoftware.ai
This column is featured in our June issue of Builder and Developer. Read the print version.
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Designing for a Greater Purpose
A well-designed space speaks to our soul. It engages all of our senses. That belief has shaped my approach to design from the very beginning.
At Ueda Design Studio, we create homes that are modern, minimal and defined by clean lines, while also fostering a strong relationship with nature. I am drawn to spaces that feel modest yet beautiful, poetic yet comfortable, elegant yet playful. I find beauty in simplicity and in the richness of natural materials. Rather than trying to overpower nature, I prefer to work with it: to invite the view in, the sun, the shadows, the wind and to celebrate the changing seasons.
I am also fascinated by how a home unfolds through movement and contrast. Not every room needs to be large. In fact, varying the size, scale and sequence of spaces can make a home far more interesting and memorable. A narrow, darker hallway can heighten the feeling of entering a bright, expansive room with sweeping views. I also try to connect interior spaces to gardens and landscapes whenever possible. If there is no garden, I may borrow the view of a neighbor’s garden. If there is no nearby greenery at all, I look to the sky. Constraints are never just problems to solve; they are often where the design begins.
My understanding of architecture was deeply influenced by growing up in and around traditional Japanese houses. What I learned from those spaces was not simply a style, but a way of thinking. To me, Japanese architecture is something you feel rather than simply see. It is carefully composed to heighten awareness of nature, the beauty of materials and the subtle play of light and shadow, all within a clear functional balance. Spaces unfold gradually, almost like a journey and are experienced with both body and mind.
My path into architecture was not a straight one. I studied business in college and worked as a stock analyst in Tokyo in my twenties. Through my work and my travels, I encountered many kinds of architecture around the world. Over time, I became increasingly moved by the power of space and began to imagine what it would mean to create places like the ones that had stayed with me. Later, a series of life-changing events made me realize how deeply the built environment affects our daily lives, both physically and emotionally.
I also became more aware of how many spaces are designed primarily for healthy people, but not enough for those who are healing, aging, sick or otherwise vulnerable. That realization gave me a strong desire to design spaces that support people more fully; places that can make us feel happier in good times, help us heal and find peace in difficult ones. That purpose still guides my work today.
After working at Olson Kundig in Seattle, where I learned high-end residential design, I started my own practice in 2016. At the time, I wondered whether I could really succeed on my own as a Japanese female architect building a practice in the United States. However, contrary to those early concerns, the parts of my identity and experience that once felt like obstacles have become some of my greatest strengths. Being a Japanese architect in the U.S., having worked in another field before architecture and being a mother of three all shape the way I see design. They allow me to approach each project from multiple perspectives, with empathy, curiosity and a broader understanding of how people live.
Sustainability is also central to our practice. I believe every home should respect the environment, protect health, conserve energy and endure for generations. That requires both sound building science and timeless design principles. But sustainability is not only technical; it is also emotional. A truly sustainable home is one that people love, care for and want to preserve for years. I believe homes should serve the needs of today while also anticipating how life may change over the next ten, 20 or 50 years. A home should age with dignity, growing richer and more meaningful over time. That long view shapes both the way we design and the materials we choose.
I am also passionate about remodeling because it requires understanding an existing structure, uncovering its character and weaving the old and the new into a coherent whole. It can be more challenging than new construction, but also deeply rewarding.
At a time when so many older homes are demolished and replaced by buildings with little character, thoughtful remodeling feels especially important. It saves resources, reduces waste and honors the craftsmanship and stories already embedded in a place. That is also an essential part of residential architecture.
Nahoko Ueda, AIA, is the Principal of Ueda Design Studio. She can be reached at nahoko@uedads.com
This column is featured in our June issue of Builder and Developer. Read the print version.
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The Housing Outlook for late 2026
The housing market in the first half of 2026 was largely characterized by stabilization, ongoing affordability constraints and muted transaction volume. While demand for homes clearly exists, it remains highly sensitive to mortgage rates. At the same time, supply is improving overall, but those gains are uneven across regions. Taken together, these dynamics point to a market that is no longer deteriorating but not yet poised for a strong rebound. So, what does the rest of the year in housing look like? The outlook is one of cautious optimism: demand is present, but near-term frictions are likely to persist.
Demand remains the central driver of that outlook, but it is tightly constrained by financing conditions. We saw just how rate-sensitive buyers are during the period from mid-January to late February, when the 30-year mortgage rate hovered around 6%. During this time purchase applications increased by 14%. Existing homeowners also acted quickly to lower monthly mortgage costs, as refinance applications rose by 46%. However, as mortgage rates increased, buyers pulled back. Applications for purchases fell by 11% and remained low in May. This pattern reinforces that much of what happens with home sales for the rest of 2026 will depend on mortgage rates, giving an advantage to builders offering rate buydowns or other financing incentives.
Importantly, sellers are just as sensitive to interest rates as buyers. According to Cotality data, the weighted average mortgage rate on outstanding mortgages is 4.3%, meaning that the typical homeowner would face an increase of more than two percentage points if they were to move and finance a new home at current rates. For the median-priced home, that translates to roughly a $350 increase in monthly payments. While the gap between outstanding mortgage rates and prevailing rates has narrowed somewhat as borrowing costs have stabilized, the lock-in effect remains significant.
As a result, resale supply remains constrained. Through April, active inventory was up 7% compared with the same period in 2025, but newly listed home inventory was down 3%, likely reflecting the continued reluctance of homeowners to give up low-rate mortgages. However, inventory trends vary widely by region, with the largest increases in resale supply seen in states such as Florida, Colorado and Texas and with declines persisting in parts of the Northeast. This uneven recovery in supply continues to create opportunities for builders to fill local gaps, although elevated land, materials and financing costs remain meaningful constraints that are unlikely to ease substantially this year.
Against this backdrop, home price growth has slowed, but remains supported by limited supply. Affordability pressures helped push annual price gains to below 1% nationally in the first quarter, according to the Cotality Home Price Index. At the same time, regional divergence is becoming more pronounced. Northeastern and Midwestern states continue to post annual home price gains in the 5–6% range, while some markets, particularly in parts of the South and West, are seeing modest price declines. These declines, however, do not necessarily signal broader weakness, as they can help restore affordability and support the rebalancing of supply and demand. For example, some Florida markets experiencing price decreases had some of the largest increases in home sales in early 2026.
Even as affordability challenges persist, homeowners remain in a strong financial position. While home equity gains have moderated alongside slower price growth, the average borrower still holds approximately $300,000 in equity. This elevated equity position supports the housing market by reducing default risk and providing owners with a potential source of liquidity. The combination of low mobility by locked-in borrowers and high amounts of home equity presents another opportunity for builders, as some owners may opt to invest in their current homes rather than move. According to The Harvard Joint Center for Housing Studies, remodeling spending is likely to increase modestly for the rest of 2026.
So, what are the risks for the housing market through the rest of the year? So, what are the risks for the housing market through the rest of the year? On the downside, further increases in mortgage rates would place additional pressure on affordability, making it even more difficult for first-time buyers to enter the market. A reacceleration in inflation is a key risk here, as it would likely push rates higher while simultaneously eroding purchasing power, compounding affordability challenges.
On the upside, even modest declines in interest rates could help unlock pent-up demand, particularly among move-up buyers who have been waiting on the sidelines for financing conditions to improve. Beyond rates, continued income growth and steady labor market conditions could also support housing demand, allowing the market to gradually gain momentum even if borrowing costs remain elevated by historical standards.
Looking ahead, a few key indicators will be critical to watch. Foremost is the path of inflation and mortgage rates, which will continue to shape both buyer demand and builders’ cost environment. Labor market conditions also remain essential, not just the unemployment rate, but payroll growth and income trends, which better capture households’ ability to sustain housing demand.
Domestic migration patterns are another important factor. Some markets have already experienced a slowdown in inbound migration, which could weigh on local housing demand and contribute to increased regional divergence in both sales activity and pricing.
Finally, home equity trends bear watching. While homeowners continue to hold near-record levels of equity, only a small share has been tapped. Any shift toward increased equity extraction or higher turnover could have broader implications for both housing supply and consumer spending in the second half of the year.
Taken together, these forces suggest that the housing market is not entering a new expansion phase, but rather a period of gradual adjustment. Conditions are stabilizing and the foundation for future growth remains intact, supported by demographic demand and strong household balance sheets. However, the pace of improvement is likely to be uneven and dependent on the trajectory of inflation and interest rates. For builders, this environment presents both challenges and opportunities, particularly in meeting demand where supply gaps persist. The remainder of 2026 is likely to be defined less by a sharp turning point and more by incremental progress, as the market continues to work through affordability constraints and slowly moves toward a more balanced state.
By Molly Boesel. She is a Senior Principal Economist at Cotality. She can be reached at newsmedia@ cotality.com
This column is featured in our June issue of Builder and Developer. Read the print version.
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Post-Powell Era: A Housing Market Rebound
Jerome Powell’s term as Fed Chairman is over and now begins the inevitable process of assessing his time in power with the benefit of hindsight. I believe history will eventually show his tenure to have been marked by enormous mistakes that continue to distort the U.S. economy; particularly in housing where we may well remember Powell as the Fed Chairman who froze the American market.
Over the last year, U.S. housing markets have seen two positive developments: inventories of existing homes for sale have returned to pre-pandemic levels and mortgage rates have drifted down from the 7% range to the low 6’s. Combined with a homeowner vacancy rate of just 1.1% lower than at any point from 1980 to 2020 and home prices growing more slowly than household incomes, we should be seeing signs of recovery in home sales.
Instead, existing home sales remain below even the worst years of the Great Recession housing collapse. Inventories of new homes for sale are stuck at roughly nine months of supply, near record highs. Housing starts and homeownership rates are drifting downward, even as frustration among would-be buyers grows.
Politicians call this an affordability crisis, but that misses the point. Existing homeowners are not struggling with affordability. Housing equity is at record highs, roughly $400,000 per homeowner and owner costs as a share of income remain historically modest at 18.9% in 2024, below levels seen from 2005 to 2015. Renters are not dramatically worse off either, with median rent-to-income ratios at 32%, well within the range of the last 25 years.
The real problem is market paralysis. Most homeowners are sitting on mortgages far below current borrowing rates. According to the Federal Housing Finance Agency, four out of five mortgage holders have rates below 6% and two-thirds are below 5%. Moving to a similarly priced home would mean sharply higher monthly payments, giving owners little reason to sell unless absolutely necessary.
The result is a collapse in what economists call filtering. Entry-level homes are no longer becoming available because existing owners are not moving up.
Builders, facing high fixed construction costs, avoid lower-margin starter homes altogether. The market is trapped in a vicious cycle: too little movement, too little supply where it is needed and prices that stay elevated because turnover remains frozen.
This mess is the direct consequence of the Fed’s extreme pandemic-era policies. Roughly $5 trillion in quantitative easing, far beyond anything the economy needed to deal with the short shock created by the pandemic, pushed mortgage rates into the mid-2’s even as home prices surged. Then the inevitable inflation caused by expanding the money supply by 40% in 18 months forced the Fed to reverse course at breakneck speed, hiking rates aggressively. Mortgage rates shot into the 7’s and the housing market seized up.
Policymakers need to focus on breaking this logjam. One obvious solution would be to make mortgages assumable again, as many VA and Federal Housing Administration loans once were, allowing owners to move without losing low-rate financing. Another would be to reduce the fixed costs of building entry-level housing such as townhomes.
Instead, politicians continue chasing headline-friendly but ineffective policies such as the 21st Century ROAD to Housing Act (H.R. 6644), which seeks to ban large investors from owning single-family rental homes, removing yet another potential source of housing supply.
These policy choices shouldn’t be that surprising. After all, Powell leaves his post still insisting that the Fed actions of 2020 and 2021 had nothing to do with the subsequent increase in prices. Inflation, failed banks, asset bubbles and a frozen housing market that could be with us for a long time to come. This is Jerome Powell’s real legacy and one we’ll continue to grapple with in the coming years.
By Christopher Thornberg, PhD. He is Founding Partner of Beacon Economics LLC. He can be reached at chris@beaconecon.com.
This column is featured in our June issue of Builder and Developer. Read the print version.
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Connecting Data, Design and Experience
Marketing in homebuilding has the power to do more than promote. It shapes how a home is understood, experienced and ultimately chosen. At its best, it connects people, process and product in a way that feels seamless and intentional.
I’ve had the opportunity to work across different sides of the business; from nearly 20 years with a homebuilder to now partnering with builders nationwide. One of the most significant shifts I’ve seen is how technology has transformed not only marketing, but also how we build and sell homes.
Early in my career, marketing was largely static. Print-dominated, websites were basic and lead tracking was often manual. Today, technology is embedded in every step. CRM systems, automation, interactive floorplans and real time data have changed how we engage with buyers. We can connect earlier, respond faster and create more personalized experiences. Increasingly, builders are integrating AI driven tools to support both marketing and internal systems, from predictive lead scoring and content creation to strengthening sales workflows, forecasting and day-to-day operations.
While the tools have evolved, the goal has not. Buyers are looking for trust and clarity as they make one of the most important decisions of their lives. Technology should support that, not replace it. The most effective builders use it to enhance the human experience, not complicate it.
That belief shapes how I approach marketing. It begins with what happens after the lead comes in. How is the communication with buyers? Is the experience consistent? Does it reflect the brand in a meaningful way? Well-designed systems make it possible to show up thoughtfully at every stage without losing the personal connection that matters in this industry.
Just as important is how the home is presented. Through my experience working alongside design teams and contributing to model home merchandising, I’ve seen how powerful visual storytelling can be. Buyers are not just evaluating features. They are imagining their lives in a space. When marketing and design are aligned, the story becomes clear, cohesive and inviting.
Equally important is understanding how things operate behind the scenes. Having spent many years inside a homebuilding company, I know how closely sales, construction and customer communication are tied together. Marketing works best when it reflects that reality and supports the team delivering the experience every day.
Being a woman in homebuilding has shaped my perspective. There have been many times where I’ve been the only woman in the room, especially in leadership and decision-making settings. Early on, that could feel uncomfortable or intimidating. Over time, I’ve learned to see it as an opportunity to bring a voice that might otherwise be missing.
Women are essential to this industry. They influence a significant majority of homebuying decisions and often bring a strong focus on how a home truly functions, how it supports daily routines, families and real life. When that perspective is part of the conversation, the result is not only better marketing, but better homes and communities.
I also believe strongly in the importance of mentorship. Some of the most meaningful opportunities in my career came from women who supported me, encouraged me and helped me grow. That support made a lasting impact on my confidence and growth. For women entering the industry, my advice is simple: Do not hesitate to reach out. Build relationships with women doing the work you admire. Ask questions, seek guidance and trust that you belong in those rooms. You have a seat at the table and your voice matters.
In marketing, the strategy does not fundamentally change, but the lens does. It is about more than features. It is about the experience of living in the home. Highlighting flow, functionality and livability creates a deeper connection and reflects how people actually use their space.
There have been moments in my career where I’ve had to advocate for that perspective. Those experiences were not always easy, but they have been instrumental in my growth. They have strengthened my confidence, clarified my point of view and reinforced the importance of bringing diverse perspectives into the conversation.Today, my focus is on helping builders create alignment between their brand, their systems and the experience they deliver. When those elements work together, marketing becomes more than effective. It becomes a true extension of the business.
Technology will continue to evolve, but the heart of homebuilding remains the same: It is about creating spaces where people live their lives. Marketing should reflect that same level of care and intention, helping builders tell a story clients can genuinely see themselves in.
By Laura Hanson. She is the Director of Strategy at Builder Designs. She can be reached at l.hanson@builderdesigns.com.
This story is featured in our May issue of Builder and Developer. Read the print version here.





















































