Destination Living

DEST INAT ION L I V ING who don’t have anywhere near the level of care or responsibility that you have on a building site. Immediately that accountability is completely disintegrated. And that’s what I found. So within two weeks of that ‘aha’ moment, I notified my business partner that I was going to pack up and I left the business and we set up Destination Living.” The premise of Destination Living was always about having an accountable person in the key roles that are performed from the start to end of design and building of the home. Finding architects with the skills and quality and responsibility was challenging. But once they and manage them personally myself. Doing that taught me that it really comes down to the person who manages the site. Irrespective of whatever management is above them, the person who runs the site pretty well dictates and controls the outcome of the site. By doing that I found that the quality of my sites was pristine – I’d make sure all the trades and suppliers kept my sites immaculate. These were the same trades and suppliers that my team was using and their sites looked like a bombshell had gone off. The problem for all building companies is the minute you begin to grow in size at some point you need to choose to no longer be the builder and just be a business owner with employees