BUILDING TEAMS, NOT JUST CABINS At 31, Christoffer manages a team spanning four decades in age, from a 26-year-old interior designer to a 59-year-old project manager. “I’m not a good leader if I can’t cater to everyone to have an enjoyable workplace environment,” he says. The operational structure includes weekly Monday team meetings and Thursday huddles, but the cultural investments run deeper. Monthly third-Thursday lunches gather the entire staff, while quarterly events like go-karts, arcades, or office entertainment break up the routine. “I would want someone that works with us to say that we cared about the person and not just the number or the role of the person,” Christoffer says. The industry faces a skilled trades shortage across the Smoky Mountains region, where 61% employment growth is projected over the next 25 years. With competition for talent intensifying, retention matters. “Culture is the biggest thing in employee attraction and retention,” he adds. The relationship approach produces unusual outcomes. Some clients never visit their property until they receive keys at completion, managing the entire process by phone and email. After projects finish, many clients allow the construction team to stay in completed cabins to test appliances and amenities, a gesture that speaks to earned trust. Christoffer maintains contact through monthly newsletters and personal texts, building friendships that go beyond transactions. 74 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 12
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