growth: refining systems, improving processes, investing in people, and strengthening delivery. The company operates in what Lenard describes as a “scale season,” applying what was built internally to grow responsibly—without losing precision or experience quality. Project managers are intentionally capped at one to two projects at a time, depending on complexity, because the homes are highly detailed and require constant decisionmaking, communication, and oversight. FROM VISION MEETING TO FIXED-COST CLARITY Lenard Crafted Homes places the client relationship at the center of its process—and that relationship begins before a plan is drawn.The first step is a “vision appointment,” ideally held on the client’s property. The purpose is simple but powerful: walk the land together, identify orientation, talk about sunlight and views, and begin shaping a shared dream. Just as important, it’s a two-way fit assessment. Lenard is candid that not every client is a match, and the company will decline work where the relationship foundation doesn’t feel aligned. From there, clients meet in the company’s office for a pre-construction discussion that outlines next steps and expectations. Lenard Crafted Homes partners closely with a small group of architecture and design firms and attends early design meetings to ensure scope and cost remain aligned from the start. Before plans progress too far, the company develops a preliminary budget designed to keep the project within a tight range. The intent is to prevent clients from investing heavily in design development only to discover the home is outside their financial comfort zone. Once plans are finalized, the company moves into a fixed-cost building contract, taking roughly three weeks to produce a full estimate. If adjustments are needed, the team works through options collaboratively—recognizing that in custom building, clients aren’t selecting from three 47 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 01 LENARD CRAFTED HOMES
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