can buy if you’re not already a builder.” This selective approach creates a network of accomplished professionals rather than franchisees seeking entry into the industry. The resulting structure preserves individual ownership while providing collaborative benefits. “My office is my office. I take the projects I want, we run them the way we see fit,” Bowe says.“We are not required to buy from any particular vendors or any home office source. Home office tends to operate more like ‘how can we help?’” The arrangement offers Bowe access to an extensive knowledge network spanning over 100 offices. This connection yields both practical expertise and growing brand recognition.“I’ve already experienced people saying, ‘Hey, I was down in Charleston, and I saw your trucks down there,’” Bowe notes, highlighting how the shared identity amplifies visibility while maintaining local operational independence. CREATING PATHS TO OWNERSHIP The organizational culture at Alair provides Bowe with a framework for sustainable growth that simultaneously addresses succession planning. This approach aligns perfectly with his vision for developing talent within the company. “One of the things that attracted me to Alair was the culture of paths to ownership for your key people,” Bowe reveals.This structure creates defined advancement opportunities, typically project managers progressing to general management and eventually partial or complete office ownership. “I really like my new role as a mentor for my people to elevate them to a place of success and prosperity by getting ownership in an office.” Bowe says. The Alair framework supplies critical business infrastructure often lacking when construction professionals strike out independently. “A lot of builders are good at what they do, and they work for somebody and then they go out on their own Photo Credit: Jennifer Howell Photography and Alair Homes Hunt Country Architect Credit: Cawood Architecture 41 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 03 ALAIR HOMES HUNT COUNTRY
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