In early November, Wisconsin-based home builder Veridian Homes appointed Chris Ehlers as president of the company.
Ehlers joined the company in 2018 as vice president of land acquisition and development and was promoted to the role of chief operating officer in 2021. He previously worked for PulteGroup for nine years and served as the vice president of operations for William Ryan Homes for four years. He succeeds David Simon, who will continue to support Veridian Homes through his role as chairman of the board at Forgewell Building Group.
He spoke with BUILDER to discuss his new role as president, his career in the home building industry, and his plans for the future of Veridian Homes.
What do you see as the next chapter for Veridian Homes, and where would you like to take the company moving forward?
As the president, I envision the next phase for Veridian Homes involving a continued expansion of our market presence in existing construction areas and the exploration of new growth opportunities across Wisconsin. The imperative is to navigate our growth judiciously, given the uncertainties in the current housing market.
How will the role of president differ from your most recent role as chief operating officer?
The transition from my recent position as chief operating officer to the role of president signifies a shift in focus and responsibilities. In my prior role, my primary focus was on the day-to-day operations of the company, aiming to achieve our annual objectives. However, in my new capacity, I will be tasked with the development of long-term goals. This entails leading our well-established executive leadership team to build and implement our 2024 business plan. I am fortunate to lead a team of dedicated individuals, and it is imperative to remain grounded in the principles that have propelled our company's success—prioritizing the well-being of our customers, employees, communities, and the environment in which we operate.
What additional responsibilities will you assume with the new title?
In my new role, I'll take on more responsibilities, which include focusing on guiding the company toward long-term growth and getting a bigger share in the competitive housing market. This involves setting goals in strategy, operations, and finance. These goals will be our guide to navigate the market challenges, making sure we not only perform efficiently but also position ourselves strategically for ongoing success and recognition.
What do you think sets Veridian Homes apart from other builders in the region? How does it differ from previous companies you have worked at in your career?
What distinguishes Veridian Homes from other builders in the region is our strong company culture, which developed over time thanks to a rigorous hiring process. This has allowed us to assemble a top-tier team of employees who are dedicated to constructing high-quality homes for our customers. We extend the same meticulous approach to selecting quality trade partners involved in building our houses. Our commitment to holding everyone in the home building process to a high standard of accountability ensures a positive experience for our customers.
The difference at Veridian Homes lies in my previous experience working for a large national builder, particularly Pulte. The education I gained during the boom of the early 2000s through the financial recession was invaluable. I often liken Pulte to the 'Procter & Gamble' of home building, given their unique processes, refined tracking tools, and management of housing projects, which I continue to reference today. Veridian has similar concepts starting with customer-focused strategies while forming a successful business model. What sets Veridian apart is a strong emphasis on customer insight and satisfaction, distinguishing us from other builders in the region and fostering a robust referral basis.
What do you view as the important elements of the company that you hope to maintain and enhance in your new role?
In my new role, I aim to uphold and strengthen key aspects of the company. This includes sustaining an effective growth strategy while consistently achieving customer service scores that place us in the top 10% among builders nationally. Additionally, I prioritize maintaining fiscal responsibility, drawing from the lessons learned during the challenges of the 2008 recession. It's my hope that the industry never faces such hardships again, and, by staying fiscally prudent, we contribute to the resilience and stability of the company.
How did you get your start in the home building industry?
My entry into the home building industry was shaped by a family connection. Following the unexpected passing of my father, who was a home builder in Madison, Wisconsin, while I was in college at Arizona State University, I found myself having to return home to manage the wind-down of his business. Despite the challenges, this experience provided me with invaluable life lessons. Subsequently, I made the decision to relocate back to Arizona and started from the ground up, working for Pulte. The lessons and relationships I gained at Pulte were instrumental, and I would advise young adults in the industry to consider working for a large builder at some point to grasp essential insights into processes and operations.
What about Veridian Homes as a company has allowed you to grow and advance your career since joining in 2018?
Since joining Veridian Homes in 2018, the company has provided me with the autonomy to take charge of expanding the business into new markets right from the start. I embraced this opportunity and leveraged my experience in developing master plan communities in Arizona to implement a similar growth strategy in Wisconsin. While it was a risk, the company consistently supported my vision every step of the way, fostering an environment that allowed me to grow and advance my career.
What are the biggest lessons you have learned during your time in the home building industry?
Throughout my tenure in the home building industry, I've learned that, regardless of the role—whether in customer service or as the company president—the core of this business is building relationships with people. Home building is inherently complex, but it's the people within the industry that make it special. Starting in this field at a young age demands a robust work ethic and patience to achieve long-term success, as the intricacies of our work aren't learned from textbooks but through real-life experiences, both positive and challenging. I strongly advocate seeking mentorship, especially from seasoned individuals in the industry.
Some of my most valuable experiences involve spending time in the field with those who have been in the business longer than I've been alive. Their stories are not only legendary but also tremendously instructive. Given the cyclical nature of the home building business, having weathered events like the Great Recession and market fluctuations due to COVID, it's crucial to manage capital wisely and always be prepared. In today's construction industry, data is abundant, but the key is to strike a balance. Too many reports can lead to paralysis by analysis, hindering a business' growth. I've prioritized consolidating and streamlining daily reports to facilitate quick decision-making, enabling us to seize growth opportunities promptly.
