MHN Executive Council: If You Were Building Your Company From Scratch, What Would You Change? Part 2
Lessons on growth, leadership, culture and building a business designed to last.
Even if we’re happy with our business, there are always things we wish we could have done differently. This month, our experts share more things that they would do if they were to go back in time. (Read part 1.)
Embrace Change
If I were building a company from scratch today, I’d start with one belief: A company is never actually built. It is always building.
Especially in design, our job is to solve problems that are constantly changing. At the same time, the real estate industry we’re serving is evolving just as quickly. That means we’re continuously adapting both our business and the business of our clients. Building a company isn’t a milestone, it’s an ongoing discipline.
With that mindset, the biggest thing I would do differently is hire fewer specialists to fill today’s gaps and invest more intentionally, from the start, in developing Renaissance professionals for tomorrow’s opportunities.
I’m drawn to people who are naturally multidisciplinary. In design, that might be someone who can think like a strategist, sketch like an artist, communicate like a storyteller and embrace new technology as readily as traditional craft. The same principle applies to every discipline, whether it’s operations, finance, or business development. The people who thrive are those who can move comfortably between perspectives, tools, and ways of thinking.
It’s tempting to hire for the immediate need. Sometimes that’s unavoidable. But the long-term advantage comes from developing people with the curiosity, adaptability, and drive to grow well beyond the role they were originally hired to fill.
Markets change. Technology changes. Client expectations change. The organizations that endure aren’t built around static job descriptions. They’re built around people who never stop evolving, and more importantly, enjoy the evolution. —Josh Kassing, Managing Principal, Mary Cook Associates
Evolve Together
Rather than doing things differently, I’d continue investing in the principles that have fueled our success—building a culture where people and technology evolve together. The systems we implement should remove friction so our teams can focus on creating meaningful experiences for residents, clients and one another. As our industry continues to evolve, our responsibility is to stay adaptable while never losing sight of our hospitality-first mindset. At Kairoi, we’ve learned that sustainable growth isn’t simply about getting bigger—it’s about building an organization that’s remarkable because of the experiences we create every day. —Kari Warren, COO of Property Management, Kairoi Residential
Don’t Assume
If we were building The REMM Group from scratch today, we wouldn’t change our core values—but we would challenge some of our assumptions.
One of the biggest lessons we’ve learned is not to assume every employee is working toward the same goal. Some aspire to leadership, while others value stability, work-life balance, or becoming experts in their field. The same is true for our community owners. Every client has different priorities, whether that’s repositioning an asset, maximizing long-term returns, or building a legacy.
We’ve also learned that alignment matters. If our values and expectations don’t align with a prospective employee or community owner, it’s better not to move forward. No resume or portfolio is strong enough to overcome conflicting priorities.
The business world is increasingly recognizing what has always been true: there is no one-size-fits-all approach to people. Goals change over time, which is why ongoing conversations are just as important as the initial interview or management agreement. Building a strong organization means understanding what motivates people today and continuing to grow alongside them. —Susan McPeak, Corporate Ambassador, The REMM Group
Interested in joining the MHN Executive Council and sharing your insights? Email Jessica Fiur.
