Last month, I attended NAHB’s midyear meeting in Miami and had the pleasure of sitting in on a presentation by Daniel Swift, president and CEO of Des Moines-based architecture group BSB Design.
Ideal Homes - 2006 NHQ Gold Award Winner
Corporate Profile: Ideal Homes is a Norman, Okla.-based builder serving the Oklahoma City metro area with 16 communities for first-time and move-up buyers. The company is Oklahoma's largest home builder, and operates an in-house mortgage company that handles an average of 60 percent of the company's closing.
Corporate Profile: Ideal Homes is a Norman, Okla.-based builder serving the Oklahoma City metro area with 16 communities for first-time and move-up buyers. Ideal Homes had revenues of $57 million in 2005, closing 435 homes. The company is Oklahoma's largest home builder, and operates an in-house mortgage company which handles an average of 60 percent of the company's closing.
Mission: Ideal Homes' mission is to offer quality, affordable homes, today and tomorrow, based on the vision of building the American dream through mutually beneficial relationships with customers, contractors and co-workers.
Ideal Homes values quality in building the best performing homes through its people and processes. It holds integrity in being honest, reliable and accountable and promotes leadership for inspiring higher performance from others through its actions.
Management Team: Gene McKown, co-owner, president of development; Vernon McKown, co-owner, president of sales; Todd Booze, co-owner, president of construction; Millie Eubanks, vice president of sales; JaRee Stambeck, chief financial officer; Russ Gammill, director of purchasing; Brian Rice, director of operations.
Strategic Goals: The company approaches management as a process that requires continuous improvement. Ideal Homes centers its strategic goals through a number of “key result areas” including, but not limited to:
- innovation and marketing leadership through research, customer feedback on products
- improving communication processes and systems
- customer satisfaction with the goal of having 95 percent or more of customers willing to refer
- employee training
- community outreach
For 2005, Ideal set a number of ambitious one-year goals which included increasing revenues to $57 million, increasing gross margins, number of actual home sales, closing and traffic to model homes. Long-term goals include steady increases in many of these areas. Notably, by 2007, Ideal Homes plans to open a second operation in another market.
Judge's Comments: “The company's people and culture are the strongest areas of Ideal Homes. The company has positively influenced the entire Oklahoma City/Norman building industry. Ideal has chosen to run their business by 'doing the right thing' to drive results.”