It was the reaction on the faces of his first clients that confirmed Kevin Read’s decision to start a different type of design and construction company that would change the industry workflow, beginning with the end in mind.
It was 2013, and the client, a natural gas company, was looking for an operations lodge. Nomodic’s design team worked with the client to create a conceptual building layout and custom remote accommodations solution that would provide the client with a competitive advantage. The deal was signed shortly after.
“To see the excitement on my clients’ faces, that’s why I do what I do,” says Read, who founded Nomodic Modular Structures Inc. in 2012, after spending years working in product design, quality assurance and business development in the manufacturing, construction and energy industries.
Read’s goal was to build a flexible and integrated EPC (Engineering Procurement Construction) company capable of maximizing the return for its clients by providing the best possible solution according to their site’s unique requirements and the building’s intended use. The company’s design-build-install solutions enable clients to personalize their space through a mix of traditional craftsmanship and precision-built, pre-manufactured components. Since the installation stage typically involves the most risk, Read says Nomodic spends much of its time on design and planning to optimize efficiency and continuity throughout the entire process.
Being an integrator, not a fabricator, allows Nomodic to take an agnostic approach, which means the company isn’t bound by limitations of a particular construction material, technology or geography, Read says. With the help of an extensive network of prequalified fabrication partners, the company handles everything from concept to completion, including design and permitting as well as quality control in the factory and ultimately installation.
Following the downturn in the Canadian energy market in 2015-2016, Read pivoted his focus to other traditional and higher-volume market applications, including multifamily residential, hospitality, and retail. With Nomodic’s housing projects, Read’s goal was to reduce the disturbance to community typically associated with conventionally built buildings, while offering developers a dramatically reduced construction timeline and significant reduction in schedule and budget risk.
“Our integrated project delivery allows us to optimize results and maximize efficiency through every phase of our process,” says Read. What’s more, he says Nomodic’s unique delivery model is addressing industry barriers and societal housing challenges in innovative ways – allowing clients to build their vision faster and with more certainty.
“By guiding projects from concept to completion and self-performing work during the installation stage, we provide critical continuity and time and cost certainty,” Read says.
The company doubled in size in 2016, after assembling an internal construction division instead of outsourcing the work. Revenues tripled in 2017 versus the year before to over $20-million. Revenue doubled again in 2018 to almost $40-million and Read is projecting revenues to increase to nearly $50-million in 2019.
Today, the company has about 100 employees in seven locations across Canada and the U.S. Read says the team has developed a number of processes to help manage workflow and improve internal and external communication. It’s a lot different from when the company started with one office and two employees seven years ago, Read says.
“It’s important that your processes keep up with your human capital and your clients,” he says.
Read also credits a strong management team, each with their own strengths, for helping the company scale.
For Read, the most rewarding part about building a business is being able to choose his colleagues and watch them work together, as a team.
“I feel privileged to work with the people I work with every day,” he says. “It’s like a family we’ve created.”
Advertising feature produced by Globe Content Studio. The Globe’s editorial department was not involved.