We are building a company that has a relatively flat decision-making process internally with quick decisions.

In our market, the core customer is really the tenant that's leasing the space.

For a tenant to be able to work with us and get stuff done quickly without having to go through layers of management is a positive. We’ve heard from the brokerage community in the market, that when it comes to helping tenants get decisions made quickly with just a phone call instead of having to go through an internal approval process like big developers have to go through, it makes the tenants and brokers happier, and a better relationship is built all around.

Our intent is to refocus the real estate product back to the tenant and what the tenant really needs in a world of competitors that are focused more on their bottom line and how they're trying to maximize every dollar they can for profit out of the project.

We focus our efforts on building a strong relationship with the tenant. Our competitors focus their decision-making processes on how much does it cost and how much money do we make?

We as the owner are paying the bills and we're the ones taking the risk with our money. Our design team is running lead with the city permitting processes and they get to know the staff better than we do.

We're constantly trying to build the highest and best use project for the site that it sits on. We want to maximize our investors' value as well. A lot of that is pushing hard on the city, but we also provide a better product to the tenant and we're really representing what we need to deliver to the market to satisfy the tenant.

A lot of developers really specialize in one or two product types. So either they do industrial only or they do office and industrial only and they don't take advantage of other opportunities in the market. There are very few developers nationally that apply their experience to various product types and various opportunities in the market.

We saw an opportunity as a developer that has national experience to pursue projects in various locations, in various neighborhoods where there's significant upside because we understand the local market, but we don't need to be a one trick pony in terms of what we build. So, if there's an opportunity to build a hotel on a really well-located lake site - we have the capability and knowledge and experience to be able to do that.

But we also have the relationships to attract capital because we're institutional and we have institutional projects with the relationships to attract capital to a small town whereas a local developer out of Wenatchee or Spokane doesn't necessarily have the relationships in order to bring in enough capital to build a hotel in.

So it's a marrying of - building institutional projects that compete with the national guys for industrial and office, while also being nimble enough to focus on opportunistic land sites and opportunistic locations locally where national developers won't be able to, because they don't have an interest in it, and local developers aren't large enough to take it on in terms of relationships with capital partners.

We would rather build a project that is a physically stronger structure, better looking, and has better attributes in it than our competitors do. In the industrial space, in terms of glass and the office space feeling we like to make it feel less industrial, so the space is more inviting to employees and visitors to the space.

Our buildings physically look better because we don't cut corners. We would rather produce something that when the market softens, and potential tenants drive by our building, it has good curb appeal, and it's the best feeling building of the options that a tenant has.

Combining quality aesthetics and being easy to work with, we develop nice looking buildings, with the intent of our buildings being leased faster.