of our relationship with them for a full year. This includes more than just guaranteeing prices; it also provides for training opportunities to help each person build their skills. In addition, we ask our tradespeople to attend regular project meetings where, as a group, we discuss current projects as well as upcoming work and raise any other operational concerns. We are a team and without proper cohesiveness our projects would not be so successful.” “Our trades are our backbone,” says Kris. “It’s through mutual respect and trust with each other that makes Norseman’s team so successful.” Kris adheres to the idea that to be successful, you need to have specific objectives and while it may sound like the slogan from a recruiting poster, he firmly believes that without a clear goal, individuals can never reach their full potential. The fact that more than one junior tradesperson has gone on to become a Norseman supervisor demonstrates the effectiveness of these contracts. “Developing an infrastructure to support andmanageoperations and ensuring that everyone on the team understands how they contribute has been key to how we’ve leveraged the skills of our people.” Within a year of forming, Norseman Construction had grown in staff from one person – Kris himself – to 30 people. They started doing deficiency reparations for other development firms and property owners. They quickly built a strong reputation in that field, but they weren’t satisfied with the tools they had available to them. That’s when Kris started investing in innovation. DECEMBER 2022
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