gives us the ability to plan proactively, efficiently, and strategically,” Ron explains. “Our sites are in strong locations, and the scale of each project allows us to design smarter, build smarter, and create something elevated for the Toronto market.” While Ron’s background is deeply rooted in complex development execution, Andrew complements that expertise with an equally strong focus on planning, programming, and market alignment – together forming a cohesive leadership structure that supports the next evolution of SUD Group’s residential portfolio. At the heart of the company’s recent evolution is SUD Living, a concept that differentiates SUD Group not only through building quality, but through community. Every SUD Living building will have its own curated amenities, tailored to its neighbourhood context – but what makes the model unique is that residents are not limited to the amenities within their own building. Instead, a membership-style programme will allow residents to access amenities, perks, and events across all SUD Living buildings throughout the city. This approach transforms a typical rental building into a connected community of multiple properties, each offering experiences that can be shared across the portfolio. Ron describes the concept as a hybrid between a boutique hotel experience and a modern, flexible residential ecosystem. Each building will include thoughtfully designed indoor and outdoor amenities, such as private dining rooms, reservable lounges, health-focused studios, co-working or meeting rooms, coffee studios operated within the lobby, and rooftop programming that takes advantage of the buildings’ reduced mechanical footprint due to geothermal technology. These spaces are intentionally designed to encourage convenience, connection, and an elevated living experience that feels personal rather than anonymous. Beyond amenities, SUD Living also incorporates a range of optional, resident-focused services – coordinated through property management and third-party partners – including moving assistance, cleaning, grocery services, and community events that bring residents together across the wider portfolio. As Ron explains, “At the end of the day, we’re trying to create a community. When our buildings average 200–300 units each, that collective becomes 1,500 units or more. We want residents to feel part of something bigger.” THE CONSTRUCTION SOURCE CANADA
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