Currently in the entitlement phase, REACH is working through design, servicing studies, and site plan approvals, with a goal of securing full municipal sign-off by early 2025. From the outset, functional design has guided every decision. While many urban developers pack in multiple, siloed amenity spaces simply to boast marketing checkboxes—gyms, party rooms, movie theaters—REACH takes a different tack. By lifting the main courtyard to the second level, Avery and his team freed up the entire ground-floor footprint for a 5,500-squarefoot, fully outfitted health and wellness facility. “Rather than just add this in as a feature, there’s a tremendous amount of effort and focus on actually designing the functionality that building dwellers will experience,” he explains. Plans include change rooms, a steam sauna, integrated fitness equipment, and open-air access to the courtyard above—an amenity package deliberately designed to rival, if not exceed, what the surrounding neighbourhood offers. Site selection at REACH goes beyond simple comps or sales-velocity data. The firm has forged close ties with pre-construction brokerage networks to gain bottom-up insight into purchaser demographics and demand. By understanding who is actively buying in a given micro-market, REACH can tailor each development’s unit mix, pricing strategy, and amenity offering to truly meet local needs rather than chase broad macro trends. This relationship-driven, data-informed approach reduces uncertainty and helps ensure financial viability from schematic design through presale and construction. Although specialization in urban, transit-adjacent towers remains the core of REACH’s strategy, Avery insists on maintaining nimbleness as a competitive advantage. He’s open to exploring infill opportunities in Hamilton or KitchenerWaterloo, and even smaller-scale asset classes like low-rise apartments or single-family townhomes—provided the location aligns with the firm’s high standards. “We look at all asset types, but one thing we focus on is being very specific in location,” he notes. That specificity, combined with their lean structure, allows REACH to move quickly when the right deal surfaces. Behind the scenes, strong partnerships with general contractors and trades underpin REACH’s operational capabilities. While the firm outsources construction management to experienced GCs, Avery makes it a point to sit at the table with key subcontractors, negotiating scopes and schedules in person. “This business is built on relationships and making sure that everybody’s aligned to do the right thing and be honest, work hard, and meet deliverables,” he says. By cultivating trust with a small, consistent roster of trade partners, REACH benefits from smoother coordination, higher-quality workmanship, and the flexibility to adapt when unforeseen challenges arise. That emphasis on alignment and accountability extends into REACH’s corporate culture. With just two full-time employees today—and plans to add a handful more over the next 24 months—Avery has deliberately kept the team small to protect agility and preserve direct communication. Colleagues describe a leadership style that eschews drama and micromanagement in favor of autonomy and clear expectations. In an industry known for long hours and volatile work environments, REACH cultivates a calm, steady atmosphere where each team member’s contributions are both visible and valued. This approach has fostered strong retention, even as the company pitches in on larger—and inevitably more complex—projects. Despite their youth, REACH is already building a THE CONSTRUCTION SOURCE CANADA
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