For new home builder, Joseph Carl Homes, the moment to rise from Phoenix’s ashes is now
When Joseph “Carl” Mulac grand opens his CantaMia active adult community in the Estrella master plan in Goodyear (Phoenix market), Az., Feb. 10, home building’s spring selling season officially begins.
Mulac–whose youthful appearance belies his three decades of experience in home building management–is a veteran of large enterprise companies, most recently as the Phoenix division president of the now no-longer TOUSA’s Engle Homes. But to him, he is one thing.
“I’ve worked for several of the nationals, but I think of myself as a home builder,” Mulac told me over a cup of coffee at Caesar Palace’s Augustus cafe at the International Builders Show in Las Vegas last week, talking about the fledgling Joseph Carl Homes’ imminent ramp up to big builder-dom in one fell swoop.
Mulac is living proof that “you have to be good to be lucky.”
His opportunity right now in Phoenix springs from being the right guy in the right place at the right time. He’s the right guy for a couple of reasons. Amid and despite TOUSA’s demise in 2007 and 2008, he ran the Engle division like a pro and remained one of CEO Tony Mon’s most reliably successful value producers.
Now, staying in Tony’s graces as TOUSA’s fortunes deteriorated after its disastrous acquisition of Transeastern Homes at peak market prices on the eve of the meltdown was a smart thing to do for a number of reasons. Not the least of which was that when Reuben Leibowitz–the fellow who originally invested in and made an eventual killing on Tony Mon’s Pacific Greystone back in the early 1990s–asked Tony who he should tap to lead his charge on an up from the ashes play in Phoenix that would start by getting Engle’s holdings back out of the banks, Mon didn’t hesitate to tell Leibowitz that Mulac was his man.
Leibowitz didn’t have to ask Mulac twice. Here’s how the Arizona Republic reported the big deal went down:
The first phase encompasses 215 acres and calls for 643 homes to be built over about four years. Future land purchases could expand the development to 1,700 homes.
Community amenities will include indoor and outdoor swimming pools, a fitness center and tennis courts.
Province was only a month from opening when the project came to a halt, according to Mulac, an Engle executive at the time.
Property records show Engle financed the project under a $250 million loan in March 2006. Mulac, who signed the documents for Engle, said the loan funded up to 18 communities around the Valley.
At Province, Engle built 14 model homes, a 15,000-square-foot sales center and infrastructure, and began construction on a 30,000-square-foot recreation center.
But Engle’s parent company, TOUSA Inc., filed for Chapter 11 bankruptcy protection in January 2008.
Property records show E/S Property Holdings LLC, managed by JPMorgan Chase Bank, bought Engle’s Estrella property at a trustee sale in February.
Joseph Carl Homes paid $8.5 million for 215 acres, according to Mulac.
So, the land price has been reset massively; he’s coming out of the gate with 14 models and a sales center already built, and he just hired his 21st employee–Joseph Carl Mulac 3rd–out of University of Arizona to work harder than he imagines and wear a lot of hats.
They say that even in these most hostile of times, you can start a home building company with a lot of immediate momentum and promise if you have the money, the people, the land, and the product. Carl Mulac counts himself fortunate on all of these accounts, but it doesn’t mean he’s not working his butt off. But that’s nothing new.
Until he had a major run-in with a medial collateral ligament in the early 1980s, the elder Mulac was starting point guard material, albeit, he protests, at Pittsburgh’s Carnegie Mellon, which is no Division 1 powerhouse. Still, that floor general, court-sense approach comes through with Mulac to this day, as does the confidence amid the challenges.
Why does he say he’s a home builder? He says he finished his last tasks and proceedings at Carnegie Mellon on a Friday, and by the following day, he was on a home building site in Cincinnati, working for Ryan Homes.
With a flattering title along the lines of Technical Assistant, Mulac soon discovered during his job of inspecting and recording problems in homes during various stages of construction that one of three problems needed recording in almost every home he inspected:
“I was always frustrated,” Mulac recalls. “Something was either always broken, didn’t work, or missing because it was stolen. Home after home after home this was the case. I went back and talked to my supervisor about how frustrated I was about this, and he said, ’The good news is that this is why you have a job.’ I looked at the problems more positively from that point.”
So, Mulac in his DNA is not only good enough to be lucky, he’s also the kind of guy who, by nature, looks at problems as opportunities. Not just other people’s problems either.
“Every company I’ve spent time working at has gone bankrupt,” Mulac says. “Ryan Homes in the early 1990s, UDC Homes in the mid-90s, and TOUSA. In every case, it was the land that got them. I have to figure I’ve learned that lesson.”
The other critical lesson learned Mulac will abide by will be research and branding.
“When we were with Engle, we’d get approached about doing all the work and study to make sure we had the right value proposition and the right understanding of who our potential buyers are, but we always decided it was too expensive, and we didn’t really need it,” Mulac says. That’s changed.
Mulac brought on Michelle Mace-Basha’s M3B Inc. to work through a disciplined several-month process [see Michelle as part of the Big Builder Virtual Event Phoenix Dream Team ] to learn as much as possible about the “who?” of his potential home buyer, and what would appeal to those buyers.
So, from the outset, Mulac is launching a community whose offerings reflect a full-commitment to customers needs–not simply his sense of those needs, but their sense of them, which is entirely different. This is why CantaMia’s product will come standard not only with solar panels, but with thermal features as well.
“Our research showed that our customer segments profiled as wanting sustainability in their homes at an affordable price point,” Mulac says. “We had to decide from the beginning whether we were going to invest fully in that commitment to our customers or not, and we felt it’s the right thing to do.”
By the time Joseph Carl Homes officially opens CantaMia for business, they’ll have sold a couple of dozen of the 600-plus homes in the first phase of the 1,700-home tract. Once he gets that part going, he’s going to be doing his damndest to line-up business for an operator he’s got on the ground in Las Vegas.
Just like that, a big builder rising out of Phoenix’s ashes, even as uncertainty prevails in the big builder landscape. In some cases private equity money is proving it’s ready to rumble, and in some cases the banks are ready to make their play to get what they can on their holdings.
Although many home builders are finding that bank loans for vertical construction loans are well nigh impossible to come by, Mulac got a line from National Bank of Arizona to get things started.
He’s taking nothing for granted, not even office space.
“A friend in the business was going through the tragedy of having to auction off everything from his office, including the 30-foot marble-top conference room table he was so proud of,” says Mulac. “I don’t think we’ll be seeing the days of fancy 30-foot conference tables coming back anytime soon.”
For now, and the near future, Mulac is running Joseph Carl Homes out of his own home.
Home Builders to Suppliers: You’re Part of the Problem if You’re not Part of the Solution
With so much of focus going to housing demand stimulus policy that has been playing havoc with monthly new home sales trends, it takes readers to bring the conversation back to earth.
Here’s what one production home builder wrote to us about his experience last week in Las Vegas at the International Builders Show:
“Still lots of folks WAY out of touch on the supplier side. Expensive stuff catering to a market that might never return, green touches that buyers won’t pay for, the cattle call financing section was off the rails…..builders don’t need someone to talk to them about financing a ‘deal’ they need someone to finance the future (deals, vertical, overhead…..getting back to work). I think that I was impressed that the show was well attended. You’re spot on that it proves that there are survivors who are looking for the next opportunity. I think that the disconnect between the supplier side and the builder side is wide though. I can’t even begin to guess how companies that sell $20,000 to $50,000 software apps plan to market in the coming years, how the fringe suppliers will survive. If more with less is something that customers are demanding certainly the suppliers didn’t seem to be trumpeting the charge.
There you have it. A gap separates building materials, products and services suppliers from the needs of their customers, the home builders. Government policy has been working like an on-again-off-again spiggot, but home builders are mostly still struggling to understand how to work in the real world beyond the punch-bowl economic gyrations of the moment.
So, in the real world, everybody takes a hair cut, and not one they think will be the most flattering. Homeowners have given up trillions of dollars in household wealth–including home values; builders and developers have done the same with regards to their raw material–building lots–pipeline; banks are smothering in toxic and petrified assets and greed.
In a “good enough” era, a baby steps marathon is more likely to be the way out of the world of hurt than any sudden blast of recovery.
Which is why we should focus questions on the role of builder-supplier partnerships in what’s likely to be a long, long path to healing in the market. After the policy punch bowl goes away, what to expect? The answer is work.
Just as banks, investors, land holders, land losers, the owers and the owed are now just beginning to engage in a great financial reoganization that will reset home prices more in line with household incomes and monthly rents, builders need to have similar work-out plans with their supply sources.
Value engineering is not a new term, but the urgencies around making it more than just a b.s. phrase to describe doing things in design, construction, and operations essentially the same old way are peaking.
Our reader’s view expressed above is that products, services, and materials suppliers should be highly motivated to be part of the solution to reset new home prices on higher-performance new homes lower.
“We can’t compete on price alone,” says Jenne Conger, vice president of sales and marketing at History Maker, a Dallas-area home builder that has four generations of staying power in a market that’s cyclically as tough as they get. “We had to find a point of difference for our buyers in addition to the affordable price point. That point of difference, for us, is green.”
Here’s how the company describes its “green” value offering:
The world is going green and History Maker Homes is no different. To add even more value to all of our homes, we’re now offering a guaranteed energy savings option called Energywise, from BaySystems™, the umbrella brand for the global polyurethane systems operations of Bayer MaterialScience. Bayer MaterialScience is a subgroup of Bayer AGAG, an international health care, nutrition and innovative materials group that produces Bayer Aspirin. This Energywise system provides energy performance improvements that add value to every home through reduced lifecycle costs and improved sustainability, resulting in a two-year guarantee of annual heating and cooling costs.
History Maker, which Conger attests maintained flat sales year-on-year with 2008’s level, sold 60 of its 400 homes in 2009 with the Energywise package. Their price point? Under $200k.
BaySystems’ explanation of the package:
Energywise’s “systems approach to residential energy efficience combines an optimally designed HVAC system with Bayseal spray foam insulation installed by an Energywise Preferred Contractor… Of the 40,000+ homes designed and build using the energywise Energy Cost Savings Guarantee, annual energy savings are commonly more than 50% versus conventional construction.
“Yes, the buyer pays more in the purchase price of the home to get the Energywise package,” Conger says. “But when we go through the total operating cost analysis with the home buyer, and they see the cash flow positive difference from the minute they take over ownership, they’re not put off by the fact that the initial investment adds about $25 or less to their monthly mortgage payment. They’re saving way more than that with the guaranteed energy cost and savings from day one.”
We heard lots of talk among builders that the cost of energy high performance and other sustainable features outweighed the willingness of home buyers to ante up in this environment.
Still, History Maker and Bayer Material Science, which is pushing to expand its distributor and installer network for concerted growth among bigger volume home builders, have apparently struck a balance in their message: Monthly total operating costs, especially when they capture savings in energy and put money back into homeowners’ pockets, are beginning to hit an inflection point as new home buyers grudgingly move off the sidelines into purchases.
At one of the educational seminars during the IBS, Tim Sullivan, of Sullivan Group Real Estate Advisors, had a come-back for home builders who wonder “is this green thing going to remain a factor in our business?”
“If you’re not leveraging monthly total operational expense savings to include energy performance in your new home marketing and sales, then something’s wrong with this picture.”
Sullivan, albeit his Southern California base of perspective, has it right. We may have the luxury of considering energy performance an extravagance or an option at this point, but that’s merely testament to the power of denial.
At any rate, here’s the key point: suppliers that, like Bayer Material Science, can give home builders a point of difference in their submarket selling effort, offer sustainability or high-performance in that point of difference, and partner with the builder to make the investment affordable are going to go into the early lead and maintain it as tough times stretch farther ahead and recovery becomes a glimmer.
Six Secrets from Behind the Headlines at the International Builders Show in Las Vegas
Everybody talks these days about “take-aways” when there’s an industry event of significance. Last week, we hunkered down in the trenches, mostly behind the scenes of the NAHB International Builders Show in Las Vegas with our industry friends–home builders–and tried to learn which way their fates and fortunes are headed: up, down, or sideways.
You have heard and seen in other reports that the sentiment among attendees was positive although attendance at last week’s International Home Builders Show was middling at best. File them under wishful thinking–if optimism turns out to have been well-placed, it will be less the result of what challenges are likely to play out, and more to do with what lucky turns of events are unlikely to play out.
As for take-aways, here are a half-dozen IBS show nuggets you can’t make up if you try:
- 1) A senior management executive from one of the fastest-growing, most successful private home building companies in the country right now says this:
“So, do you think this ‘green stuff’ is here to stay?
You’d think that might be a rarity to hear among home builders, but it’s surprising how widespread an attitude it is among those who believe that if home buyers won’t pay for energy performance, then it’s not a consideration. Period.
- 2) Carl Mulac, whose JEN Partners-backed Joseph Carl Homes is about to grand open CantaMia, a 1,700-unit sustainable (solar and thermal standard in every unit) active adult community in the Estrella, Goodyear, Az. master-planned development has been out presenting to potential capital partners. At one such event, the former Engle Homes’ Phoenix division president had his “You Lie!” moment. Opening his power point preso recently, he says to a roomful of prospective lenders and investors:
“My name is Carl Mulac, and I’m starting a home building company.” A heckler, whose name will go unpublished, responded: “You’re crazy!”
Still, in an environment where bank funds to go vertical are as rare as rocking horse dung, Mulac and company got $2 million to build on from National Bank of Arizona, so expect the sound of saws and hammers out at CantaMia to echo through the foothills of the Sierra Estrella Mountains.
- 3) Lewis Ranieri is said to be raising $2 billion to buy up distressed home mortgages, write down the principal, and keep people in their homes … yes, the same Lewis Ranieri who’s credited to be the inventor and father of mortgaged backed securities. A home building capital specialist comments:
“[The Selene Residential Mortgage Opportunity Fund] It’s his attempt at atonement. But $2 billion is $2 billion, and there are hundreds of billions of home mortgages in distress right now, so it’s not going to put a dent in foreclosures.”
- 4) One of the Las Vegas Valley’s most active entry level home builders may have pulled a fast-one with former lenders. He shuttered one company, but not before he drew down a big check from a bank facility in the days before. Within weeks, he was plunking down cash on tracts of finished lots, right up there with the big boys, and has never looked back. Or maybe he is looking back. Says one local land specialist:
“There’s talk he withdrew cash from the credit facility set up for the old company and is using it for the new company. How he’s going to wind up getting away with that is anybody’s guess.”
- 5) One large bank equity home building and building materials analyst noted that we wrote here about how private home builders would best consider exploring secondary and tertiary markets to find the volume opportunity they need to navigate through the next 24 months or so. This way, the privates wouldn’t have to compete in the bidding for land parcels against multiple other strategic bidders, driving up the purchase price for the lots. Says this analyst:
“You talk about privates, but why would public companies continue to counter-bid one another and drive their own land acquisition prices up? Who’s going to be profitable this year? NVR, yes. Maybe, Meritage. Who else? How insane is it for them to be overpaying for lots just like they did three years ago just because they all want the same parcels?
- 6) Woodside Homes, which agreed to meet conditions of its plan for reorganization on Dec. 31, 2009 after 14 months of bankruptcy, emerged from Chapter 11 on Jan. 14, 2010. With 83 current communities, and 10,000 lots in various stages of development in 11 markets across the U.S., Woodside no sooner surfaced from its lengthy reorganization process than it caught the eye of public home builders covetous for finished, lower-price lots, with billion-dollar treasure chests of “dry powder” cash. Third-generation home building scion Joel Shine, who’s taking over as chairman and CEO of Woodside, and fully intends to operate the company, has this to say to public builder CEOs who are around kicking the tires:
“We’re in the process of developing a strategy to operate the company and generate value as an operator going forward. We’re not for sale.”
That’s not to say that scores of lenders and creditors who retain significant influence on what Woodside’s asset portfolio should ultimately do to generate them value won’t ultimately push for sale of the company.
Still, they worked through a long, painful process to come to new terms as a top-five private builder operator, so it seems likely they should at least give Shine a strong crack at his strategy:
“A private builder culture that looks like a public builder.”
Sounds like he might be aiming to navigate the balance of the market downturn and position Woodside to go public when the right moment comes along in the months ahead. Still, that doesn’t stop Woodside from being–like the North American home building operations of Taylor Wimpey, including Taylor Morrison–assets that may find high regard among public builders.
Other than these take-aways, about all we know is that exactly no one is sleeping easy about what happens to the market come the sunset of the the extended and expanded home buyer tax credit on April 30 for sales, and June 30 for closings.
After the Colts-Saints bash-fest on Feb. 7, 2010, in Miami, Saturdays and Sunday afternoons reopen as that traditional time for couples of many ages to renew their nesting instincts. Spring selling season this year, should it actually occur, may reset the bar of expectations for whether the housing recession can end this year or drag on into 2011, where the IBS venue will return to Orlando.
The IBS this year was populated by a group of intrepid believers in the industry, ones who tend to drop into a disaster scene as soon as possible after a calamity ends. They’re the ones who say, “we’re going in,” and they start the mission of stabilizing the place for a more concerted recovery operation. We didn’t hear optimism at the show. We heard determination. We heard urgency. We heard in the voices of many we trust, this message:
“The time to hesitate is through.”
Face it, practicing with the short stick might make the puts go straighter, but not too many folks we spent time with wouldn’t give up some birdies for a string of quarters operating in the black.
Meritage Homes CEO Steve Hilton Pulls Out the Stops as Company Nears Profitability
Steve Hilton says he can “almost taste it.” Call it Goldman envy if you like, but what Meritage Homes’ CEO can hardly repress excitement over is that his company is nudging nearer by the day to earnings.
Not just an earnings release, either, although Hilton is working with his folks on the final drafts of language for investors ahead of Meritage’s Q4 and full-year earnings call with Wall Street next Wednesday, Jan. 27. By this time next year, Hilton believes Meritage will already be trying to string quarters of positive earnings together.
We caught up with Steve in Las Vegas yesterday in what has to be one of the Western World’s best real-life metaphors for why we’re in the mess we’re in, the $9 billion Dubai World/MGM real estate moon shot, The City Center.
“What I’m really excited about right now is that we’re so close to making money. We’ve been operating in the red, but working on getting back to profitability for more than two years now, and we’re just about there,” he says of the company he co-founded 25 years ago amid the S&L crisis. “I can’t tell you how good it’s going to feel when we start making money again.”
Hilton has a long-term vision and a short-term plan that probably strongly reflect what many other home building company executives–from companies large and small–find the courage to get up each day and keep going at it through the downturn.
His long-term vision is of an industry cycle parabola that stretches from 2005 right through to 2015.
“I’m not seeing real recovery from this thing until 2015,” Hilton says. “I call this home building’s ‘lost decade.’ If you look at where we were in 2003 and 2004 and where were going to be when we come out in a few more years, it’ll look like we’re exactly where we were 10 years earlier.”
Imagine the intestinal and financial fortitude you have to have to weather a decade-long slog to stay alive and stay flat. By the same token, Hilton points out, if you take a look at an even longer period of 20 years, you see healthy growth for the business that suggests recovery after a thrash for another few years will be strong.
So, long term vision ultimately positive. Short term plan is to fight it out in the trenches, focusing not just on rival new home builders but where the real battle is, with resales.
To that end, Meritage recently brought on Phillippe Lord as director of market research, a former Acacia Capital and Centex market research real estate market model whiz. What Lord is introducing at Meritage will be a knowledge base drawn from real time home transaction data that shows sales, price points, demographics, and absorption velocities by submarket. Using this data, which includes both resale and new home sales, Meritage can much more knowledgeably reload its lot supply in submarkets where it has the right product to compete.
“We used to do our land deals by driving out to the tract, picking up all the sales brochures in the sales centers of competing builders, going back to the office and penciling out a product that would beat new home rivals on price in the submarket if we could,” says Hilton.
Lord’s analytics will allow Meritage to do lot acquisition in a more logical and strategic fashion.
“We can put a polygon around a submarket that’s got some good sales going and be much smarter about a lot of things,” Hilton says. “For instance, you can zero in on which Realtors are the producers in a market and focus on working with those few folks versus a scatter shot Realtor effort.”
So, having a more strategic approach on the ground as Meritage works to keep reloading its current mid-one hundred stores at when and where it needs to. Typically, like many publics, Meritage turns a third of its communities a year, with a 3.5 year avergage sales cycle for each community it opens. Importantly for the near term will be not overpaying for new lots even as multiple home builder bidders seem hungry for buildable lots these days.
“We feel the finished lot business has gotten a little overheated ahead of where real end demand might be,” Hilton says. This means his company needs smarter rationalization of land pursuit both on price and location.
Meanwhile, as Hilton and his finance and investor relations team put the finishing touches on their message for investors next Wednesday, they’re also unvailing an aggressive trifecta of product and sales programs aimed to capture every possible bit of momentum for today, tomorrow, and this weekend.
Remember, “spring selling season” officially starts practically the minute the cooler of Gatorade gets dumped on the coach of the winning Super Bowl team in a couple of weeks.
As much as Hilton can almost taste the deliciousness of operating a profitable enterprise some time in 2010, he’s leaving little if anything to chance or luck. Likely, post April 30th (the deadline for sales that qualify for the current expanded home buyer tax credits) and post first-quarter 2010, when heavy-handed Treasury policy is set to cease supporting mortgagte interest rates with its MBS purchase program… the free market itself will test the fortitude of home builders yet again.
Meritage’s sales initiatives focus on three buyer programs.
- It will brand its entry-level and first time buyer product line “Simply Smart.” This program will be an all-out push to get qualified buyers who are currently paying rent to look at the once-in-a-lifetime opportunities to move into home ownership that’s affordable on a monthly-payment basis.
- It will seize a leading-edge position vis a vis sustainble, energy efficient performance in every home as a standard offering.
Effective for homes started after January 1, 2010, Meritage Homes will include the following green elements in every home it builds to provide buyers more value while respecting the planet’s resources.
* Energy Star qualified. Meritage Homes exceeds the strict energy efficiency criteria set by the EPA and US Department of Energy, employing materials and practices such as more effective insulation, high performance windows, tight construction, sealed ducts, higher SEER energy efficient cooling and heating systems, and Energy Star qualified appliances, lighting, and water heaters. Energy Star qualified homes are inspected and tested by independent home energy raters to ensure they are at least 15 percent, and typically 20 to 30 percent, more energy efficient than homes built to the current International Residential Code. * SEER 14 minimum HVAC. Developed by the DOE, the Seasonal Energy Efficiency Ratio is a measurement of an air conditioner or heat pump's energy efficiency. A higher SEER indicates higher efficiency and typically lower energy bills. Comparing with models 10 years or older, cooling costs can be lowered 20 to 40 percent with newer, more efficient models. The 14 SEER units provide significant savings over many of the newer models -- so efficient they exceed the EPA's Energy Star Program' high efficiency criteria. * Low-E windows. The average home loses 25 percent of its heat through windows, which can be the greatest cause of heat loss in a home. "We've chosen to use windows manufactured with Low-E coatings because they reduce energy loss by as much as 30 to 50 percent over regular windows, even though they typically cost us about 10 or 15 percent more. The energy bill savings over the life of the homes more than makes up for this increased cost," Hilton said. * Energy Star programmable thermostats and Energy Star appliances. "By incorporating Energy Star appliances along with programmable thermostats, Meritage home buyers will have advanced technologies that use 10 to 50 percent less energy without sacrificing features, style or comfort," said Steven J. Hilton, chairman and chief executive officer of Meritage Homes. "This makes Meritage homes a fantastic long-term value proposition over older homes that contain less efficient technologies." * Low-flow faucets and showerheads. Every faucet and showerhead in a new Meritage Home exceeds industry standards for water savings. Installing low-flow shower heads and faucet aerators provides the single most effective water conservation savings for the home, reducing water bills and the cost of heating water by as much as 50 percent. * Low VOC carpets, paints and finishes.
- Lastly, as a foreclosure fighter tactic, Meritage is betting its latest new learning on construction cycle time excellance get a home buyer from square one–a finished lot and a visit to the design center–to the closing table in 99 days or less.
“Lots of people think that buying a new home takes six months or a year,” says Hilton. “This program will be about getting people into a new home practically as fast as they could close on a resale.”
So, Hilton can almost taste victory even though he knows the market’s going to remain hostile for many months more.
Las Vegas Housing Enters New If-You-Build-It Moment of Truth
We were out once again on the Las Vegas area’s 215 loop, heading to the master plan Inspirada to try to gather more insight into what’s going on in the trenches here in Las Vegas new residential real estate market.
We saw several iterations of the vaunted new Open Series product from KB Home, in both attached and detached form. The product flexes here, it fits the lot to bring a bit of the outdoors in there, it strips down complexity, and swaps out expense for function and simpler design.
It seems that Good Enough is more than good enough to keep action going in a market where entry-level in all its policy-backed splendor is about the only scale play in town.
What the Open Series does most, it seems, is act as a magnet for people of a diverse range of household compositions and ages to cross over into homeownership at a moment they believe can not be improved upon. The biggest visible innovation in the homes is right there in the sticker price, which attests to the biggest invisible innovation–the operational process that makes this product pencil.
Repeatedly, we’ve heard that if you can build and sell on Las Vegas’ relatively constricting lots for $100 a sq. ft. or less, you’re in the game here. If not, you’ve got problems.
Here’s what Raymond James’ home building and materials equity analyst Buck Horne has to say about the Las Vegas market right now.
* Las Vegas single-family sales rose 37% y/y in December, which also represented a surprising 10% sequential increase from November. The strong activity levels in Las Vegas reversed typical seasonal patterns, and are particularly noteworthy, in our view, given the demand drop-offs seen in other markets due to the effect of the prior November 30 tax credit deadline. From our perspective, we believe December’s sales trends in Las Vegas are likely being skewed by a higher mix of “foreclosure flipping” from investors, given the high percentage of recent re-sales acquired by investors in this market. Nevertheless, the 3,420 single-family homes sold last month (according to the Las Vegas Association of Realtors) was the highest level of December sales on record dating back to 2003. For reference relative to 2006, December 2009 sales were up 108%. Meanwhile, condo sales also remained strong, rising 77% y/y and 7% sequentially.
* Year-over-year single-family median price declines moderated for the seventh consecutive month as prices fell 22% y/y to $136,000. Condo pricing, however, showed some incremental weakness as y/y median price declines accelerated downward falling 27% y/y to $65,300. The median sales price per square foot ($76) for single family detached homes appears to be holding steady though, albeit down 60% from the 2006 peak, according to Dataquick.
Imagine, the word “strong” being used to describe activity in December in the Las Vegas market. Who’d a thunk it?
Naturally, when you’re doing business in this environment, the gorilla in the room is what happens after HBTC 2.0 (Home Buyer Tax Credit) expires in April for sales and the end of June for closings.
Most of the talk among those who work in the trenches here see a front-half-back-half scenario for 2010.
- The likelihood, right now, that any lobbyist can approach anyone in Congress about a HBTC 3.0 – extension of home buyer credit yet again — is infinitessimal.
- What is likely, is that within weeks of the sunset of the current program, home builders themselves — at least the national ones — will trumpet new promotional programs that will extend the $8000 ”benefit” to home buyers.
- Importantly, many guess that Treasury will extend its MBS purchases beyond presently stated limits in an all-out effort to keep mortgage interest rates favorable. Otherwise, a 250 basis point increase to the mid-7s is likely… with 8 as the number many feel could come as easily as not.
What all this means is that operations are in overdrive now. The land hunt is manic; the starts numbers — down for December – will pick up sharply in January through March, and then go into eerie silence.
If a newly balanced Capital Hill can do anything positive on jobs before mid-year, we might come out of that eerie silence with some genuine traction. Otherwise, the guessing game will focus on trying to estimate how many buyers the tax credit programs pulled forward, and how long it’ll take for time to work out that challenge.
One observation we’d make is that irrespective of the depressing level that home builder sentiment measures out at, we’re seeing determination and resolve offset low confidence levels. Clearly, the larger companies have cut so deep they barely recognize themselves, but they’ve all got action plans and those action plans call for lots of action now.
We’ve entered an If-you-build-it moment where all the disciplines on price, cost management, operational efficiency, etc. that these companies can bring into play are actually at work. So we’ll see if the builders are able to seize their own destinies, and become an economic engine, or whether they’re just another box car on the rails.
A Windshield View of Las Vegas Real and Unreal Estate and Housing
This week, we’re on the go to the nation’s annual home builder convention, the National Association of Home Builders’ International Builders Show. We’ll see some of you there, we hope. We’ll be in Las Vegas, that big bowl of steamrolled desert rimmed by ridges, sprawling in all directions with Mediterranean style roof tops.
Las Vegas, which enjoyed generations of ill repute, got a good halfway through its silly money financed extreme makeover redemption and rehabilitation before the economy in about 2008 shouted, “Move that bus!” When the bus moved, well, the picture wasn’t pretty like on Sunday nights on ABC.
Building Harmony Homes at Ladera
Yesterday, we arrived at McCarron, caught a bite to eat in a sports bar among Brett Favre haters and lovers alike, and took off by SUV with Rick Hildreth for a look-see, not only at what is going on, but at what’s in the pipeline to occur in new residential real estate in the year or more ahead.
A word or two about Rick Hildreth. If you’ve been in a car with a knowledgeable Realtor, driving neighborhoods where he or she has been doing business for years, you probably have a good idea of what it’s like touring the Las Vegas perimeter mosaic of master plans and not so master plans with Rick, who for just over six months has been the on-the-ground operative in Las Vegas for the Phoenix-based Land Advisors Organization.
Rick came to Las Vegas from his native Kentucky as part of a software company, one which eventually became a casualty of missteps that occurred during the great Tech bubble of the late 1990s into early 2K.
Since, Rick put in time as a land acquisitions pro for now-defunct Engle Homes (Technical Olympic USA), and later at the now-absorbed Centex Homes. As a home building company land executive, Rick made it his business to learn Las Vegas’ land grid inside out, backwards, in his sleep, etc.
For example, we’re driving past a tract of land that a commercial RE company paid $1.3 million an acre for during the run up. It was a piece of land Rick coveted as a potential site for a Centex multifamily active adult community during the first half of the just-finished insane decade. He lost out to the RE company, and now the commercial project is but a skeleton of rusting beams, back with the banks.
“I remember being so angry that I lost that bid,” Hildreth says, somewhat belying a mild manner you’d hardly associate with a bad temper. “I said to the seller, ‘I just don’t lose these bids.”
Spend a few hours with him on L.V.’s perimeter roads–now immensely improved after years of construction and detours–and you hear him quote lots, buyers, sellers, banks, legal status, potential deals, and dynamics for every piece of dirt out there in the vast desert Valley.
We start our odyssey out at Inspirada, where you see KB Home, Meritage, and Toll Brothers valliantly making a go of an MPC that has had to weather the three whammies…. an economy going upside down, a developer going broke, and several key builder partners imploding.
Still, it’s a workout, and there are deals going on for the lots that had been Kimball Hill’s.
This leads to the two large insights of our trip:
- 1. If you’re a home builder planning to generate near-term volume and cash generation in the Las Vegas market, and you’re counting on finished lot availability to get you to your numbers, think again.
- 2. Affordability — on a base sticker price and monthly payment basis — hasn’t been better in the Las Vegas valley for a decade. Hildreth says that if you can sell homes in the $100 per sq. ft. range, you can move them quickly, as residential real estate pros are clamoring for product.
These two insights come out of Las Vegas, but they illustrate the questions we need to keep asking as we look at an overall economy going sideways thanks to an over-leveraged consumer and an uncertain jobs environment.
We haven’t got stability in home prices, partly because of defaults among borrowers who never should have borrowed, partly because of income and job loss, and partly because the deflation of home values is its own gravitational force.
Countering that lack of stability, we have “affordability,” which describes a relative set of circumstances that compare with phantasmagoric baselines of two to three years ago.
Will and can affordablity act as an economic catalyst, or will it work simply as a descriptive of a market that has finally corrected and cleansed and delveraged itself after a 15 year boom cycle that crescendoed with a bubble?
This is the question we see so clearly delineated in Las Vegas. We have an economy that relied heavily on construction and real estate speculation checking itself out as the dust settles to see what it’s made of. We have billions of bubble dollars out there in cast-iron beams, rusting in the sun, waiting for multiple forms of market impasses to clear before 1 or 2 becomes the new 10.
We have natural household and job formation thrown into a limbo of questions based on whether companies are actually hiring or firing, whether incomes are actually stabilizing or losing ground, whether population growth is netting positive or negative.
But affordability is a phenomenon of noteworthy-ness now.
And the companies that run on heft and scale need to start using it or losing it, one or the other.
So, Hildreth, the guy who probably knows more on a lot by lot basis about Las Vegas valley — he can tell you who sold, who bought, who flipped, who’s holding, who’s distressed, who’s angling to buy, and where the bodies are burried for just about every piece out there right now — claims that big builders may be in for a surprise if they think they’re going to be able to make their numbers by picking up finished lots in the Vegas market.
“They’re all talking about opening several more stores here in the valley in 2010,” he says. “They’re going to find that’s tougher than they think. They do that in a good year, but I don’t think there’s enough finished lot inventory here for them to assume that.”
We’ll see.
More later from our ramblings in the Valley after we go back out to Inspirada to take a closer look at what all the KB Home Open Series magic is all about.
Let us know if you’re out here, and we’ll try to say hello over at the Convention Center.
2020 Vision on Production Housing’s 2010 Megatrends
The story of 2010 in production home building trends comes down to the question of whether a company can excel at three basic activities: buying, selling, and manufacturing. Oddly, companies needed to excel at none of those three activities in 2004, ‘05, and ‘06. Many were horrible at them, but made money anyway. Why? Phantom demand based on a phantom liquidity surplus based on overengineered and under-regulated trees of exotic, unchecked risk.
What is unclear today is exactly how much over-capacity there is in home building, just as it’s unclear what real demand is–since the home building sector is currently adrift in a limbo state of over-correction. This limbo state will prevail as a backdrop to a slew of start ups, shut downs, buy outs and sell outs.
Despite continued price-point affordabiliy, monthly payment affordability is shaky, with interest rates likely to rise and home buyer tax credits due to expire April 30. Foreclosures will continue to act as a chronic pathology–lowering home values and glutting supply.
So, buying–land, labor, materials, talent–will focus intensely on trying to lower the end-user’s cost by cutting out as much variability as possible and playing hardball on costs for land and production. Selling–homes and in some cases, land lots–will zero in on the mercuial balance between price and velocity, which means home builders need to strike by offering distinctive, visible benefits to buyers.
Making–the construction process–needs to be fast, waste-free, right the first time, and minimally acceptable in quality.
We know that not all companies are created equal when it comes to these skill sets. Which means we’ll be looking at a lot of demises as well as rises. Here are the 10 megatrends we see informaing most of our high volume home builder stories in 2010.
1. Consolidation – National builders seize greater control of divisional decision and execution chain in order to capture costs, improve communication, streamline variability, and increase accountability across the network.
- Corporate asserts greater control over regional/divisional decision-making as regards floor plans, marketing, construction operations, purchasing
- Companies buy, sell, swap land to cut back on overcapacity on a market by market basis.
2. Cash Preservation 2.0 – all savings and efficiency measures adopted in 2009 remain in effect, plus builders look for new expense savings on an operational level from lower land cost base, faster construction cycles, and leanest possible staffing in operations at the neighborhood, divisional, and regional levels.
3. Construction innovation – the question of developing product that consumers find to be affordable and compelling in an post-Easy Money era comes down to innovation and a “good-enough” mind set. The “good enough” mind set looks at a number of potentially costly touches in homes and regards them as expendable, i.e. frills. Price point – i.e. at the monthly payment level – can act as one of the more exciting factors in owning new, but design must play its part in winning a buyer over.
4. Re-load Finished Lot Strategy: since home builders—both public and private–need to generate cash, many of them need to buy land less expensively to put more affordable homes on these lots. Finished lot supplies have tightened up, which means that opportunistically, home builders need to compete with one another for what’s available so that they can put new homes at more affordable price ranges on the market through 2010.
- Private companies increasingly will exit large-permit markets in favor of secondary and tertiary markets that can support smaller operations and ones that have fewer competitors in land bidding.
5. Public vs. Private polarization grows: Publics enjoy capital structure that allows them freedom not only to reset pro formas around new realities of land valuation, but also to access funds to “go vertical” with construction resources. Meanwhile, private builders must work through the hard dollar obligations of their land purchases, and they also have a harder time getting access to credit lines and construction loans to continue to build through the downturn. This widens the market share gap between publics and private home builders.
6. Branding begins to matter: In spite of low to no regard for branding in home building up to the present, brand discipline and brand power begins to gain traction as home buyers seek differentiable characteristics and experiences to sway their decision in an environment of commoditization and parity on pricing. Trusted home builders who ensure quality around trusted brand names – both on the deed and in the products, materials, and services related to homeownership – are going to have a greater viability in the next year to five years.
7. Internal talent is critical: Since operations and corporate support are so lean, each staffer must represent value generation, and each person must understand his/her interconnection with a collaborative team that produces greater value over time. Issues such as compensation, performance, productivity, accountability, and retention become front and center again for the first time in several years.
- A corollary of this trend is that outsourced help can and will emerge as a force factor that allows home builders to be good at either one or two of the three skill sets–buying, selling, or making–and still survive and thrive in the limbo environment.
8. NewCos., bankruptcies, recapitalizations continue to reshape the Builder 100 landscape so that it becomes hardly recognizable in names from 2008 to 2011. Talent migrates, disappears, reemerges, etc. while veterans of several cycles decide that enough is enough and try to find dignified exit strategies.
9. Washington, D.C. policy continues to exert disproportionate influence on the home building and home buying environment. As the financial crisis begins to stabilize by the end of 2010, and an outlook for an improved job formation environment emerges, the issues of healthcare (for employees) and energy success finance as high-priority relevant challenges for home builders and their partners.
10. Home buyer targets get clearer: What EchoBoom emerging adults, and what Baby Boom emerging retirees really want in their next wave of new home communities begins to come into view in the next 24 to 36 months. GenY homes and Active Adult homes as they’ve been conceived of so far have fallen short of the mark. A new wave of designs, community plans, and locations must surface for there to be a compelling new sense of direction on how home builders will meet this market.
The “So what” of these 10 megatrends takes the following form:
1. Hard credit terms and glutted distressed resale competition in many big builder markets means that production builders will continue to be under tremendous pressure to ratchet purchase prices down further in the coming 12 months. Partners need to work on transparency and program profitability with refreshed assumptions on value to the home buyer as well as unit price and profits.
2. Consolidation, corporate oversight, product streamlining, less variability, and new cost models mean that fewer SKUs will wind up serving the high-volume market. Bigger, more scaled purchasing deals will synch up with a reduction in floor plans, templated building systems, and fewer one-offs on a divisional or neighborhood level.
3. Demand recognition will be a home builder’s best friend. Any partner–be it a product manufacturer, a land seller or developer, a trade partner, etc.–who helps home builders understand a) the female buyer, b) the young adult buyer, c) the baby boomer buyer and how to reach those buyers with a message of new homes’ value will be regarded as a partner they can’t live without.
4. Service and cost (vs. unit price) will supplant design and features as the key priorities among home builders as buyers of materials and products. Their need to be opp0rtunistic, to build on smaller tracts of land with lean, agile production and marketing operations, to strike fast and remain asset-right means that vendors need to be flexible and adaptable in their distribution and installation programs.
Variations on these themes will probably make up 90% of the stories you’ll see about production home building in 2010.
Outbid in Lot Auctions, Smaller Home Builders Look Off the Radar to Secondary Markets
Here’s the gist of a conversation we had last week with a high-level management executive of a private home building organization that operates in two metro areas:
When it comes to competing for an ever-tightening supply of finished home building lots to restock at a lower land base, privates are getting muscled out.
In their own back yards, they’re losing out to the nationals, whose corporate offices are upping the ante on outright competitive aggression, and getting deals done fast with cash in hand. Never mind soft takedowns and sharing the profits come the deal at the closing table. Private companies with established reputations among buyers–some are even No. 1 in their markets–and with strong lines into local real estate intel on where the opportunistic land deals are surfacing can’t hold a candle to the publics, who are raking in Uncle Sam NOL dollars on the one hand and buying up finished lots at distressed price points on the other.
And the funny thing is … this may all turn out as a way to save the privates to fight another day.
“We had a deal with a seller, and it was going toward closing, when all of a sudden at the last minute, [one of the top five public builders] swooped in and paid cash for the deal,” this executive told us. “The publics can come in and outbid us and pay cash every time, and that’s not what we can do,” he added.
Privates are stuck in the creative capital structure game, looking to cobble a rolling-options program that makes a land seller or a developer a winner later on down the pipeline. Whereas many land sellers may want or need or prefer just to get out of the action with a clean cash deal, which is something most private companies won’t be able to achieve amid the commercial real estate credit crunch we’re likely to have around for the foreseeable future.
Horton, NVR in its markets, Meritage, M.D.C. Richmond American, and Ryland to some extent are all rabid for finished lots right now, and they’re motivated by varying degrees of proficiency and urgency to buy low and produce lower-priced new homes that can go head-to-head [relatively speaking] on a monthly payment basis with resales, including foreclosures.
The fuse of federal policy support measures is running quickly to its end. NOL claims, home buyer tax credits, MBS purchases, etc. … all the policy aimed at helping housing on both the supply and the demand side may run its course by midyear or so. After running up a series of red numbers in quarterly earnings announcements for the past two-plus years, the publics have mostly declared 2010 to be their return-to-profitability year, at least on a run-rate basis. This means they need to win at the tactical reload game soon, which is why most of them are ravenous for finished lots at the lower cost base right now.
What this means is that the capital-constrained private companies are “out of their league” in the bidding for most of the large-market land auctions these days.
“We may actually be in a position to have to exit a market where we’re No. 1 because we’re not going to be able to match their cash offers for lots,” said the executive.
The result:
- The most obvious effect is that we’ll likely see a greater consolidation of market share among the nationals in the usual suspect larger markets.
- Less obvious, we’ll start to see a migration of smaller, agile companies into secondary and tertiary markets. These markets may have fewer total permits that what may have been the baseline a few years ago. What they also have is fewer competitors–ergo, less competition for available building lots, which can make sense for a flexible home building operation whose product line might synch up with what the market needs, albeit at a lower volume.
The national landscape further polarizes, with fewer public home builders seizing ever greater amounts of the business on a percentage basis in the most active home building markets, and privates scattering off the radar to chase opportunity where the big guys are too unwieldy to play.
Already, we’ve gotten word that Lennar is readying a divisional start-up in the Atlanta market. It won’t be long before we start hearing of privates’ exit from markets they’d made a strong name for themselves in search of greener pastures and no Wall Street-funded rivals for the lots.
Quote of 2010 — One Week In
“…we dwop into a quiet wittu pwace and have a dwink aw two…” — Frank & Nancy
From, you guessed it, “Somefing Stupid (cq)” as envisioned by the inimitable William F. Gloede in his Wall Street & Maine blog about housing’s largest companies at www.bigbuilderonline.com.
Top Lines on Jobs, Job Satisfaction, and Housing’s Crisis
Jobs and satisfaction just don’t fit together in the same thought container these days.
Earlier this week, all the talk was about job satisfaction – or the historical lack thereof — among the 90% or so of the population the Bureau of Labor Statistics counts among the employed.
Now it’s the end of the week, and we’re all talking about our dissatisfaction with the latest data on non farm payrolls from the BLS, which reports that in December 2009, the economy lost another 85,000 jobs. That figure will undergo revision, but it’s neither what “consensus” forecasters–i.e. people who make a living being wrong most of the time–expected nor wanted.
Now, the Conference Board has been tracking job satisfaction for a long time — since 1987 or so — which we think would make them one of the experts on the topic. They say job satisfaction is at its lowest level in two decades, and that younger workers are way more dissatisfied with their employ than older ones.
Here’s a look — demographically — at our workplace malaise.
Dissatisfaction is not exclusively the province of the young. Right up and down the age ladder, you’ve got around two more folks in every 10 who are less pleased with their lot in work life than they’d been.
(Sidenote: Glad we’ve plowed all those resources into political correctness and career development planning in our companies since the late 1980s. All that management sensitivity training has done wonders on office morale.)
Still, we can’t help but think it’s cynical to focus on employee satisfaction when so many of our comrades are just plain out of work all together.
We have some collective nerve to think that our satisfaction should rank among our entitlements.
We had a boss once who used to say, “Turnover is good. If you lose a good staffer, hire a better one.”
Beneath the politically correct rhetoric layered into workplace human resources self-validation, turnover is good. If someone doesn’t want to be working alongside you as a warrior, you don’t want them there, whether it’s a good or a bad job market.
The issue is this. If you regard your talent as critical to the company’s ability to generate new value in 2010, then chances are some other company might do the same. In some finite number of cases, it will be the smart thing to do to go into certain of your staffs’ compensation programs and ensure that they reflect your enthusiasm and expectations.
- Big Builder contributor Jamie Pirrello takes up this topic in his column this month.
Now, let’s get to a basic law of management. Employees’ criteria for satisfaction and employers’ sense of what those criteria may be are widely apart.
This came out in one of the most recent Harvard Business Review analyses on “Breakthrough Ideas for 2010,” where, of course, managers guessed wrong about what motivates their staffers.
In a recent survey we invited more than 600 managers from dozens of companies to rank the impact on employee motivation and emotions of five workplace factors commonly considered significant: recognition, incentives, interpersonal support, support for making progress, and clear goals. “Recognition for good work (either public or private)” came out number one.Unfortunately, those managers are wrong.
Having just completed a multiyear study tracking the day-to-day activities, emotions, and motivation levels of hundreds of knowledge workers in a wide variety of settings, we now know what the top motivator of performance is—and, amazingly, it’s the factor those survey participants ranked dead last. It’s progress.
Imagine! Actually cutting down on the inertial effect of meetings and the paralyzing impact of hanging in limbo can help morale around the water cooler. What a surprise!
In real estate and construction, where risk, dramatic miscalculations, grave errors, and humbling consequences have ruled and tied decisive decision making up in knots, a company whose focus is on getting it done will be the destination. A company that believes it can keep its top performers by “recognizing their achievement” and keeping tabs on their “engagement” will be a point of departure.