When Steve Barkhouse walked out of the office on his last day of work in December, he shut the door on what had been a banner year and with the knowledge that the leadership team put in place to ensure continued success of the company he had founded 35 years earlier — Amsted Design-Build — had left it in good hands.
Amsted had grown into a respected industry leader in renovations and custom home building, with a track record for winning awards, a culture of putting people first and an ethic for giving back to the community — through philanthropy, education, mentorship and leadership. Fittingly, its 35th anniversary saw the company mark several achievements, including being named renovator of the year in both Ottawa and Ontario.
It was the goal of both Barkhouse and his long-time business partner (and lifelong best friend), Kirk Haw, to retire at 60, which just happened to coincide with the 35th anniversary. (Haw retired eight months before Barkhouse in April 2024.) But that goal couldn’t happen without a lot of planning to put the right team in place to carry on in their stead.
“Steve has always been a big proponent of strategic planning,” notes Jason Burggraaf, executive director of the Greater Ottawa Home Builders’ Association, which Amsted has been a part of since 1990. “I have no doubt that the proper things are in place for Amsted to achieve its goals without him.”
Barkhouse and Haw still own Amsted, but now their work commitment is limited to quarterly meetings and an annual review, with the leadership team handling day-to-day operations and setting strategic goals.
The leadership team was several years in the making and currently consists of the heads of several departments: Lindsay Haley (construction); Saverio Marrello (sales and design); Stephanie Haw (human resources and marketing, and niece of Kirk); and Mary Campbell (finance).
While one could criticize leadership by committee, saying it can be a challenge, the team, not surprisingly, disagrees.
“It’s like we’re one well-rounded person,” says Stephanie Haw. “It gives us opportunities to innovate, to be leaders, to look at training for the team; it really creates a focus on all of those.”
Adds Haley: “The growth of this team really represents the growth of Amsted since 2018. It takes more than two people (meaning Barkhouse and Kirk Haw) to run a business of this size.”
Barkhouse is also a firm believer in the company’s operating system.
“We realized early on that you want leaders on your team. The leadership team is the evolution of that culture. It allows personal advancement and growth… Amsted is stronger today than before and we are providing better service as a result.”
He notes that both he and Haw retain veto power on decision-making but “in eight or nine years we’ve never used our veto.”
The evolution of that leadership team also meant they could step down at the same time that Amsted was winning its 11th renovator of the year title in Ottawa and its sixth renovator of the year award provincially — both records. And the company was named No. 10 on Ottawa’s best place to work list and a finalist for business of the year in Brockville, where Amsted has a separate office, having merged with Haley’s construction company a few years ago.
Amsted was also celebrating almost 50 acts of kindness carried out by staff members last year to mark the company’s 35th anniversary (the goal had been to reach 35 acts).
“There was a lot in one year, but we seem to do that every year,” says Haley, adding that surpassing the acts of kindness target happened because employees “just kept doing more and more … that’s just what they do.” The initiative amounted to an estimated 1,700 hours’ worth of community service.
That same passion “falls into our work … That sense of enthusiasm is not just tailored to volunteerism,” adds Marrello, the newest member of the team. Formerly a trade partner, he joined the company last year after viewing it as “the pinnacle of renovation.”
The company does not plan to rest on its laurels. In a challenging marketplace brought on by a federal election, U.S. tariffs, an uncertain economy and more, the leadership team naturally has its short, medium and long-term goals for growth, but the immediate focus is on navigating the current landscape, says Stephanie Haw.
“There’s a lot of uncertainly, not at Amsted, but in the market for homeowners. (We’re) always focused on being a resource, being a place for education. We consider ourselves to be trusted advisers for our clients.”
As hiccoughs like the current marketplace come up, adds Campbell, “you’ve got to make sure that the foundation is steady and that’s what the goals are this year.”
Long-time sales consultant Brian Jeffrey has a unique perspective on the company, having initially been a client and then later a consultant for them. “I’ve had the privilege of looking behind the curtain, as it were, and not only see what the clients see but (also) what goes on behind the scenes,” he notes.
“What I saw was total consistency. What you see is what you get. No hidden agendas. Performance was consistent with promise. A company is only as good as their word and the company’s ability to keep their word. Amsted stands tall in that arena.”
Amsted’s advice for homeowners in the current market? “We can’t know what’s coming,” says Haw. “So, your best time to renovate, your best time to move forward is now, with the knowledge that you have now. Because we can’t guarantee what’s going to change.”
What’s trending in renovations and custom homes?
Amsted’s leadership team shares some observations on what’s in demand for Ottawa homes.
Additional dwelling units: Also known as ADUs, coach houses or secondary dwelling units. They offer families flexibility in living arrangements or an extra source of income. “It’s just really thoughtful space planning both for now and for the future,” says Haw.
Multi-use spaces: Whether it’s bringing back the dining room or having a space that can be an office during the day and a bedroom at night, spaces that can perform more than one function are key.
Aging in place and accessibility: Our population is aging and homeowners want to stay in their homes, so renovating to allow them to stay at home longer is becoming huge. But remodelling for accessibility can also be for younger occupants.
Wellness spaces: From spa-like bathrooms to yoga and meditation spaces, adding places at home that help with health and wellness have also grown in popularity.
Automation: From small elements such as a smart thermostat to controlling your whole home from your phone, “automation is big,” says Haley.
