to the construction site,” says David. “We’ve had input on how it’s designed, and we have more lead in time to procure certain things. Graya’s projects are very good to look at. That means complex materials and components are coming from overseas, so to have that extra lead time in procurement is massive. Being able to figure out the puzzle pieces before going on-site provides massive benefits as well.” Graya has grown by 30-to-40 people in the past year alone, with about 80 employees across development, construction, and design. About eight of their employees are architects, with the remaining 60 or so on site and in the office. According to David, any one of those employees has the freedom to approach Rob or Andrew at any time and have a conversation with them. There are no multiple layers of middle management to get through. Collectively, the business is very integrated, and everyone gets along well. Looking at the supply chain as a whole, the relationships with subcontractors and suppliers are also important to Graya. “We’re builders. We can’t put these jobs together without these relationships and without being able to rely on subcontractors and suppliers to give us the product on time and of the high quality we expect,” says David. Graya sets the bar very high on quality, and David says their suppliers play a key role in that mission. “We rely on our suppliers to provide great products. I think we’re at the stage where a lot of the suppliers we deal with know our expectations and can deliver a great product. If they weren’t there, we’d struggle to give the end product that we do.” MARCH 2025
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