We are a general contracting company

Hospitality projects are our core. Our reputation in this industry positions us as among the best as we have built our people, process, goals and methods around executing projects, no matter the size, in live, open and fully functioning hospitality business settings.  While not limited only to hospitality we commonly service our clients on other real estate investment projects to include, but not limited to, Retail TI’s, Restaurants, ground up projects, and full on additions to and/or remodels of existing commercial properties.  

There are no two “Real Estate Ownership Groups” paired with “Operations Management Teams” in hospitality that are the same.  Because of this, we must first cultivate an opportunity to earn a project with an ownership group and then assess the relationship and operational compatibility once it is complete.  To be clear, Elements is not in business to just “do a one off project and make a buck.”  We purposefully seek to find well-suited client relations.  Upon successfully completing a first project together, a point is made to stop, to lean into what made the project a success and design a “programmed” approach to project consistency and familiarity working together on a multiple project basis.

Elements speaks the languages of hospitality and when engaged into bidding a project we are proactive and do our best to apply our knowledge and experience.  We have carefully built a team of people and experience from areas of specialty in both Hospitality and Construction. Our team comprises of multiple people with experience in hospitality ownership, brand management, asset management, general management in hospitality, graduate degrees in construction management, owners representation project management, and just a whole lot of field experience in managing hospitality projects.

By understanding our customers environment, we better anticipate their needs, eliminate steps and create more efficient ways to service them, resulting in less burden for our customer, and more efficient work flow for our team.

Who we work for matters!!!

Elements classifies it's customers, and works to ensure that not only is Elements bringing the best in partnership to our customers, but also asks the question - is our customer bringing the best to us? Those customers who really engage well in partnership, we make sure we reciprocate more so than for those customers who come and go, and avoid depth of partnership. Elements is here to serve, and therefore will serve any customer as long as they fit certain qualification standards that Elements has defined, but truly Elements real desire is the long term, reciprocal partnership where meaningful relationship and work can be accomplished! 

Elements Customer Strategic Stages:

Project - A level of experience together where it is our first time working with a client on a project

Program- A level of experience together where we have formed a strong working relationship with a client over the course of multiple projects.  

Partner - The highest level of experience together with a client where the level of relationship, trusting, reciprocating and serving one anothers businesses is achieved.   

It's all in the delivery

Smart Business

A relationship can only reach so far if the business end of executing on a project is not also completed with all points valued by a client being met.  Ask yourself, if you were to engage a contractor to complete one of your projects what would you expect them to deliver on?  


High quality is a price of admission.  Our reputation and the integrity of what we do depends on it!  We have a saying “quality at every step ensures quality at the end” … we set a goal to have the bare minimum to detail in the end when it is supposed to be done right the first time.  There are designer specs, architectural plans, manufacturers standards, brand standards, ownership standards, bank standards our standards you name them; we make it our business to know them and uphold them.



There is a very critical element in our industries and it is called “revenue management.”  It goes without saying when a property is under renovation some portion of it is not open and to its full potential.  We operate under the pretense that when we contract with an owner to do the project in a reasonable time frame, barring circumstances outside of anyone’s control, we are contracting with them to protect them from unnecessary inconveniences and the threat of revenue deferral. 


So many contractors are not as principled.  There are those who make it difficult for companies like ours to earn early trust and ultimately grow lasting relationships. We don’t set out to capitalize on owner gaps in a project.  When given a chance, we do our best to help a client anticipate and identify issues during the bidding process … sometimes we can help with budget planning and due diligence even before the bidding process … its part of “partnership.”* A project within our clients budget means we all did our jobs to prepare the project right. 



The best way to define this deliverable is to ask questions, “has the project gone virtually unnoticed by the real paying guests of an open operation?”  “Did guest satisfaction scores remain the same or go up during the renovation?” “Has the project gone without incident for the duration of its lifecycle?” “Is the message from the property management to the ownership one with nothing but good things to say about the project and our team?”  “Has our team been respectful, professional and managed a safe, compliant and thoughtfully looked after approach to the project?”… when “yes” is the answer to these questions, the impact deliverable has been managed well.