John Pinching talks to John Fleming—visionary behind property developers, Humane Homes—about how passion, creativity, environmental responsibility and craftsmanship have seen the small company carve out a future, even in the face of a global recession  

How was the company created?

Humane Homes was inspired by the housing dilemmas facing South Africans. The idea emerged to deliver a modular home at entry level to the subsidised accommodation sector. The simple and high quality home would include pre-manufactured components and designed to be erected on a pre-cast floor at the site.

The prototypes were first tested early in 2010, which provided a better understanding of the wide range of potential target markets, while allowing refinement. Response to the delivery concept and finished product was overwhelmingly positive.

We recognised that prospective home owners face many challenges in obtaining financing for a home which meets its budget and the needs of inhabitants, but also allows for extension and improvement in the future. It was essential to provide a product that delivers quality and durability, while meeting aesthetic, power and technology requirements.

“We recognised that prospective home owners face many challenges in obtaining financing for a home, which meets its budget and the needs of inhabitants, but also allows for extension and improvement in the future”

It soon became apparent that the design approach, technologies and processes employed for the entry level homes, could be extended to the whole spectrum of domestic homes, including luxury bespoke structures, as well as a range of commercial, industrial and institutional buildings.

How have you managed to finance the venture?

Apart from largely self-serving contributions of companies such as MiTek, Saint-Gobain, and even Cashbuild, Humane Homes neither approached, nor received any assistance what so ever from a government agency. Only private loans have been utilised in sustaining the development of the company. The buy-in by Jim Morgan in 2011 allowed us to complete our first show house, and hence promote our company to ‘trading’ status.

How long has the company been trading?

The close corporation formed in 2009 was converted to a full company at the start of 2010. On account of a very long and complicated development process, we only truly announced our presence in the market during October 2011.

Who are your typical customers?

They mainly comprise of clients requiring domestic homes, and businesses within the commercial, industrial and education sectors. Our delivery mechanism and routes to market are unusual, in an SA context, as we are seeking to reach some segments of the domestic market through companies and institutions that are committed to help alleviate the housing shortage.

In addition, we are targeting non-domestic companies that demand high quality and short turnaround times, and to which the designs, technologies and delivery mechanism is attractive.

How many people do you employ?

Currently our company employs around 20 people directly. The number varies according to the various projects on hand. Most works are outsourced and will remain so for the foreseeable future in non-critical areas and where there is a financial benefit to continue to do so.

Is there an extra incentive to change the world and attitudes as well as making a buck or two?

There is no greater global challenge than finding a way to provide secure housing for roughly half the world’s population and, if the solution was straightforward, it would have been solved long ago. This problem is much more than a housing product - it is also about land, finance, design, material delivery and building methods.

“There is no greater global test than finding a way to provide secure housing for roughly half the world’s population and, if the solution was straightforward, it would have been solved long ago”

These issues must all be solved simultaneously, and solved within very powerful cultural constraints. It is also about insuring long term success with owner education, and affordability of utilities and maintenance.  As there are many easier ways to make money, one can only be engaged in this business if one is primarily motivated by meeting an absolutely vital world challenge.

The approach and technology is new in the SA context and therefore have to be positioned in such a manner that encourages uptake. This requires a shift in mind-set. Hopefully this is a small start in changing the face of developing Africa. Across our borders there has been such an interest in Humane Homes products and we are confident that our small business will grow as we get more exposure.

Ultimately, John, what are the greatest benefits of choosing your company?

Humane Homes has assembled a complete team to undertake all of the aspects of this challenge, and produce an end solution. No one else has, so we’re stepping up.

Our speed of delivery, quality, design benefits, cost efficiencies, streamlined production and assembling process, form a unique single operational framework. Humane Homes’ achievement has been to create a sort of ‘convergence’ of purpose from market leaders in a variety of fields (such as Cashbuild, Saint-Gobain and Buildsmart).

The legacy is that communities benefit from the process—transfer of skills throughout the process.

What have been the technological breakthroughs that have most helped your operations?

In keeping with the sheer complexity and overwhelming challenge, it is difficult to isolate any one technological breakthrough and in describing one we often describe the integration with another!

Technology in the product (building) is an ever-evolving and growing field. Through Humane Homes, technology is brought to market by way of incorporating into several products.

What has been your proudest achievement as a businessman?

Being taken seriously. A challenge for any start-up is the break that allows it to demonstrate its potential to decision makers—not managers. That opportunity was afforded to us in the trust and faith demonstrated by the investors, Cashbuild, incoming  CEO Werner de Jager and outgoing counterpart, Pat Goldrick.

One of our proudest achievements has been our ability to choreograph the vested interests of disparate industries, in response to one very difficult problem. We have been successful in doing this since our first formal agreement of joint intent with Cashbuild almost two and a half years ago.

“Being taken seriously is essential. A challenge for any start-up company is the break that allows it to demonstrate its potential”

Do you look for particular qualities in your staff?

Yes, attitude—made up of the following traits: creativity, dedication, perseverance, visionary leadership, flexibility, entrepreneurial spirit, conceptual thinkers and competence. 

What is the company hoping to achieve over the next few years?

We are very keen to form partnerships with landowners and developers on large scale developments, in order to supply the top structures that will become the hallmark of the company in the future.

Also, to greatly increase awareness of Humane Homes products and delivery processes among partners and facilitators.

What has been the most rewarding aspect of your recent projects?

Refining products and processes. The positive feedback and interest elicited at all points in the chain from the end users, encouraging us to continue.
In the final analysis, it has to be the privilege of being able to pioneer something new that will have a profound impact on our socio-economic environment, coupled with the fulfilment of our progression at every step; supported by the unwavering enthusiasm of the industry itself.

“As there are many easier ways to make money, one can only be engaged in this business if one is primarily motivated by meeting an absolutely vital world challenge”

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