Hayes Builders is a premiere homebuilding company founded in Austin, Texas. Steve Hayes, the founder and principal, has over 20 years of homebuilding experience and has successfully been the President of two top 25 builders in the United States. This experience allows Hayes Builders to bring the latest construction practices to Austin and its surrounding areas. With Hayes Builders being privately owned, the needs and wants of our customers always comes first.

As Division President of Central Texas, responsible for all homebuilding and land development operations in the central Texas area which include Austin and San Antonio metropolitan areas. • Spearheaded the acquisition of Jimmy Jacobs Custom Homes and transformed the company into a production builder. • Transformed Jimmy Jacobs homes from a private builder to a public builder• Developed and managed all departments including marketing team, operations team, construction team, customer service team, land team, sales team, accounting team, IT team and starts and closing team.• Created all policies and procedures for the Central Texas division including but not limited to Sales policies, Construction policies, starts and closings procedures and all scopes of works.• Implemented a new trade base for all work activities.• Oversaw the implementation of the New Star system and AutoPay for the division.• Started a title company joint venture for the Central Texas division.• Created two mortgage company MSAs.• Fully developed, staffed and managed a land development department.• Worked with city officials in the negotiation of developments and cost reimbursements• Responsible for managing 1000+ lots being developed as well as a $1.3MM pump station and a four lane city of Austin road.• Implemented a customer survey for feedback as well a customer service policy and procedure manual.• Within 12 months of starting the Central Texas division I got over 1,800 lots under control for the company. • Opened 12 new communities, which was a 100% increase, with 4 new plan line-ups in a 12 month period. • Increased closing volume by 26% the first year and an additional 30% in year two as of the second quarter.

The company made an exception to their “no rehire” policy based upon my performance during my first four years of employment. I held the division president title the last 14 years of employment with MHI. Nine of those years were performed in Dallas and the last five were in Austin. Prior to being promoted to Division President I was employed as a Project Manager for a period of two years and as a Construction Manager for six months prior to being a Project Manager.• Managed sales, construction, land/lot acquisitions, warranty, closings, clerical, purchasing, I.T. and production design staff for division.• Spearheaded the acquisition of Wilshire homes. • Increased Austin division community count by 90% since relocation.• Managed 500+ annual unit deliveries.• Created policies and procedures to help increase efficiencies.• Leadership and motivations success through accountability and values.• Reduced Austin’s labor costs by an average of $8,000 per home plan in the second year of relocation.• Reduced Austin’s extras/cost variances by 1%.

I was recruited by the President/Owner of this property management firm to assist in the management of several apartment projects and investor owned condominium units. He gave me 25% ownership of the company to assist and grow his existing property management company. I oversaw projects consisting of 500+ units.• Managed financials and provided monthly reports for owners/investors of the properties• Created strategies for marketing and increasing overall occupancy of unites• Involved with presenting initiatives for property improvements at HOA meetings

I was hired by MHI as a Construction Manager and then was promoted to Project Manager after two years of employment. As a Construction Manager I oversaw all construction and customer service for up to 3 communities at one time. As Project Manager I oversaw 8 communities with responsibilities for all sales, marketing, construction and customer service functions. My project accounted for 60% of the division’s closings 380+ closings.• Was “Builder of the Year” in my second year of employment by having the highest production percentage, lowest extras, most homes completed and highest number of customer service calls completed in 7 days or less.• Hired and trained all Construction Managers and Sales Counselors for my project.• My Project maintained the highest production percentage, lowest extras and highest customer recommendation percentage for all of the years that I held the Project Manager position.

Asset Portfolio Management