In the early years, the pace was steady.
“We were building just a few homes a year… just a few of us guys back in 2013.” There wasn’t urgency to grow past capacity. The focus stayed on getting each build right. Understanding where time was lost, where coordination broke down, and where the process could be tightened. Over time, the team grew and output increased. By the time Wind River reached 25 to 30 employees, they were producing between 20 and 30 homes a year. Most of those builds moved into short-term rental and hospitality projects—spaces that had to hold up under constant use while still delivering on design.
That work built visibility, but it also exposed limits.
“Movable tiny homes are considered park model RV’s… you can’t get home mortgages for them,” Pyke explains. For buyers, that created barriers, and for builders, it narrows what can be delivered.
Building Before Scaling
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MOVEMENT MODULAR THE
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