OUR STORY

Building Luxury Homes

OUR STORY

Building Luxury Homes

OUR STORY

Building Luxury Homes

OUR STORY

Building Luxury Homes

OUR STORY

Building Luxury Homes

How We Started:
Helping Put Wellington on the Map

Before Wellington became a city, it was developed by Gould Florida Inc. (the parent company, Gould Inc., was a Chicago battery company).

Breakwater Housing (financed by Alcoa) bought 10,000 acres from C. Oliver Wellington and began developing the master-planned community of Wellington. Gould Florida bought out Alcoa, absorbed Breakwater, and became the primary developer of Wellington.

Architect's rendering of "The Aurielle," one of the first homes we built on The Island in Wellington

Gould had a terrific sales program that encouraged people to come to Wellington—offering brand new housing in a planned community with good schools, a community clubhouse, and a shopping center with a mini-market and a drug store. The master plan included commercial centers, multiple schools, a variety of housing forms, and a well-designed infrastructure. This all made Wellington a wonderful place to live and to raise children.

The developer’s strategy was to generate enough sales to reach critical mass, so three-bedroom homes were moderately priced at $60,000 to $70,000 (one of the most affordable places in Palm Beach County at that time) and luxury homes sold for $100,000 and up.

Gould encouraged five builders to join their Preferred Builder Program in Wellington—Shapiro|Pertnoy was one of them.

Gould encouraged five builders to join their Preferred Builder Program in Wellington—Shapiro|Pertnoy was one of them.

"The Aurielle," as constructed

When Wellington was the “edge of the world”

Florida developed along both east and west coasts, and then the focus shifted toward the middle of the state. In 1978, when we started out, Palm Beach County was developing westward. One area was Wellington. When Shapiro|Pertnoy started building homes there in 1978, little was happening in the “middle”—and it felt like the edge of the world.

How We Started: Helping Put Wellington on the Map

Before Wellington became a city, it was developed by Gould Florida Inc. (the parent company, Gould Inc., was a Chicago battery company).

Breakwater Housing (financed by Alcoa) bought 10,000 acres from C. Oliver Wellington and began developing the master-planned community of Wellington. Gould Florida bought out Alcoa, absorbed Breakwater, and became the primary developer of Wellington.

Architect's rendering of "The Aurielle," one of the first homes we built on The Island in Wellington

Gould had a terrific sales program that encouraged people to come to Wellington—offering brand new housing in a planned community with good schools, a community clubhouse, and a shopping center with a mini-market and a drug store. The master plan included commercial centers, multiple schools, a variety of housing forms, and a well-designed infrastructure. This all made Wellington a wonderful place to live and to raise children.

The developer’s strategy was to generate enough sales to reach critical mass, so three-bedroom homes were moderately priced at $60,000 to $70,000 (one of the most affordable places in Palm Beach County at that time) and luxury homes sold for $100,000 and up.

Gould encouraged five builders to join their Preferred Builder Program in Wellington—Shapiro|Pertnoy was one of them.

Gould encouraged five builders to join their Preferred Builder Program in Wellington—Shapiro|Pertnoy was one of them.

"The Aurielle," as constructed

When Wellington was the “edge of the world”

Florida developed along both east and west coasts, and then the focus shifted toward the middle of the state. In 1978, when we started out, Palm Beach County was developing westward. One area was Wellington. When Shapiro|Pertnoy started building homes there in 1978, little was happening in the “middle”—and it felt like the edge of the world.

How We Started: Helping Put Wellington on the Map

Before Wellington became a city, it was developed by Gould Florida Inc. (the parent company, Gould Inc., was a Chicago battery company).

Architect's rendering of "The Aurielle," one of the first homes we built on The Island in Wellington

Gould had a terrific sales program that encouraged people to come to Wellington—offering brand new housing in a planned community with good schools, a community clubhouse, and a shopping center with a mini-market and a drug store. The master plan included commercial centers, multiple schools, a variety of housing forms, and a well-designed infrastructure. This all made Wellington a wonderful place to live and to raise children.

Gould encouraged five builders to join their Preferred Builder Program in Wellington—Shapiro|Pertnoy was one of them.

The developer’s strategy was to generate enough sales to reach critical mass, so three-bedroom homes were moderately priced at $60,000 to $70,000 (one of the most affordable places in Palm Beach County at that time) and luxury homes sold for $100,000 and up.

Gould encouraged five builders to join their Preferred Builder Program in Wellington—Shapiro|Pertnoy was one of them.

The developer’s strategy was to generate enough sales to reach critical mass, so three-bedroom homes were moderately priced at $60,000 to $70,000 (one of the most affordable places in Palm Beach County at that time) and luxury homes sold for $100,000 and up.

Gould encouraged five builders to join their Preferred Builder Program in Wellington—Shapiro|Pertnoy was one of them.

"The Aurielle," as constructed

When Wellington was the “edge of the world”

Florida developed along both east and west coasts, and then the focus shifted toward the middle of the state. In 1978, when we started out, Palm Beach County was developing westward. One area was Wellington. When Shapiro|Pertnoy started building homes there in 1978, little was happening in the “middle”—and it felt like the edge of the world.

Focusing on Luxury Homes: A Good Business Decision

Early on, we decided to focus on building luxury single-family homes. Because we had grown up in the clothing business (see “The Family Back Story”), we had strong merchandising and marketing skills that differentiated us from other builders, we understood customer relationships and the importance of keeping clients happy, and we shared a strong sense of color and design.

These are cool! Better than the rest.

When people saw our model homes we would hear, “These are cool! I’ve never seen anything like that before. These are better than the rest.” We focused on how color, texture, odor, and spatial relationships (such as volume and balance) created sensory perceptions and affected buyers’ emotions. We paid attention to the subconscious “feel good” elements of our homes. When builders elsewhere began to use our designs, we took it as a compliment.

Background sketch: Bel Air in Palm Beach Polo & Country Club

Focusing on Luxury Homes:
A Good Business Decision

Early on, we decided to focus on building luxury single-family homes. Gould agreed, because they saw our unique design ideas and mature people skills. Because we had grown up in the clothing business (see “The Family Back Story”), we had strong merchandising and marketing skills that differentiated us from other builders, we understood customer relationships and the importance of keeping clients happy, and we shared a strong sense of color and design.

These are cool! Better than the rest.

When people saw our model homes we would hear, “These are cool! I’ve never seen anything like that before. These are better than the rest.” We focused on how color, texture, odor, and spatial relationships (such as volume and balance) created sensory perceptions and affected buyers’ emotions. We paid attention to the subconscious “feel good” elements of our homes. When builders elsewhere began to use our designs, we took it as a compliment.

Background sketch: Bel Air in Palm Beach Polo & Country Club

Focusing on Luxury Homes: A Good Business Decision

Early on, we decided to focus on building luxury single-family homes. Gould agreed, because they saw our unique design ideas and mature people skills. Because we had grown up in the clothing business (see “The Family Back Story”), we had strong merchandising and marketing skills that differentiated us from other builders, we understood customer relationships and the importance of keeping clients happy, and we shared a strong sense of color and design.

These are cool! Better than the rest.

When people saw our model homes we would hear, “These are cool! I’ve never seen anything like that before. These are better than the rest.” We focused on how color, texture, odor, and spatial relationships (such as volume and balance) created sensory perceptions and affected buyers’ emotions. We paid attention to the subconscious “feel good” elements of our homes. When builders elsewhere began to use our designs, we took it as a compliment.

Background sketch: Bel Air in Palm Beach Polo & Country Club

Steven Shapiro & Ron Pertnoy, 1985 at Boca Commerce Park

How We Have Worked Together for 40 Years

Ron was the “field guy.” He managed subcontractors, pricing, construction schedules—and site meetings with the client or client’s representatives if the project was a custom home. He made sure our vendors and subcontractors were the best available for the money.

Steven was the “office guy.” He got his real estate license; handled marketing, sales, administration; and stepped customers through decisions like roof material, colors, tile, carpet, and appliances. (Our clients rarely used interior designers back then.)

Within two years we were building a half-dozen or so homes a year, and needed a secretary/bookkeeper/chief-cook-and-bottle-washer. Some time later we added a controller, then a project coordinator. Suddenly, we had an accounting department and a service department, with more infrastructure to come.

We (Steven and Ron) are four years apart in age and, though raised in the same extended family, are surprisingly dissimilar. In the early days of designing and building spec homes and industrial parks, reaching agreements was not as easy as it might have been. While growing the business, debates over everything were commonplace. We have always attributed our success to being able to consider different perspectives during these disagreements and subsequent resolutions.

Today, with four principals who have different ideas, often a divergence of direction leads to examination, discussion, and eventual consensus.

We have always attributed our success to being able to consider different perspectives during disagreements and subsequent resolutions.

How We Have Worked Together for 40 Years

Ron was the “field guy.” He managed subcontractors, pricing, construction schedules—and site meetings with the client or client’s representatives if the project was a custom home. He made sure our vendors and subcontractors were the best available for the money.

Steven was the “office guy.” He got his real estate license; handled marketing, sales, administration; and stepped customers through decisions like roof material, colors, tile, carpet, and appliances. (Our clients rarely used interior designers back then.)

Steven Shapiro & Ron Pertnoy, 1985 at Boca Commerce Park

Within two years we were building a half-dozen or so homes a year, and needed a secretary/bookkeeper/chief-cook-and-bottle-washer. Some time later we added a controller, then a project coordinator. Suddenly, we had an accounting department and a service department, with more infrastructure to come.

We have always attributed our success to being able to consider different perspectives during disagreements and subsequent resolutions.

We (Steven and Ron) are four years apart in age and, though raised in the same extended family, are surprisingly dissimilar. In the early days of designing and building spec homes and industrial parks, reaching agreements was not as easy as it might have been. While growing the business, debates over everything were commonplace. We have always attributed our success to being able to consider different perspectives during these disagreements and subsequent resolutions.

Today, with four principals who have different ideas, often a divergence of direction leads to examination, discussion, and eventual consensus.

How We Have Worked Together for 40 Years

Ron was the “field guy.” He managed subcontractors, pricing, construction schedules—and site meetings with the client or client’s representatives if the project was a custom home. He made sure our vendors and subcontractors were the best available for the money.

Steven was the “office guy.” He got his real estate license; handled marketing, sales, administration; and stepped customers through decisions like roof material, colors, tile, carpet, and appliances. (Our clients rarely used interior designers back then.)

Ron was the “field guy.” He managed subcontractors, pricing, construction schedules—and site meetings with the client or client’s representatives if the project was a custom home. He made sure our vendors and subcontractors were the best available for the money.

Steven was the “office guy.” He got his real estate license; handled marketing, sales, administration; and stepped customers through decisions like roof material, colors, tile, carpet, and appliances. (Our clients rarely used interior designers back then.)

Steven Shapiro & Ron Pertnoy, 1985 at Boca Commerce Park

Within two years we were building a half-dozen or so homes a year, and needed a secretary/bookkeeper/chief-cook-and-bottle-washer. Some time later we added a controller, then a project coordinator. Suddenly, we had an accounting department and a service department, with more infrastructure to come.

We have always attributed our success to being able to consider different perspectives during disagreements and subsequent resolutions.

We (Steven and Ron) are four years apart in age and, though raised in the same extended family, are surprisingly dissimilar. In the early days of designing and building spec homes and industrial parks, reaching agreements was not as easy as it might have been. While growing the business, debates over everything were commonplace. We have always attributed our success to being able to consider different perspectives during these disagreements and subsequent resolutions.

Today, with four principals who have different ideas, often a divergence of direction leads to examination, discussion, and eventual consensus.

We (Steven and Ron) are four years apart in age and, though raised in the same extended family, are surprisingly dissimilar. In the early days of designing and building spec homes and industrial parks, reaching agreements was not as easy as it might have been. While growing the business, debates over everything were commonplace. We have always attributed our success to being able to consider different perspectives during these disagreements and subsequent resolutions.

Today, with four principals who have different ideas, often a divergence of direction leads to examination, discussion, and eventual consensus.