Transparency and personability are the keys to success at Westpoint Development
Third-generation general contractor Steve Yanke, together with his wife Cindy, founded Westpoint Development (Westpoint) in 1988. One of the larger custom home builders in Nevada, Westpoint is well known throughout the state, where over the course of the last 37 years the company has developed a stellar reputation.
We sat down with Steve, who shed more light on his background and the evolution of the company: “My father and grandfather were also contractors right here in Las Vegas. I started the business when I was 24 years old after studying architecture in Arizona. Initially, I wanted to be an architect, but the opportunities weren’t as good as in contracting. Subsequently, I began building tract homes, as I heard many negative stories from my father about custom homes (he was a custom builder as well), from people stealing from him to irate homeowners and lawsuits; I didn’t want to follow in those footsteps! 
“However, after I finished my fifth small subdivision, I did my first custom home for one of my best friends. It was so gratifying that I stayed with it. Each home is different in its challenges, along with owners’ personalities. I learned it was about how you treat people. If you’re transparent, honest and personable, you will prevail.
“Today, the company focuses mainly on custom homes, and we have design/build and build-to-suit programs. We also do a limited number of commercial projects, so, alongside homes, we have completed a range of builds over the years including a 159-bed assisted living facility, ground-up doctors’ offices, gas stations, office buildings, and tenant improvements. We don’t always bid against other contractors; we have been doing this so long and people know who we are, so they often simply give us the plans and ask us to build their project.”
As is often the case with businesses that enjoy hard-earned reputations, much of Westpoint’s work comes from repeat customers or is based on recommendations from previous clients, such as in the MacDonald Highlands community. Steve highlights why the work the company has done in this location has been so successful: “We built three houses in the phase one release 20 years ago and have continued to work on projects there ever since. The design review committee is exceptional and very easy to work with. Whenever we have a question, whether that be about utility locations, grading, lot lines, or changes we want to make to the exterior of a home, they are super responsive and flexible. We have built houses in the MacDonald Highlands community from 4500 square feet to 15,000 square feet. I would have to say my favorite is 665 Overlook Rim. It is for sale and readers can see it online. It stands out with its stunning interior and three pools on three different levels.”
Constructing over 15 houses each year in this community alone, efficiency is essential to ensure that quality doesn’t become compromised. Steve expands on the processes he has honed over the years that make this kind of productivity possible: “Cindy, my wife, runs the entire operation with military efficiency. She does the accounting, customer service issues, hands on finishes every home, and runs the field after drywall, while I focus on structure and finish planning. At the point in the process before installing the insulation, once all of our sub-contractors have completed their work, every employee of Westpoint (19 of us in total) goes into the properties with laser levels, all of the shop and interior design drawings, including appliances, cabinets, and low voltage fixtures, and check literally everything to ensure the structure is ready to be covered up.”
As design trends shift dramatically over time, especially with the rate of technological evolution, Steve reflects on some of the changes in demand that he has seen over the course of his career: “The challenges are becoming more complex. People want larger spans, windows, and doorways. This then requires the use of more steel beams and columns. Roofs are nearly always flat now as well, which requires a different approach to tiled roofs. People want cleaner lines with less ceiling drops, which also must be adapted to.
“Wellness is also becoming increasingly prioritized by clients. We are seeing an increase in cold plunges and saunas, particularly walk-ins, at the same time as we are seeing a decrease in home theaters. The great room concept is also becoming much more popular instead of the traditional separate kitchen, dining, and living rooms; it creates a much greater sense of space. Technology is also being incorporated in a much more significant way. Smart houses are becoming the norm, especially in higher-end projects, where people tend to go all out with full home automation, which includes audio systems and lighting controls; we tend to include a lot of indirect lighting with rope lights behind mirrors and in showers. This also extends to the tones of light we use and roller shades or drapes that are also integrated into the same system.
“Having a secondary prep kitchen with hidden pantries is also becoming more popular, leaving the main kitchen as a kind of showpiece. We often hide these behind cabinet doors, so you might open a panel that looks like a fridge, and it turns out to be a whole different kitchen where the magic happens. Our bathrooms are becoming more elaborate with inclusions of laundry rooms in master closets. We even installed a clothes steamer in one recent project.
“Indoor/outdoor combined living spaces have also become the default; every property we build incorporates this type of design element. We normally include motorized retractable doors that recede into the walls, so you don’t see them. In a similar vein, we are doing a lot of bars that combine the spaces with retractable windows and seating inside as well as outdoors. Service bars are also becoming more popular.”
As Westpoint continues to evolve to deliver on these new customer expectations, Steve concludes by taking a moment to reflect on what the future holds for the company as we move towards the new year and beyond: “The key to the next 12 months, as it always is, is consistency. Keeping customers happy and being a reliable, trustworthy partner centers on consistency. Further afield, I hope to see my children, who already have roles within the company, take on more responsibility as I take a step back.”