I recently received an email concerning Pacific InterWest that was distributed company-wide and to…read morepeople throughout Northern and Southern California. The email raised serious concerns about the lack of leadership within the company.
At first, I didn't give it much thought. I figured, whatever--just another email. But after reading it carefully, I started noticing a pattern. I reached out to one of my friends at D.R. Horton, and they had received the same email. More importantly, some of what that email warned about appears, from what I am personally seeing, to be holding true.
We worked with Quality Built for many years, so I am very familiar with that company, its operations and many of the people who worked there.
What I find strange is watching what appears to be the same cycle happening again.
Before becoming part of Quality Built, there was West Coast Property Consultants, known as WCPC. WCPC filed for Chapter 11 bankruptcy. Following the bankruptcy and sale of WCPC's business, its operations were acquired and integrated into Quality Built. WCPC ultimately operated as "West Coast Property Consultants -- A Division of Quality Built, LLC." Many of the people associated with WCPC continued working under the Quality Built organization.
For many years afterward, I watched what I believed were serious management and leadership problems at Quality Built. In my opinion, those problems hurt what could have been a very successful company.
Then, in 2025, Quality Built suddenly closed its doors.
Now I am starting to see what concerns me as the same pattern developing again.
After Quality Built shut down, many former Quality Built employees, management personnel and administrative staff moved over to Pacific InterWest. Pacific InterWest also picked up work and customers following Quality Built's closure.
My concern isn't with every person who came from Quality Built. Quality Built had many hardworking, knowledgeable and highly qualified inspectors and field personnel. I worked alongside some very good people there.
My concern is leadership and management.
When you take people and management practices that were part of an organization experiencing serious problems and move them into another company, you have to ask whether you're also moving those same problems with them.
Pacific InterWest was a company that appeared to be growing. But when I see some of the same people and practices that I personally watched at Quality Built now appearing within Pacific InterWest, it raises serious concerns for me.
That is why the email caught my attention.
At first, I dismissed it. But after looking at what has happened--from WCPC's bankruptcy and its operations becoming part of Quality Built, to Quality Built's eventual shutdown, and now seeing former Quality Built management, administrative staff and employees moving into Pacific InterWest--I am beginning to see a pattern from all three companies WCPC, QB, PIW,I believe builders, customers and employees should pay attention to.
If you move the same leadership, the same management practices and the same operational problems from one organization into another, should anyone really expect a different result?
People should do their own research and draw their own conclusions. I am simply describing the history, what I personally witnessed during my years working with these organizations, and why the similarities I am seeing today concern me. Since Quality Built closed its doors, I have watched more former Quality Built staff and management move over to Pacific InterWest. Stacy Beers and Glen Martin have continued hiring people from Quality Built. What I find particularly concerning is that Stacy has apparently tried to push back against the suggestion that this is happening, yet several of her own field personnel confirmed to me that additional former Quality Built staff were being brought into Pacific InterWest.
This is exactly why the pattern concerns me. My issue isn't with every former Quality Built employee--there were many excellent inspectors and hardworking people at Quality Built. My concern is seeing the same management structure, administrative personnel and leadership practices moving from a company that ultimately failed into another company, while at the same time apparently trying to downplay that transition.