Model builder
An altruistic vision that begins with Toll helps the company win approval from residents and regulatory arms. People with not-in-my-back yard reactions to construction hesitate to side with builders that want to develop so-called McMansions and other high-end model homes.
“One can’t read the paper or watch television news without listening to anti-development and anti-building messages,” McCarron says. “While there is an acknowledgement that people need a place to live, they don’t always want it next to them.”
This political pressure strains builders, in particular, smaller organizations that don’t have the resources, reputation or patience to swim through land entitlement and development processes. But Toll Brothers has gumption.
“It’s not like you could decide tomorrow to go into the home-building business,” McCarron says. “It’s a multiyear process, and there is a high barrier to entry against a large volume of people.”
Toll Brothers’ foundation of industry expertise works to its advantage. Because municipalities don’t dole out approvals to build on every corner, supply is slim, and the demand for luxury fare is high.
Consequently, Toll expects to continue the company’s 20 percent annual growth trend. To achieve this, he depends on his managerial team, a group of eight operational vice presidents who help him run his “mini-businesses.” He hires for talent and trains for construction.
“Most of the people I hire come from other walks of life,” he says.
Toll Brothers’ learning culture breeds strong managers.
“I used to keep a pitchfork in the corner of the conference room,” Toll says, “and we would have meetings every Monday night. We still do, and we teach each other. It’s amazing that a new experience occurs after 40 years in business, but it does.”
Meanwhile, Toll exposes employees to experiences outside the business realm as well. Stewardship extends beyond land grants and development projects. He encourages involvement in the company’s annual gala in February, where proceeds that generally hit the $400,000 mark benefit the American Cancer Society. Toll plays auctioneer, engaging guests in an evening of dinner, dancing and entertainment.
Outside the office, he and his wife, Jane, purchased a camp in Maine, which they have leased to Seeds of Peace for the past 12 years. They have helped raise more than $8 million for the organization, which teaches peaceful ideals to children from war-torn countries.
“It’s our hope that by exposing these children to a summer in Maine with sports and conflict resolution sessions, when they become leaders in their respective countries, they will change the dialect of how conflict is handled,” Toll says.
Before he bought it, the camp was a favorite summer spot for the young Toll.
“It is absolute heaven,” he says. “It was a regular boy’s camp then.”
Modeling the Say Yes to Education program, in 1991, the Tolls created a program in which they guaranteed two third grade classes, comprising 58 Philadelphia inner-city elementary school children, that they would pay for any and all college, vo-tech or continuing education. To help them prepare for college, the couple also provided full-time counselors, teachers’ aides and summer programs for the children.
“We took them to ball games, made sure they had proper medical treatment and took them on spring break vacations from the time they were in kindergarten to high school,” Toll says. “We were very fortunate. Thirty of the 58 students ended up in college, and they are in their last year.”
Community spirit fills the Toll house — it’s the most basic building block, supporting neighborhoods from Philadelphia to California. It secures the company’s success and paves its future. It fills Toll’s schedule, and he is quite busy.
After all, he wants to make sure he is invited back.
HOW TO REACH: Tolls Brothers, (215) 938-8000 or www.tollbrothers.com
