PROFILE
the beginning , I decided to follow this strategy because I believe that people who know each other and are a team can work together better ”. This in effect also minimises potential risk and conflict , but also incorporates less management .
Previously working alongside her brother enabled Slowikowska to gain essential experience in contracting , financial and logistical elements , exposing the often-complex side of contracting . One of the duo ’ s projects was previously nominated for the Royal Institute of British Architect Awards ( RIBA ) back in 2011 , at which the project incorporated a number of sophisticated technologies and world-class design . She adds enthusiastically : “ You build houses which are comparable or similar , but this was very different . What was satisfying was that a lot of architects ’ details were modified by us and improved , which made it work ”.
When building Golden Houses from scratch , Slowikowska recalls that “ it actually took a good four to five months to make up my mind and come up with enough courage to take on the challenge ”. A hands-on approach has enabled
the development of key relationships with workers , but Slowikowska is all too aware of the consequences of becoming disengaged , with this being the biggest asset the company has . She explains : “ As a leader , if I become too estranged , then the values which we operate on would not be so alive during daily operations .” To this effect , she spends time on the different sites each a week , but also has formal meetings
8 April 2017