Mark Metheny, President/CEO, Land for Homes By WestBay/Casa Fresca Homes

July 2026 — Invest: sat down with Mark Metheny, president of Casa Fresca – Homes by WestBay, to discuss navigating affordability pressures, expanding infill development in flood-impacted neighborhoods, and the long-term strategy behind Tampa Bay’s continued growth. “Tampa Bay remains a desirable market, and we remain committed to long-term investment here,” Metheny said.

What changes over the past year have had the biggest impact on Casa Fresca and WestBay, and how have those shifts shaped your priorities?

Over the past year, the homebuilding environment has been defined by elevated costs across the board. Tampa Bay has experienced a steep rise in the cost of housing over the last five years, and that flows into everything we do, from the land we acquire to the materials we buy and the labor required to build homes. Combined with higher interest rates, this has created some clear headwinds for both buyers and builders.

Despite that, we performed well as a company. We’re essentially flat year over year, which we view as a strong outcome in a challenging environment. It’s not the level of growth we’ve seen historically, but we also didn’t go backward. We expect this normalized, higher-rate environment to persist for another two to three years, so we’re preparing accordingly by tightening our cost structure where we can, continuing to invest in our people and skill development, and focusing on bringing new communities online in 2026. Tampa Bay remains a desirable market, and we remain committed to long-term investment here.

You previously launched a multifamily and infill program. What segments are you focused on today, and how does this shift affect your position in the Tampa Bay market?

Multifamily has been particularly challenged this past year, so while we continue to evaluate opportunities, we’re cautious. The area where we’ve accelerated is our city homes infill program. That initiative emerged after the hurricanes in 2024, particularly in South Tampa, where a number of older homes were damaged by flooding. To support the rebuilding of those neighborhoods, we have acquired roughly 32 lots — all former flood-damaged homes — and are replacing them with new, elevated homes built above flood levels. 

Sales have just launched, and the response has been encouraging. For now, the program is concentrated in South Tampa, but we see significant potential to expand into other areas with aging housing stock and vulnerability to storm impacts.

How are you incorporating resilience into your new communities and infill work?

Everything we build is above the floodplain. Elevating lots and homes is a standard practice for us, and we pair that with resilient materials and construction methods designed to outperform base code requirements. Florida’s post-Hurricane Andrew building codes have proven their strength, especially in the most recent storms, and homes built to those standards have generally held up extremely well.

The greatest vulnerabilities lie in older homes built prior to the early-2000s code changes. That’s part of what makes infill redevelopment so important. For both WestBay and Casa Fresca, our goal is to stay ahead of the curve by going beyond minimum requirements and continuing to innovate around resilience as building science evolves.

As competition for construction and design talent rises in Florida, how do you attract and retain the workforce you need to support growth?

People are our most important asset. We’ve made meaningful investments in recruitment — including college campus outreach and hiring recent graduates into key roles such as land acquisition, land development, construction and purchasing. We also rely heavily on referrals from our existing employees, which is one of the strongest indicators of cultural fit and long-term success.

Retention is equally important. With growth more modest this year, we didn’t add significant headcount, which allowed us to focus on developing and supporting the team we have. Competitive compensation is foundational, but lifestyle, job satisfaction and a sense of purpose are just as critical. We want people to feel connected to the work they do and to see the long-term opportunities available to them here.

As market needs evolve, are there specific skills or roles that are becoming increasingly important?

AI is top of mind across every industry, including ours. Homebuilding has traditionally lagged in adopting new technology, but we’re actively exploring how AI can enhance efficiency, planning and operations. That creates a growing need for people who are comfortable with digital tools, who approach technology without hesitation and who can help inject new ideas into established processes.

More broadly, we’re always looking for smart, motivated individuals across land, development, construction and sales. Some of our strongest hires have come from unexpected places. For instance, we’ve had success bringing in sales talent from the restaurant industry — people who are used to fast-paced environments, working weekends, and providing strong customer service.

Builder confidence has fluctuated amid affordability pressures. What challenges are top of mind for you?

This is a complex business with many moving parts. Land costs are long-term and continue to rise. Materials fluctuate and require constant monitoring. Labor impacts our field operations and our overhead. And because we are a consumer-facing business, demand is shaped by individuals making deeply personal decisions about where and how they want to live. Meeting buyers at the right intersection of product, price and location is an ongoing challenge.

Interest rates influence both sides of the business: they affect monthly payments for customers and increase the cost of capital for builders. As a capital-intensive business, rising rates have a meaningful impact on operations. Those combined factors — land, materials, labor, consumer demand and borrowing costs — are where we are most focused.

What makes Tampa an ideal place for your operations, and where do you see opportunities to differentiate?

Florida has natural advantages that continue to draw people: climate, quality of life, and the ability to enjoy outdoor living year-round. Tampa Bay, in particular, has long attracted residents from the Northeast and Midwest, including markets like Pittsburgh, and that trend remains strong.

Equally important is Florida’s business environment. Tampa and the state as a whole are pro-business, with leaders who recognize the importance of supporting growth while maintaining quality of life. As the region expands, we’re often playing catch-up on infrastructure, but there is a clear awareness of the need to invest.

We also believe in staying closely engaged with government at the local and regional levels. Dialogue helps both sides understand potential impacts and trade-offs. We don’t expect to agree on everything, but we value transparency and collaboration, and we want to pay our fair share to support a healthy, growing region.

Your community engagement efforts stand out. How does philanthropy shape your company culture, and what has been especially meaningful this past year?

Charity work and philanthropy are really integral to who we are as a company. We donate a portion of every home closing to five organizations, and we pair that financial commitment with a commitment of time. If we’re going to donate our treasure, we also want to donate our time.

A member of our ownership team holds a board position with each of the organizations we support. That level of engagement ensures we’re contributing meaningfully to the nonprofits serving our community.

This past year, my wife and I chaired the AMI Kids gala and helped raise more than $650,000, which was a highlight for us. Tampa Bay and the surrounding counties have been very good to us, and giving back is both a responsibility and a privilege.

Looking ahead, what are your key goals and priorities for the next two to three years?

In 2026, we are opening several new communities — many in Pasco County — that we’ve taken from land acquisition through entitlement, planning, permitting and now construction. Launching those communities successfully is a top priority.

We also plan to expand our city homes infill program as it continues to gain momentum. Additionally, we are working through leadership transitions, including preparing for our CFO’s eventual retirement and bringing in her successor.

Longer term, strategic land acquisition is critical. Some national builders have paused land buying, and that creates opportunities for us to be more contrarian and secure sites that will come online in three to four years. Land deals take time, so what we acquire today often won’t reach production for several years.

And across everything we do, maintaining and growing the best team in the industry remains essential. People are central to our long-term strategy, and we’re committed to supporting and expanding that talent as the business evolves.