Daryl Mejeur, COO, CQC Home

In an interview with Invest:, Daryl Mejeur, COO of design-build firm CQC Home, discussed how technology, shifting homeowner priorities, and the Raleigh-Durham region’s growth are influencing residential remodeling. “Communication is of the utmost importance because it is an area that often breaks down in construction companies, causing problems,” Mejeur said.

What changes have had the biggest impact on the residential remodeling industry over the past year, and how have they influenced CQC Home’s priorities?

Technology has had one of the biggest impacts on our industry, and we have made adopting it a priority. Construction has not historically been at the forefront of technology, so we have developed internal systems to streamline how we communicate, estimate projects, and develop designs that help clients fully visualize their renovations. Equipping our team with the right technology has allowed us to shorten timelines, improve accuracy, and provide clients with information much more efficiently.

Economically, the industry experienced significant growth after COVID, but over the past year or so, clients have begun reprioritizing how they spend their money. Instead of focusing exclusively on luxury finishes, homeowners want their investment to work harder for them. We are seeing greater demand for thoughtful additions, accessory dwelling units, aging-in-place features, and spaces that accommodate multigenerational living. The focus has shifted from designing primarily for appearance to making practical, long-term improvements that enhance daily life and add lasting value.

Our projects range from $75,000 to $5 million, with our focus on residential remodeling rather than new construction. Another shift we have seen is how homeowners finance their projects. Historically, most of our clients paid cash. Today, more people are using home equity lines of credit, construction loans, and renovation loans.

That has changed our process. We now begin financing conversations much earlier and have become somewhat of a resource for clients as they evaluate and secure the right financing. It has also required us to adjust our financial planning because the company may need to carry more of a project’s costs as it moves into construction rather than relying as heavily on client draws at the front end.

For four consecutive years, we grew approximately 28% or 29% annually. In 2026, we are up 52% year-to-date compared with the same period last year. That growth requires us to remain adaptable and continually evolve our team, systems, and services to meet our clients’ needs at every stage.

How are homeowners’ remodeling priorities evolving?

Five years ago, most of our work involved kitchens and bathrooms. Beginning about four years ago, we saw a major transition toward additions, accessory dwelling units, and more comprehensive renovations.

There is little undeveloped land remaining in highly sought-after areas near downtown Raleigh, Durham, and Chapel Hill. As families grow, they want homes that better fit their needs and lifestyles, often without sacrificing the location and community they already value.

Today, 85% to 90% of our projects involve an addition or a major reconfiguration of an existing home. For many years, buyers tended to value new homes over older properties that required significant work. We are now seeing more families embrace established homes for their character, craftsmanship, and location, while investing in renovations that make those homes distinctly their own.

Beyond aesthetics, what features are homeowners prioritizing to improve everyday living?

Homeowners are embracing the charm and character of older properties, but they still want cohesive floor plans that support the way modern families live. We are designing renovations that connect rooms intentionally and serve a clear purpose.

Families are prioritizing large kitchens where they can gather, four-season rooms that extend living space, home offices, and flexible playrooms in place of formal rooms that are rarely used. We are also seeing greater interest in highly personalized spaces and fun features such as whiskey rooms, home theaters, wine cellars, hidden doors, and Murphy beds. The goal is to create a home that is functional for everyday life while still reflecting the homeowner’s personality.

We also regularly work on historic homes ranging from 80 to 110 years old. Renovating an older home requires an entirely different level of construction knowledge, and it has become one of our specialties. We work in downtown Raleigh, Durham, and Chapel Hill, which include some of the Triangle’s most historic neighborhoods. Homeowners come to us as a trusted resource because they want more than aesthetic improvements. They want to preserve the property’s integrity, address underlying structural and performance issues, and ensure the home remains sound for generations to come.

Why has communication become such an important part of CQC Home’s client experience?

Four or five years ago, we worked hard to change the traditional client experience. During a residential construction project, a client might begin with a salesperson, then be handed to a design team and later to a project manager. That can leave the client moving constantly between teams and people.

We created a project director position so each client has one liaison from the beginning of the project through completion. Behind that person is a team of designers, architectural drafters, estimators, and a project manager, but communication between the client and the larger team flows through a single point of contact. Clients really enjoy working with someone who understands their project from beginning to end. 

We also established mandatory communication times. Clients receive updates every Monday, Wednesday, and Friday explaining the plan, expectations, and completed work. Communication is of the utmost importance because it often breaks down in construction companies, causing problems. By creating a clear communication structure and holding ourselves accountable to it, we give clients greater confidence and clarity throughout what can otherwise be a stressful process.

What skills are becoming more important in the industry, and how are you developing your workforce?

Continuing education is extremely important to us. Staying current with design trends, new products, construction methods, and technological advancements allows us to provide a better client experience and ensure we offer the strongest possible solutions. Each year, we invest in trade shows, manufacturer and facility tours, professional classes, and networking opportunities that allow our team to learn from others across the industry.

Our philosophy is to train people to the point that they could leave, but treat them so well that they do not want to. We want employees to be the best they can be because that strengthens both the company and the client experience.

We also have an internal HR professional with approximately 25-30 years of recruiting experience across construction, the private sector, and government. We are a small company, but our hiring, orientation, and internal systems allow us to operate like a much larger organization.

How do you build a culture that helps retain employees?

The typical tenure in construction is only about 18 months. At CQC Home, the average tenure is approximately 4 years, and some employees have been with the company for more than 13 years.

We invest in our culture through quarterly team-building activities, office contests, monthly town hall meetings, and regular employee check-ins. More importantly, we are transparent with our team and willing to make changes based on their feedback.

Every month, employees have an opportunity to submit feedback and questions. We use that information to guide meeting topics, make real-time operational improvements, and even choose future team-building activities. Creating an open forum gives employees a genuine sense of ownership and helps them feel seen and heard. We are fortunate to have team members who care about the company’s success and want to see one another succeed. Investing in our employees has played a meaningful role in our retention. 

How is Raleigh-Durham’s growth influencing remodeling demand?

The region has experienced significant growth over the past 10 years. I have lived here since 2010, and the population and pace of development have changed substantially. Many people are moving into the area, while much of the available new housing is being developed farther outside the urban core than they may want to live.

Research Triangle Park, UNC-Chapel Hill, Duke University, NC State University, the hospital systems, and the healthcare and technology sectors continue to draw people, companies, and investments to the area. Many newcomers to the area are often relocating from higher-cost-of-living markets and reinvesting to purchase and renovate a home in the Triangle.

We see a wide range of projects due to the influx of new homeowners, from individual kitchens in the $100,000-$125,000 range to highly customized luxury renovations with arcades, bowling alleys, home theaters, and wine cellars. On the larger end, some projects expand homes to between 7,000 and 13,000 square feet.

How are you using technology throughout the design and construction process?

We complete roughly 65 projects a year, and every project is fully customized. Given our project volume, it’s important to be as efficient as possible, often with the help of technology. Before beginning a project, we use Matterport cameras to scan the entire house. Those scans produce a two-dimensional layout and detailed measurements that we can use as the basis for the plans. Once we have a nearly finalized layout, clients can use virtual reality headsets to walk through what the completed project will look like before we break ground.

We have implemented technology throughout nearly every part of our process. That includes automated reminders that help our staff maintain the required client-update schedule, custom dashboards that provide stronger checks and balances, and systems that allow us to monitor projects more consistently.

Technology has given us a higher level of quality control than ever before. It helps us identify potential issues sooner, reduce avoidable errors, improve communication, and give both our team and our clients greater visibility into each project. The technology itself is valuable, but its real purpose is to create a more reliable and transparent client experience.

What philosophy guides the company as it continues to grow?

Staying at the forefront of technology and regularly examining how we can improve has helped us reach this point. At the end of every project, the team members involved sit down together and discuss what went well, what we got wrong, and what needs to change so we do not repeat those mistakes. We do not view growth as simply completing more projects. Sustainable growth requires better systems, stronger people, and the willingness to evaluate ourselves honestly.

Four or five years ago, we were a midrange company in our industry. Today, within our specific area of design-build remodeling, we are approximately the 10th-largest company in the United States. Our growth has come from constantly evaluating our systems and seeking ways to improve.