While Boston construction companies hemorrhage workers at record rates—56% turnover since 2021—Sleeping Dog Properties retains employees for years, sometimes decades. As 70% of current laborers prepare for retirement by 2030 and construction desperately needs 439,000 additional workers nationally, Chris Rapczynski has built his firm on a radically different foundation.
“Human stock of our company is held in the highest regard,” Rapczynski states. Where most construction firms treat employees as replaceable costs, he views them as appreciating assets worthy of substantial investment. This philosophy emerges from understanding a harsh reality: for every five construction workers retiring, only two new people join the field.
Rapczynski’s employee-first approach directly counters root causes driving workers away from Boston construction—inadequate compensation, poor working conditions, and limited career advancement. Over the past three decades, this strategy has yielded measurable results, ranging from industry recognition to $500 million in completed projects, demonstrating that treating workers as valuable assets creates sustainable competitive advantages.
Premium compensation creates loyalty shield
Constant pressure from recruiters targeting skilled craftspeople forces Rapczynski into ongoing retention battles. “We are constantly entrenched with headhunters trying to recruit or steal my people, and so I’m always having to defend against that, which means I have to pay people more than the market.”
Higher wages increase project costs, but Rapczynski views this as an investment yielding returns through superior workmanship and reduced turnover expenses. “I think where we make it up is we make it up in durability,” he notes, referring to both project quality and employee retention. This durability translates to concrete advantages: companies with above-average retention rates report 25% higher customer satisfaction scores and 20% better project completion times.
Financial commitment extends beyond base salaries to comprehensive benefits and professional development opportunities. While 92% of construction firms struggle to find qualified workers, Rapczynski’s established team provides stability that offsets higher payroll expenses. Labor shortages have extended construction timelines an average of 2.3 months, adding $4,000 to $5,000 per house in carrying costs—delays Sleeping Dog Properties avoids through workforce stability.
Building culture through three core principles
Beyond compensation, Rapczynski has fostered a company culture around his “three C’s” philosophy of communication, competency, and cleanliness. Each principle reinforces employee value while maintaining luxury project standards that attract discerning Boston clients.
“I think at Sleeping Dog, there are three elements of what makes a project path successful,” Rapczynski explains. “First is communication…That’s just a big part of being present and available.” Clear communication ensures that everyone involved shares a common understanding and expectations through regular meetings, project reviews, and feedback sessions, where employees contribute their ideas. This creates an organizational culture that values expertise at every level, from field supervisors to project managers to tradespeople.
Competency forms his second pillar, driving rigorous hiring standards that many firms abandon during busy periods. “I feel like competency is underrated, underappreciated until it goes wrong. My team and I present the best candidates that there are on the market.” New team members must possess both technical skills and an appropriate temperament for client-focused luxury construction, supported by specialized training programs and encouragement of professional certification.
Cleanliness completes the framework, directly impacting safety and client trust. “Cleanliness is next to godliness,” Rapczynski states. Organized job sites show a 40% reduction in accidents, according to OSHA data, while clean work areas demonstrate a company’s commitment to quality for discerning clients. This attention to order communicates respect for clients’ homes, work itself, and fellow team members.
Planning for generational success
Most construction companies survive only one generation, but Rapczynski positions Sleeping Dog Properties differently through systematic workforce development. “I think next generation is where my mindset is right now because I have to be forward-thinking about long planning that it takes to get a company into a position where it can have a second generation.”
This long-term perspective drives investment extending far beyond immediate project needs. Unlike firms that fear training employees who might leave, Sleeping Dog Properties actively nurtures growth, recognizing that skilled employees deliver superior results while they remain. Experienced team members mentor newcomers, transferring technical knowledge, problem-solving strategies, and client relationship skills through formal apprenticeships, cross-training opportunities, and leadership development tracks.
Workers learn to think independently and make decisions aligned with company values, rather than following rigid protocols. This empowerment creates a resilient organization capable of handling complex challenges inherent in high-end construction, from luxury Millennium Tower penthouses to specialized medical facilities like Newton Pediatrics.
Broader industry impact and recognition
Rapczynski’s commitment extends beyond his team to Boston’s broader construction community through mentoring individuals interested in construction careers. “I’ve always sought that from people who’ve gone ahead of me and seen challenges that they presented,” he says about his own mentoring experience. Knowledge-sharing networks strengthen the entire construction sector against workforce shortages through practical solutions rather than temporary fixes.
Industry recognition validates this approach across multiple dimensions. Boston Society of Architects Design Award, four Best of Houzz Awards, and General Contractors Magazine naming Sleeping Dog Properties one of eight “Best General Contractors in Cambridge” from among 40 competing firms demonstrate that employee-first philosophy produces measurable results. Media features in Architectural Digest, Boston Globe, and Boston Magazine reinforce these achievements, while 4.1 out of 5 Glassdoor employee satisfaction rating and 72% recommendation rate provide concrete evidence of workforce happiness.
While competitors struggle with employee loyalty and rising turnover costs, Rapczynski creates a sustainable business model that generates both financial returns and meaningful career opportunities. His approach proves that workforce investment yields competitive advantages that extend far beyond individual projects—from superior project outcomes to enhanced client satisfaction and business durability.
As Boston’s luxury construction market continues expanding amid generational workforce transition, Rapczynski’s employee-first philosophy offers a blueprint for solving the industry’s fundamental crisis. His model demonstrates that treating workers as valuable assets rather than replaceable resources creates sustainable growth, proving that human capital investment remains the foundation of lasting business success.
