THE LONG GAME: PROFIT, PUBLIC GOOD, AND PLACE

Ask any developer what drives their work, and most will give you the obvious answer: profitability. But in Ray Nothstein’s experience, that’s only part of the equation — especially when you’re developing thousands of acres over decades.

Wesbild’s approach to Burke Mountain was rooted in the same mindset that shaped Westwood Plateau: if you’re going to be in a community for a long time, every decision should make sense not just for the next quarter, but for the next generation.

RAY: “The public good actually weighed heavier on the spreadsheet. The company knew they were in a community for a long time. When you’ve got a buildout that’s going to take decades, you don’t make short-term decisions.”

The Difference Ownership Makes

When Burke Mountain was sold by the province, some critics argued it should have been divided among multiple owners. Ray saw it differently.

RAY: “One company got to think the whole thing through, rather than a number of people owning parcels here and there. That made it possible to create a more cohesive plan.”

That cohesion meant amenities and infrastructure could be timed and located with intention, instead of as an afterthought.

Planning for Place, Not Just Product

For Ray, the goal was never simply to sell lots. It was to build a place people would want to call home — a place with parks, trails, schools, and a village core, all integrated into the design from the beginning.

He points out that when you’re holding land for decades, flexibility is crucial. Markets shift, housing preferences change, and a plan that looks perfect today might need to be rethought tomorrow.

RAY: “If the market was changing and a 6,000-square-foot stucco palace wasn’t selling, then perhaps we should find something else. Owning property through multiple markets means you have to be able to move.”

Why Short-Term Thinking Fails

In smaller projects, budget constraints and quick turnarounds can force developers into purely spreadsheet-driven decisions — cutting corners or avoiding investments that won’t pay back immediately.

At Burke Mountain, the opposite was true.

RAY: “Short-term decisions bite you in the ass. The long-term over the project allowed for better decisions.”

The story of Burke Mountain isn’t just about a master-planned community. It’s about the discipline — and patience — it takes to build something that will last. In Ray’s view, the real measure of success is whether the community thrives long after the last lot is sold.