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World shares and U.S. futures were mixed on Monday after Wall Street was buoyed by revived hopes for an interest rate cut by the Federal Reserve.The future for the S&P 500 was up 0.2% while that for the Dow Jones Industrial Average was nearly unchanged.Germany’s DAX gained 0.5% to 23,201.85, while the CAC 40 edged less than 0.1% lower to 7,978.77. Britain’s FTSE 100 inched up 0.1% to 9,547.77.Markets in Japan were closed for a holiday.Hong Kong’s benchmark, the Hang Seng, rose 2% to 25,716.50. It got a boost from a 4.7% gain for e-commerce giant Alibaba, which has reported strong demand for its updated Qwen AI app. Alibaba is due to report earnings on Tuesday.The Shanghai Composite index rose less than 0.1% to 3,836.77.Australia’s S&P/ASX 200 gained 1.3% to 8,525.10.In South Korea, the Kospi reversed early gains, falling 0.2% to 3,846.06 on heavy selling of automakers.Taiwan’s Taiex added 0.3% and the Sensex in India shed 0.4%.This week, U.S. markets will be closed Thursday for the Thanksgiving holiday, which will be followed by the Black Friday and Cyber Monday retail rushes.After last week’s ups and downs over AI and Nvidia, traders will focus more on “the backbone of U.S. growth, the consumer, whose spending still drives two-thirds of GDP,” Stephen Innes of SPI Asset Management said in a commentary.Data on the U.S. economy was scarce during the 6-week U.S. government shutdown, leaving investors struggling to parse trends in the economy.“This makes any sniff of holiday activity foot traffic, discount depth, card authorizations disproportionately important. In a data desert, even a puddle looks like a lake,” he said.On Friday, the S&P 500 gained 1% and the Dow climbed 1.1%. The Nasdaq composite rose 0.9%. Nearly 90% of stocks in the S&P 500 advanced.It was a fitting finish for a week that left the S&P 500 just 4.2% below its record but also forced investors to stomach the sharpest hour-to-hour swings since a sell-off in April. The jarring moves are testing investors following a monthslong and remarkably smooth surge for stocks, and they come down to two basic as-yet unanswered questions.Have prices for Nvidia, bitcoin and other stars of Wall Street shot too high? And is the Federal Reserve done with its cuts to interest rates, which would boost the economy and prices for investments?Markets took heart from a speech by the president of the Federal Reserve Bank of New York, John Williams, who told a conference in Chile that he sees “room for a further adjustment” to interest rates.Other Fed officials have argued against a December cut, saying inflation is still too high.In the bond market, Treasury yields eased Friday on hopes for cuts from the Fed. Traders are now betting on a nearly 72% probability of a December cut, up sharply from 39% a day before, according to data from CME Group. That helped send the yield on the 10-year Treasury to 4.06% from 4.10% late Thursday.In other dealings early Monday, U.S. benchmark crude oil lost 43 cents to $57.63 a barrel. Brent crude, the international standard, gave up 38 cents to $61.56 a barrel.The U.S. dollar rose to 156.75 Japanese yen from 156.47 yen. The euro climbed to $1.1537 from $1.1516.Bitcoin was up 1.6%, near $86,000. On Friday, it briefly plunged below $81,000 before pulling back toward $85,000. That’s down from nearly $125,000 last month and brought it back to where it was in April, when markets were shaking because of President Donald Trump’s higher tariffs. Elaine Kurtenbach, AP Business Writer
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Hello and welcome to Modern CEO! Im Stephanie Mehta, CEO and chief content officer of Mansueto Ventures. Each week this newsletter explores inclusive approaches to leadership drawn from conversations with executives and entrepreneurs, and from the pages of Inc. and Fast Company. If you received this newsletter from a friend, you can sign up to get it yourself every Monday morning. Being a life sciences CEO is not for the faint of heart. Drug discovery and patent approvals are costly and time-consuming, and even if an executive can steer a company to clinical trials, theres a very small chance the product will be commercialized. One study says that 90% of clinical drug development fails because the treatment didnt have its intended impact, had the wrong formulations, or harmed patients. You have a business challenge, a science challenge, a clinical trial challenge, and a regulatory challenge, says Kevin Conroy, CEO of the colorectal cancer screening company Exact Sciences. Its like solving a complex puzzle, and theres simply no guarantee of success. When companies do solve that puzzle, the rewards can be huge: As Modern CEO went to press, Exact Sciences announced it was selling to Abbott in a deal valued at $21 billion. Still, biotech and health technology companies are now confronting an additional burden: simmering science skepticism. Pew Research Center found that in 2024, 76% of Americans believed that scientists act in the publics best interest, up slightly from 2023 but down 10 points from pre-pandemic levels. A new survey from Pew shows that 24% of parents of school-age children question whether vaccines have undergone enough safety testing. Rebuilding trust in science Some lawmakers are fanning the flames. Health and Human Services secretary Robert F. Kennedy Jr. has called for changes in the ways vaccines are tested. The White House has cut budgets at the National Institutes of Health and the National Science Foundation, and moved to terminate federal funding to universities, all of which participate in the funding of medical and science research. Conroy says the current environment is a call to action to the biosciences industry to help rebuild trust with the public and lawmakers. How can we in this field show success that brings back a stronger belief in science, in data, in clinical studies, in evidence generation? he asks. I think its our responsibility to do that. According to Conroy, Exact Sciences isnt facing any societal or political headwinds. It makes a colon cancer test (if youre a certain age, youve probably been served ads for its Cologuard Kit) that will screen five million people for cancer this year. Science skepticism hasnt touched cancer screening, he says. People on the left and right are touched equally by cancer. Still, Exact Sciences and other science companies have benefited from an ecosystem of government-funded research, rigorous approvals, and endorsements that make the U.S. a biotech innovation powerhouse. Exact Sciences was founded in 1995 by an engineer who wanted to develop an alternative to colonoscopies, but the company struggled for years to develop a test. Conroy joined in 2009 after meeting with David Ahlquist, a Mayo Clinic physician who had spent 20 years researching noninvasive colon cancer detectionresearch funded by the National Institutes of Health, the National Cancer Institute, and the Mayo Clinic College of Medicine and Science. Exact Sciences collaborated with Ahlquist on an approach that tests a patients stool for abnormal DNA or blood cells that might indicate the presence of colon cancer. Cologuard received FDA approval in 2014, after a huge clinical trial involving 10,000 patients; that same year the Centers for Medicare and Medicaid Services said it intended to cover the test, and the American Cancer Society included the test in its colon cancer screening guidelinesa key recommendation that helped build public trust in the at-home kit. Exact Sciences would not be here without federally funded research at the Mayo Clinic, Conroy says. Follow the data Conroy notes that all businesses can gain from a scientific approachrunning experiments, conceding when something doesnt work (even if youve invested time and money in the research), and following the data. At Exact Sciences, such rigor extends beyond the lab. Before the company launched its kits, the team tested two different product designs for sample collectiona scoop and a container. The team thought consumers would favor the scoop, but research showed 85% of users preferred the container. We would have made a big mistake if we had trusted our gut, Conroy says. A lot of times youre so passionate as a CEO, you skip all of those steps and just bulldoze your way toward the answer youd like to see. Im as guilty of that as the next CEO. I asked Conroy how biotech executives can help restore trust in science and rally support for the broader system of grants and research funding now under fire. He notes that he travels to Washington from Exact Sciences headquarters in Madison, Wisconsin, every quarter to meet with lawmakers, largely to advocate for early detection of diseases but also to talk about innovation and discovery. Every CEO in this field should be doing the same thing. Its too important for Americas competitiveness, he says. Deadline extended Were extending the deadline for Modern CEO of the Year nominations by a few days. If you or someone you know has had a standout 2025, please fill out this nomination form by November 28. Well name the Modern CEO of the Year on December 29. Read more: science in focus This Sam Altmanbacked CEO is using AI to get drugs to market faster The most innovative biotech companies of 2025 Why Jennifer Doudna is one of the 10 most innovative people of the last 10 years
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Every good salesperson knows the 7-step process in which you identify and qualify a prospect to understand their needs, then present your offer, overcome objections, close the sale and follow up. Its proven so consistently effective that its concepts have been the standard for training salespeople for decades. Many business leaders come up through sales and marketing, so it shouldnt be surprising that they try to use similar persuasion techniques for large-scale change. They work to understand the needs of their target market, craft a powerful message, overcome any objections and then follow-through on execution. Unfortunately, thats a terrible strategy. The truth is that the urge to persuade is often a red flag. It means you either have the wrong people or the wrong idea. Effective change strategy focuses on collective dynamics. Rather than trying to shape opinions, youre much better off empowering people who are already enthusiastic about the idea and working to shape networks. The power of persuasion Experts have a lot of ideas about persuasion. Some suggest leveraging social proof, to show that people have adopted the idea and had a positive experience. Others emphasize the importance of building trust and using emotional rather than analytical arguments. Still others insist on creating a unified value proposition. For 35 years, psychologist Robert Cialdini researched which types of communication were effective and which were not. He found that influence is based on six key principles: reciprocity, commitment and consistency, social proof, authority, liking, and scarcity. More recently, Wharton Professor Jonah Berger has used data analysis to come up with his SPEACC framework. In recent years, a number of conversation-based practices, such as Deep Canvassing, Street Epistemology, and the Change Conversation Pyramid, have emerged that focus on a method called technique rebuttal. These focus on listening empathetically to build rapport and identifying common ground, then encouraging the target to engage in metacognition to examine how they arrived at their own conclusions. These all are, for the most part, worthwhile and can be effective. However, its also important to remember that the first two steps in the sales process are identifying and qualifying prospects so that when you are presenting your offer, it is to people who are eager, or at least open, to what youre trying to sell. Nobody would recommend wasting time and effort on trying to sell to those who have no interest in buying. Yet with large-scale change, thats not an option. Your environment will include the entire spectrum, from active supporters to active resistors. That means that for a significant portion of people, persuasive techniques will not be effective. The limits of communication We like to think that our minds work like computers, taking in evidence through our five senses and then processing that information in our brains to arrive at conclusions. Persuasion techniques tend to focus on glitches in that machinery in the form of cognitive biases, in order to get us to see things in another light. Yet we are wired to be social creatures. As we engage in collective action with others, we form group identities and seek to build status amongst our own tribe. Part of achieving the status we desire is showing loyalty and adherence to collective principles, so we take steps to signal to others that we remain loyal members in good standing and expect the same of them. Thats why we are greatly shaped by the people around us. Decades of studies indicate that we tend to conform to the opinions and behaviors of those around us and this effect extends out to three degrees of relationships. So not only do our friends friends influence us deeply, but their friends toopeople that we dont even knowaffect what we think. Thats why communication strategies will always be limited. We can carefully craft messages to align with the influence techniques of Cialdini and Berger, listen with empathy and employ the methods of technique rebuttal to successfully persuade someone to come to our way of thinking. But when they go back and get embedded in their social networks once again, theyre very likely to return to their earlier way of thinking. To wit, when David McRaney, while researching his book How Minds Change, sought out people who left cults or turned their backs on conspiracy theories he found that, invariably, the change in their opinion was preceded by a significant change in their social networks. Why incentives backfire Another common persuasion tactic is the use of incentives, based on the belief that changing incentives will automatically change behaviors. However, incentives frequently fall short and can even backfire dramatically. Sometimes this is due to the same identity and dignity issue that make people resistant to influence techniques, but also because people often act in unpredictable ways that arent immediately obvious. Consider what happened in an experiment where daycare centers imposed fines for parents who were late picking up their children. Instead of cutting down on late pickups, they increased. As it turned out, parents saw the fine as a fee for convenience which they were happy to pay. There is also significant evidence that extrinsic incentives crowd out intrinsic and reputational motivations. For example, in an experiment in which subjects were asked to solve a puzzle, those who were paid a flat fee were much more likely to continue to work during free time than those who were paid for each puzzle solved. Yet there is one kind of incentive that does seem to work consistently and it taps into the same forces of group identity that make people resistant to other forms of influence. Its called prosocial behavior. We are more likely to perform when we understand and identify with who our work benefits than when they are given financial incentives or fed some slogan. In a study by Adam Grant, the performance of call center employees more than doubled when they had regular conversations with people who benefited from their work. Lisa Earle McLeod and Elizabeth Lotardo report in an article in Harvard Business Review that similar results have been found in studies of lifeguards, hospital workers, and sales teams. Going to where the energy is Transformation efforts often center on communication, aiming to build awareness, desire, and knowledge about change, while building a sense of urgency and excitement. So leaders craft persuasive messages and broadcast them widely. Yet, after months of happy talk, they often find their efforts not only fell on deaf ears but also provoked deep, intense resistance. The truth is that change isnt about persuasion, but collective dynamics. Decades of research has shown that change spreads through peer networks rather than communication campaigns. Or, as network science pioneer Duncan Watts once put it to me, ideas propagate through easily influenced people influencing other easily influenced people. Thats why you need to be wary about the urge to persuade. You want to go where the energy already is, not try and create and maintain it yourself. Find people who are already enthusiastic, empower them to succeed and they can bring in others, who can bring in others still. As Watts research has found, even a small initial shift can cascade into massive transformation. The evidence is clear: You dont need to win over everyone at once. If you find yourself spending most of your energy trying to convince the skeptical or overpowering resistance, you are either focusing on the wrong people or you have the wrong idea. Instead of trying to push through, you need to regroup, reassess and identify where your efforts can be better placed.
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The line had just died down at Hong Kongs Apple flagship store on Canton Road when I arrived on what happened to be the release day for the iPhone Pocket, the companys new and very buzzed-about design collaboration between Apple and Issey Miyake Design Studio. I purchased it immediatelya short one in Sapphire blue, as the cross-body version was already sold out. I observed neither pomp nor circumstance with the overwrought packaging, which I shed on the spot despite its velum-bound elegance and prominent Miyake branding. I was on a working vacation after all, and so I simply looped the Pocket around the strap of my nylon cross-body bag and went about my day in a city whose entire experience is all but governed by smartphone technology. I was going to have to use the thing, not just look at it. Awkwardness ensued. Bouncing around on my thigh beneath the weight of my phone, the Pocket felt like a surprising, unwanted appendage. An attempt to access the Mass Trasnsit Railway (MTR) system by tapping my phone through the Pocket failed, which meant I had to remove the phone from the pocket altogether. (I accidentally dropped my phone while trying to quickly slip it back into the Pocket amidst the throngs of fellow passengers hustling past me.) [Photo: Apple] On a quick trip to Shenzhen, China the following day, I experienced a moment of panic before I realized that my Pocket hadnt been pickpocketed, but rather I had simply intuitively placed my phone in my bag, its familiar location, rather than fiddling with my newest accessory. [Photo: Apple] At an eyebrow-raising $229.95 for the crossbody version and $149.95 for the shorter version, the limited-edition iPhone Pocket might simply be dismissed as an overpriced marketing gimmick, despite Apples long history of collaborating with luxury fashion brands. In my case, I am an inveterate fan of the late Issey Miyakes work, which I collect in various vintages and frequently wear. I can simply look at the iPhone Pocket and see its potential for abject failure as a functional design object, and yet the Issey lover in me deeply appreciates the way his studios clothing and accessories challenge commonly held notions around how a piece of cloth should behave. Miyakes designs are infamous, in part, for the way they play against the body, allowing the wearer exceptional freedom in how they position the garment. There is no right way to wear Miyake. The iPhone Pockets pleats not only allow the accessory to morph in shape according to its contents, but it allows that alteration to remain visible. (Similarly, the shape of the ubiquitous Lucent bag, for example, is designed to distort as the bag is filled with objects.) [Photo: Apple] The relationship between Apple founder Steve Jobs and Issey Miyake himself is the stuff of legend: Miyake personally designed the black, mock-neck turtleneck that Jobs infamously paired with his Levis 501 jeans and New Balance shoes. Jobs, like many tech executives since, preferred to adopt a uniform as a means of reducing the cognitive load associated with choosing ones clothing on a daily basis. Indeed, many Miyake megafans, myself included, are drawn to the kind of strangely unique uniformity one may achieve in wearing his clothing. The Pleats Please line, in particular, can be styled endlessly and sits effortlessly against the body in a way that begs for common wear. [Photo: Apple] The iPhone Pocket, in contrast, offers frictionand a lot of it. The Miyake Design Studio team knows it, too: Recently quoted in The New York Times, Yoshiyuki Miyamae, the studios design director, said that design should be leaving things a little bit less defined to allow more creativity from the user side. He also questioned whether the American market was ready for such a development. While its true that Americans are less likely to follow the trend of wearing their phones across their bodies, as is commonly seen in Asia, the iPhone Pocket simply looks strange in a way that may brstle against more practical sensibilities. [Photo: Apple] The sensationalization of the iPhone Pocketit has already been panned by the popular press and meme-ified across the internetposes a stranger version of the initial fervor that surrounded the iPhone itself. (The last time I waited in line to purchase something from Apple was in San Francisco, the day the first iPhone was released!) People dont quite know what to make of it yet, even though Apple does hold a precedent in its 2004 iPhone Sock, a much cheaper and similarly intentioned, if less intentionally designed object. As Miyake Design Studio apparently planned, the onus for the design success of the iPhone Pocket seems to be placed squarely on its owner, which isa risky proposition given the tension it poses, as an object, with the sleek minimalism of Apples design philosophy. In terms of branding, it could be argued that the heavier lift lies with Miyake over Apple, as Miyake holds strong name recognition in Asia, where the iPhone Pocket sold out immediately and where the demand for phone accessories is markedly higher. Its 1994 Pleats Please line has enjoyed a recent surge in popularity in the United States, yet Miyake is a far cry from a household name in America. Apple, on the converse, has a built-in, global audience for everything it produces. [Photo: Apple] Will the iPhone Pocket catch fire, or will it slip into design obscurity alongside so many other tech accessories gone by? Now freshly arrived back in New York City, Ive looped my Pocket yet again onto a sturdy leather bowler handbag along with a few other small charms for added flair. Im willing to give it another try, and am ready for the conversation (and the criticism) that will inevitably follow me.
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At 3:20 a.m. on January 8, Steve Gibson and his wife were jolted awake by a phone call: the Eaton fire was approaching their home in Altadena, California, and they had to evacuate. We left in about 15 minutes, Gibson says. So we only took our passports, our insurance papers, three pairs of underwear, and our little dog, Cantinflas. They thought that theyd be able to come back within a few hours. But they soon learned that their houseand their entire blockhad been destroyed. They spent the next few weeks moving from short-term rental to short-term rental, and finally moved into an apartment, though they knew that insurance would only cover the cost temporarily. Then they faced the next challenge: what would it take to rebuild their home? Cleared residential lots, with the San Gabriel Mountains in the background, in Altadena, California on August 21, 2025, [Photo: Robyn Beck/AFP/Getty Images] More than 10 months after the L.A. fires, the rebuilding process in the fire zone is painfully slow. In Altadena, where more than 5,000 houses burned in the Eaton fire, only a few hundred are currently being rebuilt. (Only one, an ADU, has been completed as of mid-November.) But someincluding Gibsonsare moving faster than others because homeowners have turned to prefab construction. Prefab companies like Villa, Cover, and Samara are all working on projects in the fire zone, as well as in the nearby burn areas in Pacific Palisades and Malibu. Some companies that initially focused on making backyard ADUs have expanded into full single-family prefab homes in the area, helping fire survivors rebuild more quickly. And as more homeowners choose prefab after the disaster, the approach could become a more mainstream option for new construction, even outside fire-prone areas. Before the fire, I had never thought of a prefab home, Gibson says. The small house that he and his wife lost, where theyd lived for 24 years, was built in the 1920s. Theyd always lived in traditional homes. But when they started to research the timelines for a new traditional build, they were told it would take two or three years. A prefab home, in theory, could take months. [Photo: David Esquivel/UCLA] A faster way to build The couple started working with a company called Cover, which builds components like wall panels in a factory in the nearby city of Gardena, and then assembles the pieces on the building site. After getting permits, building all of the parts for Gibsons house took roughly a month in the factory; assembling it on the lot is taking a little more than two months. Gibson and his wife hope to move in before the end of the year. Top left: Gibson’s house, under construction. Lower right: a rendering of the final construction. [Images: Steve Gibson, Cover] Prefab is much faster because we move most of the complexity into the factory, says Alexis Rivas, CEO of Cover. Our wall panels, floor panels, roof panels are made in the factory with insulation, with waterproofing, with a lot of the mechanical, electrical, plumbing, already fabricated. And then what’s happening on site is primarily assembly work. [Image: courtesy Cover] The design process can also happen quickly. While some companies, like Cover, offer more customization, others offer preset designs. And while traditional construction moves in a strict sequence, and a delay from one subcontractor slows down the whole process, factory-built homes run multiple production lines in parallel. [Image: courtesy Cover] Pouring the foundation and other site work can also happen at the same time. Insidethe factory, each step is also more efficient. Instead of having to reach at an awkward angle to install a duct in a ceiling, for example, a work station is set up ergonomically, and the work can happen faster. Right now, relatively few homes have started construction in the fire zone. But more than 2,300 are at some stage of the permitting process, and next year, building a traditional house will also face the additional challenge of trying to find construction crews. [Photo: Villa Homes] “If you fast-forward six months, nine months, 12 months down the road, with a lot of construction activity, the labor base of trades and subcontractors is going to be really, really, really stretched,” says Sean Roberts, CEO of Villa, another prefab company working with homeowners in Altadena and Pacific Palisades. [Photo: Villa Homes] “That’s going to make building traditionally on site really hard, if you can even do it. That will drive cost up. It will drive speeds way slower. It will create a lot of uncertainty. So our approach is do it in the factory. The benefit of that is the amount of labor that we need on site in Altadena basically acts as a force multiplier.” Villa takes a different approach than Cover, building modules that arrive fully constructed rather than flat panels. “The blinds are on the windows, the appliances are init comes pretty much close to done,” Roberts says. [Photo: Christopher Nelson/courtesy LA4LA] A range of options There are a wide range of prefab options for homeowners to pick from, both in terms of style and price. Because many homeowners aren’t necessarily familiar with prefab housing, UCLA’s cityLAB, a design research organization, has temporarily installed a showcase of six different homes on an empty lot in Altadena. “Our sense was that folks are sort of arriving at this conversation with a bias,” says Ryan Conroy, cityLAB’s director of architecture. “Manufactured and prefab homes carry a sort of stigma often that doesn’t track with the quality of the building construction or the diverse architectural styles they come in, and really just the way technology has changed. In one sense, that needs to be seen for itself: folks need to be able to walk through. They need to understand the quality and the livability of some of the homes.” [Photo: Villa Homes] Many options, like Cover’s, have a modern aesthetic inspired by California’s Eichler and Case Study homes. Others, including some models that Villa designed specifically for Altadena, nod to the traditional 1920s Craftsman homes that were common in the neighborhood. Some are higher end. Villa’s are affordable, with the base cost before site work starting as low as $147,000. “These are simple homes,” says Roberts. “These are not high-end, luxury builds. But they are representative of what the neighborhood was.” [Photo: Villa Homes] The more affordable options can help homeowners who don’t have enough insurance coverage to rebuild an exact replica of the home they lost. In a couple of cases, prefab home companies are donating some homes to fire victims who couldn’t otherwise afford to rebuild. Many of the options are more sustainable than what was lost. Cosmic, a startup that uses a mobile “micro factory” to build homes with robots, is building ultra-efficient all-electric homes in the fire zone. Like other new construction in California, everything comes with solar on the roof to help reduce emissions and electric bills. The new builds are also safer in fires. Cover, for example, builds with steel instead of wood. Some projects are also using prefab to rebuild multifamily buildings. Beacon Housing, for example, recently got a grant from the Altadena Builds Back Foundation and Pasadena Community Foundation to build a small prefab bungalow court with 14 units for low-income residents. The bungalows will be built by Clayton Homes, which makes manufactured housingwhat used to be known in the past as a trailer home, though the quality is very different now. The UCLA team also created a guide that homeowners can use to learn about relative costs and timelines and how prefab construction works, including the fact that it can offer more certainty. “I think what’s as attractive as this sort of expedited format is actually just knowing exactly when it will be done, which doesn’t necessarily track with traditional construction,” Conroy says. [Photo: David Esquivel/UCLA] A long road to rebuildbut a turning point for the industry Even with faster construction timelines, prefab homes still face challenges. Although the local government has tried to streamline the post-fire paperwork processfor example, L.A. County set up a one-stop center for permitting in Altadenabuilders told me that they still face bureaucratic delays. On some blocks, depending on how much infrastructure was destroyed in the fire, homeowners might face other delays connecting to utilities. Others may need to do more work to remediate their lot to make it safe to build. But several prefab projects are underway in Altadena, and it’s likely that many more people will choose that path. “This is a multiyear effort here,” says Roberts. “But doing at least some portion of the rebuild with factory-built homes is going to help get the community back up on its feet a heck of a lot faster than doing everything traditionally and on site.” As it expands, it could help the industry become more mainstream. “This feels like a catalytic moment for the industry,” says UCLA’s Conroy. “More than anything, its a chance to pull prefab into a building scale that actually matches how infill gets built across Southern California. Before the fires, prefab was basically split: either a single ADU box, or big multifamily projects with enough repetition to justify the factory work. Now we’re seeing builders get comfortable using prefab for larger single-family homes and smaller multifamily projects, and that familiarity is what will push prefab beyond the burn area.”
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E-Commerce
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