What Transparency Means at Envoy

A joint message from Scott Baldwin, CEO & John Barbee, COO.

At Envoy, transparency isn’t a buzzword—it’s the foundation of how we operate. In an industry where complexity, costs, and conflicting priorities often create friction, we choose to lead with clarity, accountability, and truth—even when it’s uncomfortable.

Transparency means we don’t hide the ball.

Whether we’re sitting down with city officials, collaborating with trade partners, or walking clients through a contract, we’re upfront about budgets, constraints, risks, and expectations. It shows up in tangible ways: open-book contracting, consistent scope leveling, clearly stated assumptions, and honest conversations early in the process. We believe transparency builds trust—and in construction and development, trust is the currency everything runs on.

Why trust matters more than ever.

In both public and private sector development, success doesn’t come from plans on paper, it comes from trust earned in the field. We know that when trust is strong, projects move faster, problems get solved earlier, and outcomes are better for everyone involved. That’s why our clients come back, our partners bring us into the room sooner, and communities choose us to shape the places that matter most.

We don’t chase deals. We build lasting reputations. That means clear communication, shared expectations, and total transparency from day one. We bring our partners into the process, not just to inform them, but to empower them. Because at Envoy, trust isn’t a tactic. It’s the foundation.

That’s why we don’t just build structures. We build relationships. We take time to explain our process, lay out contingencies, and invite our partners into decision-making. Our goal is never to "just get the deal done." Our goal is to build a reputation that stands long after the ribbon is cut.

Dispelling the misconceptions.

One of the biggest misconceptions about Envoy is that we’re just another developer looking for a return. The truth is, we build like owners—because we are owners. We’re not here to cut corners or disappear when a project is finished. We live and work in the communities we develop. We care deeply about what happens after the opening day because we’re often the ones still operating or managing the property.

Another misconception is that we’re too corporate to be personal. In reality, we’re hands-on. We know our clients by name. We take pride in helping local businesses grow. And we show up to meetings with our sleeves rolled up, ready to solve problems.

There’s a common misconception that public-private projects are driven by politics or backroom deals, but the reality is far different. These projects are among the most heavily scrutinized, requiring formal RFPs, public meetings, and layers of accountability at every step. What many don’t see is the immense amount of time, manpower, and financial risk involved long before a deal ever reaches the closing table. The win-to-loss ratio in this space is low, and success requires relentless coordination with planners, elected officials, and the community. Simply put, you don’t get to the finish line without navigating a fully transparent and very public process.

What transparency looks like in real life.

Take our recent fire station project. Instead of burying potential challenges in the fine print, we presented a Guaranteed Maximum Price (GMP) with open assumptions—fully knowing it would likely invite questions. We sat down with city officials and walked through everything: funding caps, timeline pressures, and property acquisition hurdles. Rather than push a fast answer, we worked together to find the right one.

In another project, we faced irreconcilable issues with the contract structure. While some companies might have quietly exited, we did the opposite. We were upfront from the beginning, even when the conversations were hard. And when it became clear the best decision was to transition off, we made sure the client wasn’t left holding the bag. We shared every detail: subcontractor negotiations, cost tracking, and project documentation. We helped onboard the next team and ensured a smooth handoff. That’s what transparency—and integrity—looks like in action.

Investing in better systems and communication.

Looking forward, we’re building even stronger tools to support trust and transparency. From Procore to live client dashboards, we’re making it easier for stakeholders to see project progress, monitor costs, and understand risks in real time. We don’t want surprises—for our clients or our teams.

We’re also training our teams to think like owners, not just task managers. That means spotting potential design disconnects early, asking tough questions sooner, and making decisions with the end user in mind. Anyone on-site can walk in and immediately see what’s tracking and what’s slipping. No gimmicks. No gatekeeping. Just shared accountability.

What we stand for.

At the end of the day, the one thing we wish more people understood about this industry—and especially about Envoy—is this.

When we say we build like an owner, we mean it. We approach every decision with the same level of responsibility and foresight as if it were our money, our building, and our name on the door. It’s not just about how a project gets built. It’s about who it’s built for, and how it will serve them 10, 20, even 50 years from now. That’s the standard we hold ourselves to, and it’s the trust we offer to every client we work with.

Transparency at Envoy is not optional. It’s expected. It’s how we build trust. It’s how we build community. And ultimately, it’s how we build better relationships and communities.