Twenty-five years after launching Logel Homes with a modest townhome project in Canmore, Alta., founder Tim Logel recently returned for what felt like a full-circle moment: Cutting the ribbon on a multi-family commu-nity in Three Sisters Mountain Village. It was a special experience that he got to share with his sons, Brayden and Kevin, who are now also an integral part of this family business.
Based in Calgary, award-winning Logel Homes is one of Alberta’s largest multi-family builders, with about 2,500 units in its construction pipeline. Approximately 85 per cent of the company’s projects are midrise condominiums, with the rest comprised of townhomes and select construc-tion management projects for clients.
They’re not just big; Logel Homes has been recognized by both industry and consumers. The company has won BILD Calgary Region’s Multi-Family Builder of the Year award six years in a row, is a leader in customer satisfaction awards, and has been designated one of Canada’s Best Managed companies for more than seven years, earning them platinum status. Over the years, the company has earned a 4.9 Google status.
The company’s volume allows it to capitalize on process efficiencies and savings, but it’s the commitment to continuous improvement and honing a top-notch customer experience that has propelled Logel Homes to impressive growth.
FROM FARMING ROOTS TO WESTERN OPPORTUNITY
Tim Logel grew up in Waterloo, Ont., where he first discovered the satisfaction of building with his hands while helping his father and uncle construct a cattle barn. “That experience of helping to frame the building is part of my DNA and it’s never left,” he says.
He set sights on getting into real estate, and his father urged him to head to Calgary, a growing city that needed housing. So Logel made the move out west. He began in real estate, then joined a single-family builder as a new home salesperson. Over 23 years, he worked his way up to vice-president, helping to build sales teams, and learning marketing, land acquisition and more before heading off on his own to start Logel Homes, joining his local Home Builders’ Association not long after.
“I always had it in my mind right from the early days that I did want to become a homebuilder,” Logel says. “I didn’t know what that would look like, but with the help of friends in home building and development, I was able to start our family business.”
His sons joined the effort when they were young, also learning the ropes. For Logel, seeing the second generation not only join the company but embrace the same passion has been one of the most rewarding parts of the journey, and you can hear the pride in his voice when he speaks about his sons’ contributions to Logel Homes.
Kevin is the construction manager, overseeing the construction of all multi-family developments, from initial surveys to turnover to the customer. He’s been working in the family business nearly full-time since the age of 20, and says construction was a natural path for him. “I always found that creating some-thing tangible like we do – providing housing – is just very, very inspiring. The whole process and navigating your way through different challenges with an awesome team of trades and suppliers, is thrilling,” Kevin says.
Brayden serves as company president, helping oversee strategy, acquisitions and approvals for new projects. “What I find the most rewarding about the business is that we’re here every day looking how to innovate and learn from our customers and working on different ways to exceed their expectations and differentiate our product,” he says.
That combination of a quality product and commitment to their clients is woven through the entire business, including the extended strong and talented team, and Logel Homes is focused on getting better at what it does each year.
BUILDING FOR PEOPLE, NOT JUST INVESTORS
One of the clearest ways Logel Homes differentiates itself is who the company is building for. “What’s unique about Logel Homes is that we’re very much focused on people that want to live in the home,” Logel says. That focus influences the company’s designs, upgrade options, sales strategies and even the pace at which projects must be delivered.
A key component of that end-user focus is customization at scale. Logel Homes offers more than 2,000 upgrades and selections across its projects – a remarkable level of customization in the multi-family space. Buyers work with professional designers and can tailor almost every element within the unit to their preference, enabling them to make the space their own. “There are no structural upgrades, but pretty much anything else within the home has a variety of options,” Logel says. “It is something that we’ve perfected over the years.”
That customization is supported by a large, immersive show-home program. Across its active communities, Logel Homes recently opened 45 different show homes, with each development featuring a sales centre, multiple model suites and, in newer projects, a design centre. The goal is to help buyers see how a condo can feel personal, specific, and deeply livable.
In the multi-family market where standardization is the norm, that sense of ownership before possession becomes a competitive advantage. As Logel puts it, customers feel they can have a personal touch on their unit the same way as if they were building a custom single-family home.
EFFICIENCIES AS A STRATEGY
In many major Canadian markets, the long development timelines and subsequent pricing structures of condos and multi-family unit can result in investors being the primary purchasers. Logel Homes has carved out a different path. The company is a leader in build times, moving a 100-unit building from groundbreaking to first possessions in about a year.
This efficiency comes from repetition, process discipline and a long-standing network of trades and suppliers. It’s also driven by prefabrication: Every apartment building Logel Homes constructs uses off-site prefabricated wall systems, and some also include prefabricated floor systems. That head start accelerates the rough-in and finishing phases while strengthening consistency and quality control.
“With each new project and each new building, we were able to improve our efficiencies, our quality, and our ability to differentiate from our competition through innovation,” Logel says. After completing 70 buildings, those gains have compounded. The company’s schedule performance has improved alongside customer satisfaction, referral rates and its overall capacity to deliver more homes without losing control of customer experience.
Thanks in part to Calgary’s housing market, which has remained comparatively affordable even while welcoming significant migration and rapid growth, those efficiencies allowed Logel Homes to keep its units competitively priced. Apartment/condo units start at $219,900, and townhomes from $389,900, furthering their appeal.
CUSTOMER EXPERIENCE AT THE HEART OF IT ALL
For all its operational sophistication, Logel Homes returns repeatedly to one theme: Customer experience backed up by quality construction. The company has won customer satisfaction recognition 10 times and truly values referrals, recommendation rates and direct feedback.
“We really have relied heavily on our customer feedback,” Logel says. “It’s all about the people.” Buyers are surveyed at one month and again at 13 months after posses-sion, with one key question carrying weight: Would they recommend Logel Homes to friends or family?
The company is currently averaging a 91-per-cent recommendation score at the 13-month mark – well above what Logel describes as an already strong Calgary industry average in the low-to-mid 80s. About 25 per cent of annual sales come from past customers; evidence that the company’s systems, people and product are aligned. “What drives us is the happiness of our customer and our team members,” Logel says.
Being so customer-focused relies on a strong internal culture. Logel Homes has grown from about 30 people six years ago to roughly 90 today, yet it maintains a hands-on approach. Rather than relying exclusively on digital portals, the team remains phone-based and highly engaged. Quality and service are intentionally intertwined throughout the entire homebuilding process.
GROWTH, DIVERSIFICATION, AND GIVING BACK
Logel Homes continues to expand its condominium and townhome portfolio and has broadened its business model to act as a general contractor and construction manager for clients building purpose-built rental or other multifamily projects. But growth for the company is also about stewardship.
It has long supported community initiatives, including a Calgary Women’s Emergency Shelter operating under the FearIsNotLove organization, and has participated in the Resolve Campaign to End Homelessness. One particularly meaningful effort was the James House homeless shelter, named after Logel’s father. “That was probably our greatest endeavor for the community,” he says. “As a team, our company all participated the construction of the homeless shelter, which was very rewarding.”
WHAT COMES NEXT FOR LOGEL HOMES
The Logels are keen to continue their work in Calgary and Canmore, encouraged by strong response from their buyers, a young team and a clear strategic identity. There are certainly more awards in their future (most recently, Logel Homes picked up three wins in the 2026 CHBA National Awards for Housing Excellence). Yet it’s the happiness of their customers and their team members that drives father and sons.
Brayden emphasizes that their real aspiration is not just to get bigger, but keep growing that legacy of quality and care. When speaking of the future, he wants to remain the top choice in Calgary for multi-family homes. “That vision of really driving value for our customers and exceeding their expectations is something we’d like to carry forward,” he says.
For his part, Logel Homes’ founder Tim is still very energized about his career and the company he’s built, and is looking forward to keep doing what he loves along with Brayden, Kevin and their entire extended team.
“Being involved with this industry and having the opportunity to specialize and improve my skill sets is very rewarding,” Logel says. “There’s always something that comes to mind to improve the business, and I think that that keeps me excited. When you start with a vacant piece of land and then you walk it later with people living there, enjoying it and hearing positive comments, it’s extremely rewarding. We’re very fortunate to be in the home building business.”
