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[Stephen’s portrait — photo to be supplied]

Founder · Pereff Development Group

Stephen Pereff

Plano, Texas · In commercial construction since high school · Building since the early 1980s

“When something gets hard, the question is whose name is on it. On ours, the answer is mine.”

— Stephen Pereff, Founder & Owner

The story

Where this started — and why it matters for your project.

My father was an electrical contractor — he owned a Tulsa, Oklahoma-area firm of over 300 employees, making him one of the largest MEP contractors in the nation. His firm completed projects for condominium and multifamily builders in the early 1980s, with 7,000+ units and over 1,000 acres developed. I was on those sites from the time I was five years old. Standing next to the people who made those buildings happen, watching how a piece of raw land becomes something people call home — by then I already knew the building life was meant for me.

“I learned development the way you learn a language: by living in it.”

The development side came later, from Bill Anderson — the developer behind the “Mansions Apartments” brand in Texas. Bill taught me how to negotiate with cities and structure 40-year fixed-rate non-recourse apartment loans through HUD programs that go up to 98% LTV — GNMA-backed securities with AAA credit enhancement. Government-grade financing structures that most contractors have never heard of, let alone used. I didn’t just learn the mechanics — I built projects this way, navigated the full year of HUD review, and closed. Twenty-five years later, those relationships with healthcare bank underwriters are still how I help doctors get deals done that their bank’s commercial lender can’t.

I founded Pereff Development Group in October 2011 to bring all of it under one accountable team. Twenty-five-plus years of commercial construction experience and real estate development — design, permitting, financing, and construction — without the hand-offs, the consulting fees, or the assembled team that doesn’t talk to each other. We call it the One Source Solution. No competitor offers it the same way, because no competitor has the RE development background to do what we do at the financing and city-negotiation level.

“I don’t send a junior PM. That’s how change orders happen.”

At 53, I’m personally on every project, every week. I walk each site looking for quality issues and ways to expedite the schedule. Every project has its own designated superintendent — first on site in the morning, last to leave at the end of the day. That’s the right way to do this. I know how much a doctor makes per operatory per month. I know what it means when we miss their open date. We don’t miss open dates.

What I believe

The four things I won’t compromise on.

These aren’t marketing principles. They’re the conclusions of 25+ years of watching what goes wrong when contractors optimize for winning contracts instead of delivering projects.

Doctors don't deserve change-order traps.

Most contractors give you a fake-low square-foot number up front to win the contract, then bury you in change orders for the holes and busts in the plans. That's not how we operate. We tell the client the real number in the design phase — when the bank gets the proforma — because that's when there's still time to do something about it.

One superintendent per project. First on, last off.

We run a heavy field organization. Every job has a superintendent specifically designated to that one project — on site before any subcontractors show up and the last one to leave every day. Most competitors send one super to cover multiple jobs to save money. That's a quality-control problem that causes delays and miserable client experiences. We don't do it that way.

Tell the client the real number before the loan closes.

The bank gets a proforma during our design phase. That number is the real number — value-engineered against actual market costs, with real contingency. We've met doctors' bank budgets or come in under budget on every healthcare project we've completed. That record is not an accident. It's the result of bringing construction cost discipline into design development, not after.

If a competitor is the better fit, I'll tell you.

This is a long game. The North Texas healthcare community is small, and 100% of our business comes from repeat clients and referrals. If I tell a doctor that another GC is better suited for their specific project, and that turns out to be true, they trust me for the next project — and the one after that. The referral network is built on honest calls, not won contracts.

Direct access

Reach me directly.

No sales team. No auto-responder. I read every project brief personally and respond within 4 hours during business hours.

Family & community

In the community — what comes next.

We are in the process of creating a sports scholarship program for young women who do not have the means to play sports at the club level. This came from our own experience creating college D1 athletes within our family — and from recognizing how many “hidden future stars” don’t get the chance to develop because their families can’t afford the club fees, travel, and coaching that elite athletic development requires. Details will be announced as the program takes shape.

The North Texas DFW healthcare network — the doctors, developers, and professionals we’ve built for over the last 15 years — has been the source of 100% of our business through repeat clients and referrals. That network runs on trust built project by project. That’s why every decision we make on a project, from the first design meeting to handing over the keys, is made with the long relationship in mind, not the next invoice.