Kurtis Fritz – Wolverine Building Group

Kurtis Fritz never had to look far to find the kind of work that would inspire him. Growing up in a family steeped in the trades, he spent weekends and summers helping his dad build houses. What started as simple hands-on work quickly revealed the pride in shaping a place someone will call home. By the time he reached college, the choice felt natural. He earned a degree in construction management from Michigan State University. He stepped confidently into a field where he could blend practical skills, people-focused leadership, and a drive to see projects come to life.

His early years were marked by broad learning. Fritz worked in project management and estimating roles spanning single-family residential work, industrial construction, commercial sites, public-sector projects, and capital improvements. He even experienced the owner’s representative side of the industry. These varied environments deepened his understanding of how every decision, from the jobsite to the boardroom, influences the final result.

Fritz credits that exposure with shaping his leadership approach. He learned to see every project through multiple lenses and understand the pressures facing tradespeople, managers, clients, communities, and corporate stakeholders. That perspective, he says, makes communication and collaboration far more effective.

In April 2018, all that experience converged in a new role with Wolverine Building Group, one of the country’s most respected construction firms. The company is known nationally as a construction leader that positively impacts people and communities. Specializing in industrial, multi-unit residential, healthcare, office, retail, and restaurant construction, the company’s team of master builders brings vision, innovation, integrity, and craftsmanship to diverse projects.

Fritz first joined Wolverine as a project manager, supporting everything from early business development through construction, with an emphasis on identifying the right partners and opportunities to position teams for long-term success.

That ability to pair relationships with risk management soon propelled him into larger responsibilities, culminating in his promotion to vice president of construction in 2025. Today, he leads teams, steers strategy, and helps drive Wolverine’s continued growth across a rapidly evolving housing market.

Shaping modern multi-unit projects

Fritz’s portfolio at Wolverine has largely focused on multi-unit residential development, a sector defined in recent years by shifting market pressures, new resident expectations, and rapid technological advances. When he joined the company, much of his focus involved apartments and hotels. That remains true, but the projects themselves look far different from what they did even a decade ago.

One of the most significant changes is the mix of unit types. In the past, developers leaned heavily toward one and two-bedroom layouts. Today, Fritz says the landscape is far more diverse, reflecting the needs of students, working professionals, young families, multigenerational households, and retirees all seeking flexible, attainable living options.

“There is no one-size-fits-all anymore,” he says.

New developments now include studios, microunits, traditional one- and two-bedroom layouts, and larger three- and four-bedroom apartments, depending on the community’s goals. This shift challenges designers, builders, and owners to think creatively about space planning, materials, circulation, and amenities.

Technology is reshaping these buildings just as dramatically. Ten years ago, Fritz notes, running conduit through walls for access control and security was standard practice. Now, those systems are Bluetooth-enabled and battery-powered, reducing infrastructure requirements and offering greater adaptability.

“The pace of improvement has been unbelievable,” he says.

He sees the same trend playing out in amenities. Pool decks and tennis courts once dominated conversations around resident lifestyles. Today, the must-have spaces and experiences look different. Pickleball is among the most commonly discussed features during planning. EV charging is also rapidly increasing in demand. Developers may install just a few charging stations today but are investing in underground infrastructure that will support exponential growth.

“Our job is to design and build what residents will need years from now, not just on opening day,” he says.

Recent projects highlight this forward-looking mindset and Wolverine’s focus on cost-certainty and schedule discipline. Wolverine has found the best approach to modern challenges in the housing sector is to bring the construction team in during the early stages of planning. This enables heightened awareness and timely decision-making, minimizing the risk of redesign and cost overruns.

VISTA Uptown in Brighton, Michigan, is a 233-unit market-rate apartment building that stands four stories above a parking garage. Completed in April 2025, it is the largest single building project in the town’s history. At the same time, The Lofts at Lumber Square in Petoskey, Michigan, is nearing completion as a 60-unit workforce housing development designed to address the affordability challenges in Northwest Michigan’s tourist communities.

These projects reflect both the need and the opportunity in today’s housing environment, where protecting the financial model and delivering predictable outcomes matter more than ever. Over the next several years, Fritz expects his team to continue leading work in affordable housing, market-rate developments, hotels, and senior living.

Leading people & building teams

Fritz’s rise into executive leadership did not come from holding a title or overseeing a large roster. It comes from years of mentoring others, taking ownership, making difficult decisions, and learning from every hire, every challenge, and every project.

He has always gravitated toward leadership roles. As a kid, he stepped in to help teachers run classrooms. In college, he naturally took charge of group assignments and student activities. He watched his father manage crews and run jobsites with confidence and care. He grew up in a family where his parents organized gatherings and took responsibility for bringing people together. That environment shaped his belief that leadership is as much about service as it is about direction.

“I can teach leadership qualities, but I cannot teach work ethic and drive,” he says.

He views it as his responsibility to model both. His goal is to inspire people by how he approaches every day and every situation. He believes deeply in coaching, communication, and honest conversations. He also believes that leadership requires adapting to each person rather than expecting everyone to adapt to him.

“Everyone is different, and you have to understand who they are, what drives them, and where they struggle,” he says.

This individualized approach is fundamental in an industry where stress levels are high and timelines are tight. Fritz checks in frequently with his team not only on project issues but on their lives and their well-being. When something feels off, he addresses it directly and with empathy.

His team today includes senior project managers and additional support staff responsible for diverse developments across Michigan and beyond. He takes pride in supporting their professional growth, offering guidance, creating opportunities, and encouraging people to challenge themselves. He sees his role as helping others reach their potential.

“That is where the sky’s the limit,” he says.

He also draws heavily on his experiences with both successful and unsuccessful hires. Those moments have taught him how to ask more profound questions, assess organizational needs more clearly, and build teams with the resilience and chemistry needed for long-term success.

Looking to the future

The construction industry faces significant headwinds in the years ahead, particularly a shortage of skilled labor. West Michigan, like many regions, is working to attract more young people into the trades. Programs and partnerships are beginning to take shape, but Fritz sees the demand outpacing supply for the foreseeable future, especially in carpentry. Many highly skilled carpenters are nearing retirement, and companies across the country are responding by bringing more work in-house, investing in training, and developing quality control systems to maintain standards. That clarity and transparency, he says, are essential for earning long-term trust with developers who rely on accurate pricing and dependable timelines.

“Finding warm bodies is easy, but finding people who truly know what they are doing is the challenge,” he says.

Despite these pressures, he remains optimistic. He believes construction continues to offer meaningful, rewarding careers for those willing to learn the craft and dedicate themselves to continuous improvement. Strong wages and long-term demand only reinforce the opportunity.

For Wolverine, the future remains defined by growth. The company’s mission to positively impact people and communities continues to shape its decisions and its culture. Fritz sees his role as fostering efficient project execution, supporting teams with clarity and energy, and ensuring that every project leaves a positive mark on the places where people live, work, and gather.

Outside work, he spends his time with his wife and two young sons, often outdoors, fishing, boating, golfing, playing sports, or snowboarding in the winter. Those moments recharge him and remind him why the work matters. At its core, building homes, apartments, and communities is about creating places where families like his can thrive.

As the industry evolves, Fritz will continue shaping Wolverine’s impact on housing and community development through a leadership style built on empathy, accountability, and a belief that every project is an opportunity to make life better for the people who will someday call it home.