Richter + Ratner is an expert in high-end projects and has completed retail projects for UNIQLO (pictured) Rolex, Prada, Elie Tahari and Bulgari.

For a company to remain successful for three generations and 95 years is no small task. “Competence and integrity are key to success, as is anticipating market changes,” Michael Ratner says. A dose of luck and being at the right place at the right time doesn’t hurt either.

The company was founded as a woodworking shop in 1912 in Brooklyn by David Richter. Son-in-law Charles Ratner joined the firm in 1934.

“We did storefronts and interiors,” says Michael Ratner, CEO and grandson of David. “Woodworking and construction were closely intertwined in those days.”

In the 1940s, the firm began forging close relationships with architects who were involved in nationwide projects for retail stores.

Richter + Ratner specialized in woodwork and cabinet work in those retail projects as well as high-end residences and offices designed by those same architects.

“We built relationships in all the major markets,” Ratner explains, and by 1971, “we had the technology to run a 50-state payroll.”

Richter + Ratner is based in New York City and provides construction management services across the country. The firm remains an expert in high-end projects and has completed retail projects for Rolex, Prada, UNIQLO, Elie Tahari and Bulgari.

In addition to building highly visible flagship stores, Richter + Ratner’s portfolio includes corporate headquarters, landmark buildings, institutional facilities and high-end residences for entrepreneurs and celebrities.

The firm has worked on notable New York buildings, such as the Sheila C. Johnson Design Center at Parsons The New School For Design, designed by Lyn Rice Architects; the José E. Serrano Center for Global Conservation at the Bronx Zoo with FXFowle Architects, as well as the Museum of Modern Art, The Spence School, the Soho Epicenter and Professional Children’s School.

President and COO Marc Heiman points to the Uniqlo project in New York’s Soho, which was completed last year. The $24 million, 36,000-square-foot flagship store for the Japanese apparel company needed to be completed by Nov. 10, 2006. “The project was built on an extremely fast-track schedule of eight months, and included unforeseen conditions, emergency restoration, the installation of technical displays and the removal of floors,” Heiman explains, “not to mention existing tenants and the building’s landmark status. Emphasis was placed on careful coordination. We don’t miss dates; we can’t. This is our reputation we’re talking about.”

Culture of Integrity
Heiman, who is the first executive who is not a member of the Richter + Ratner family, has helped shift the types of projects the firm undertakes and the methods it uses to complete them. “Marc has a lot of experience in out-of-the-ground projects,” Ratner explains. “We’ve begun taking a more construction manager at-risk approach, getting involved in the beginning with budgeting and scheduling.”

Heiman says that after he joined the firm, he was impressed with the level of honesty and integrity. “You hear a lot of stories about companies that come and go, but to survive in this industry – to survive in this city – you have to have those values.”

Heiman stresses the importance of having two sets of eyes watch over each task, and he says an open-door policy with employees is essential. Management, especially, must uphold the corporate value of integrity at the core of all its operations.

“Corporate culture gets passed down,” Ratner says. “It’s a reflection of the ethics of the people who run the company. Marc will not tolerate any type of straying from those values. He won’t allow it and I won’t allow it. That’s why oversight of a project at each level and constant reviews are important. Nothing should fall through the cracks.”

Moving Forward
Richter + Ratner plans to continue its rich history in the retail market, but be more selective. “We have a great reputation for retail because of its inherent visibility,” Ratner says.  “We are a company that can complete any type of challenging project, and that’s what we thrive on.”

Heiman echoes the same sentiments. “It is extremely important to diversify our business by expanding in the sectors we’ve already established ourselves in, but maybe haven’t been at the forefront,” he says.

Richter + Ratner has reduced the total number of projects it completes but increased their average dollar size. “It’s a more efficient way to do business,” Heiman says.  

The company can afford to be selective. “We have a tremendous backlog of work right now,” Heiman continues. “We need to be strategic about what projects we take on and using our resources wisely. We have very low turnover, but we still face the issue of finding qualified people.

“We have a lot of interesting projects on the books for the next couple of years, and we’re excited to get started. We are committed to making our clients happy. We don’t have a sales team, so happy clients are our key to survival.”