New York City issued 103,592 initial construction permits in 2024, the highest annual total in five years. New building permits alone rose more than 24% from 2023, reflecting the scale of activity across the city’s built environment. Behind every approved plan lies another challenge: finding a contractor capable of translating architectural intent into a finished space without compromising the project’s budget or schedule.
For architects and interior designers working on high-end properties, the choice carries particular weight. Renovating a historic brownstone or reconfiguring a luxury apartment requires a construction partner who can interpret detailed plans while responding to the realities of an existing building. Aaron Choi, owner of Tumen, a New York construction and renovation firm, has built his business around this relationship, arguing that professional trust is earned through the decisions contractors make throughout a project.
Tumen specializes in brownstone renovations, townhouses, luxury apartments, and commercial interiors. Choi’s work comes largely through architects and designers, a business model that makes professional reputation essential to securing future projects. He estimates that between 95% and 99% of his clients come through these relationships, with repeat referrals reflecting the confidence collaborators place in his ability to deliver.
“It’s very important. It’s my target audience,” Choi explains. He works with approximately 10 to 15 designers and architects, many of whom invite him to bid on new projects. Each opportunity, however, requires him to establish his suitability alongside competing contractors.
In high-end construction, the lowest bid does not automatically win. Clients and design teams may request completed project visits, comparable references, and multiple interviews before committing to a contractor. He keeps references ready and maintains relationships with previous clients who are willing to discuss their experiences. Such access can take years to establish, making every completed project part of the firm’s next opportunity.
The collaboration also demands technical judgment. Architectural plans establish a project’s intended appearance, but existing structures can reveal constraints once construction begins. A wall may conceal an obstruction that prevents a proposed installation, forcing the contractor and designer to reconsider their approach. Choi sees this stage as an opportunity to protect the working relationship while finding a practical solution.
His approach can involve absorbing the cost of small revisions or replacing materials when a specification proves unsuitable. Choi recalls ordering new door hardware after the original selection appeared too small, accepting the additional expense and time involved. He views these decisions as investments in relationships that may generate years of future work.
Change orders, however, present a more consequential test of trust. Adjustments during construction can affect the final price, and Choi argues that contractors should price them fairly. He has encountered an industry practice in which contractors win projects with unusually low initial bids before charging substantially more for subsequent changes.
“I don’t make money from the change order,” Choi explains. “I just want to get the job done efficiently and move forward.” He argues that disputes over additional costs can bring work to a standstill, disrupting schedules and damaging relationships among the contractor, architect, and homeowner. For a business dependent on referrals, the long-term cost of such conflict can outweigh the immediate financial gain.
Choi also points to Tumen’s physical infrastructure as part of its professional commitment. The company operates from a warehouse of approximately 4,000 square feet in Woodside, Queens, providing space to store project materials and equipment. For him, maintaining an established operation reflects the responsibilities that come with managing substantial renovation projects.
The larger lesson for architects and designers is that contractor selection deserves the same scrutiny as other major project decisions. Portfolios demonstrate capability and estimates establish financial expectations, but references and conduct reveal how a contractor handles pressure once work is underway.
Choi’s business rests on a principle that carries particular weight in high-end construction. Every project shapes the relationships that follow, and a contractor who handles unforeseen costs fairly while protecting the architect’s relationship with the client earns a reputation that no competitive bid can guarantee. Tumen’s growth depends on turning that confidence into lasting collaboration, one completed project at a time. Choi hopes architects and designers will give his company the opportunity to prove its value, with each successful project laying the groundwork for the next.
