GOFFSTOWNDrivers along Route 114 near Tatro Drive may find it hard not to notice the new headquarters of Langley Construction.

After all, that’s exactly what president Stephen Langley and his wife, executive vice president Denise Langley, had in mind when they designed the family-owned commercial industrial construction company’s new space.

After years of operation at its original location on Meadow Lark Lane in Goffstown, work was recently completed on the 2,600-square-foot space — with its open-plan conference room — positioned above the cul-de-sac on Tatro.

“Being open is who we are,” Denise said. “This conference room sits out in the middle, there’s no question about that. Everybody who drives by talks about it because we want our clients to see our workmanship and the importance we place on attention to detail.”

As a one-stop shop for every step of the commercial building process, Langley Construction and its team of managed subcontractors oversee everything from the acquisition of building permits to the day-to-day construction work.

While Stephen Langley said he first considered moving the company’s headquarters five years ago, a busy workload and a guiding principle of slow growth and high quality put the push for a new location on the back burner.

“Slow-managed growth is how we maintain our financial stability,” Stephen Langley said. “We’re not growing just on the basis that we want to be a certain size. We’re growing to what we can do, and maintain the quality that we’ve had since 1986. That’s the big thing we take pride in.”

With subcontractors performing nearly all of the labor on their projects, Langley Construction has just seven full-time employees, four of whom are members of the Langley family.

Founded in 1986, Langley Construction has grown to include the couple’s son, Trevor, who serves as the vice president and superintendent, and their daughter, Page, the company’s chief financial officer.

Stephen said the addition of his children to the family business has been a long-awaited asset to the company.

“To have them involved in the business is making life easier for Denise and I,” Stephen said of his children. “Page’s expertise is in finance and accounting and Trevor’s is in engineering. Their educations have fallen right into place with what they do in the business.”

Trevor agreed, saying that growing up around the company has brought the family closer together.

Recalling four-year-old Page playing at a desk with a toy phone and Trevor spending his childhood at construction sites,

“It’s not a normal way to grow up, for sure, but I think it’s made us incredibly close,” said Trevor, who spent much of his childhood on construction sites. “I don’t know a family that’s as tight as us, and that’s because we’ve been through a lot together. You can see the hard work that our parents have put into this. We witnessed it come from nothing to what it is today.”

A few of the company’s notable clients include Bonneville and Son Chrysler Dodge Jeep Ram in Manchester, Seacoast Storage in Seabrook and Manchester’s API of New Hampshire, whose general manager, Benjamin Becarli, spoke highly of Langley.

“They have a good reputation,” Becarli said. “We are in the trades and we have a lot of employees who have done business with them or know them or worked with them in the past. They were highly recommended and we decided they were a good fit.”

Denise Langley said she believes a big part of her company’s solid reputation stems from its commitment to setting realistic project timetables with potential clients, even when it’s news those clients may not want to hear.

“There are times we won’t get a job because we’re honest with the scheduling, because we know that scheduling isn’t what it used to be five years ago,” she said. “They’ll say that’s too long and go to someone else, who might be too optimistic with the timeline. But we follow the job and it still takes the same amount of time we estimated.”

It hasn’t been all good news for the Langleys, who say that they’ve faced challenges, including the state’s low unemployment rate and a shortage of skilled contractors in nearly every trade.

Stephen says the intense competition for subcontractors has often resulted in the company having to turn down jobs.

“Everybody’s spread thin and if you can’t maintain schedule, you either have to have owners that are ready to wait or we don’t take the jobs. We don’t want to mislead customers into an unrealistic endgame,” Stephen Langley said.