That gap is the whole story. The capital that builds breakthroughs is going to one place and it isn’t the jobsite. It’s the office.

For an industry that has spent a decade waiting on autonomous bricklayers and exoskeletons, this should be clarifying. If great robots were ready, contractors would be deploying them. Hardware that has to operate safely in unstructured environments, around humans, in weather, on schedule, is genuinely hard. Capital markets know this and are voting accordingly.

Meanwhile, the systems behind the field-to-finance workflow like the expense report, the pay app, the change order and the submittal are being rebuilt right now with most of that $211 billion behind them. AI agents that read, route, approve and reconcile administrative tasks are in market, deployable this quarter. Leaders waiting for the robots to arrive are waiting in the wrong room.

The Hidden Constraint on Scale

Every construction firm carries administrative load. Time tracking, expense reports, pay apps, submittal logs and change-order approvals don’t disappear thanks to AI. But across many firms, back-office process flows still rely on spreadsheets, email and on-premise file servers. Even for firms using established project management systems, many handoffs remain manual and error-prone.

As firms grow, this is not an area where efficiencies are gained. A change order that took one review when the firm ran out of a single office takes five when a second branch opens. Data gets rekeyed across the project management system, the accounting system and the field reporting tool, now in two locations, with two AP teams reconciling against each other. Senior estimators and PMs end the week having spent ten hours on tasks no client paid them to do. The default response is to hire. Add an AP clerk, add a project coordinator, add another controller. It works in the short term. But every added admin head raises G&A permanently and adds another handoff where information can stall. Overhead starts compounding faster than backlog.

Why the Math Has Changed

The common objection from controllers and operations leaders is straightforward: Can an agent really do what a senior accountant, project coordinator or estimator does today? That is the wrong question.

The right question is whether an agent can create 45 hours of capacity across a five-person team: nine hours per person, per week. Framed this way, the answer changes quickly. Capacity compounds across workflows, not job titles.

On a fully burdened basis, an office hire is a six-figure annual commitment that improves incrementally with training and tenure. An AI agent, by contrast, holds a relatively stable cost profile and improves multiple times a year as underlying models are updated. Firms that deploy agents early inherit those gains automatically, without renegotiating compensation or restructuring teams.

That framing is supported by emerging labor-market data. In March 2026, research comparing what large language models could theoretically perform across occupations with what they are actually doing in live workflows today highlighted a significant gap. One chart from this report (a radar showing theoretical versus observed AI task coverage) captures the dynamic clearly.

Office, administrative, finance and professional roles show some of the largest gaps between capability and adoption. The ceiling is already visible. Most organizations are simply operating far below it. The binding constraint is not technology; it is deployment.

For construction firms, this matters. It explains why AI is not arriving as a single moment of labor replacement, but as incremental capacity gains embedded inside existing teams. The early wins are administrative: expense routing, time reconciliation, pay applications, submittals. Firms capturing that capacity now are not eliminating roles. They are changing how much work a fixed headcount can reliably support.

The Hiring Filter

Before any open requisition becomes a job posting, it should pass through a new gate: Can the work be handled by an agent? If the answer is yes for even half the role, the remaining work can be redistributed across the existing team and the role may not need to be posted.

If the answer is no—a body is genuinely needed—the requisition still has to clear a second test. Every new hire should be accretive, not dilutive, to the firm’s AI readiness.

That sounds abstract until you measure it. A simple internal benchmark works: What percentage of the team is AI-literate (can use the tools), data-literate (can structure information for them) and AI-curious (will reach for them unprompted)? In recent survey work with one client’s accounting department, those numbers came in at 55%, 85% and 70%. That’s the baseline. Every new hire either raises the average or drags it down.

This shows up in the job description before anyone is interviewed. Hiring a senior estimator? Add “fluent with AI-assisted takeoff tools” to the requirements, not the preferences. Hiring a project coordinator? “Comfortable building and refining agent prompts” belongs above “proficient in Excel.” The wrong hire isn’t the one who can’t do AI work today, it’s the one who has no interest in learning.

Burdened, an office hire is a six-figure annual decision. It’s worth the extra week to make sure that decision compounds in the right direction.

A Strategic Shift in How Firms Scale

Contractors that have moved furthest are no longer treating automation as a one‑time initiative, but as a permanent operational discipline shaping how they scale. Deploying agents aligned to real workflows lowers long‑term cost structures while improving execution and governance.

The capital markets have already made their bet. More than $200 billion is flowing into the systems that power paperwork and office workflows, not into autonomous jobsite labor. That investment is already at work in the back office, whether contractors deploy it intentionally or keep hiring around it.

SEE ALSO: THINKING OF AI AGENTS AS MEMBERS OF A CONSTRUCTION CREW

The post How Contractors Are Shifting Headcount Budgets to Agent Budgets first appeared on Construction Executive.

Cofounder of the Boston-based contech company, Cyvl, Pelaez is helping over 100 U.S. cities rethink how they build and rebuild their roads.

“Through vehicle-mounted sensing and analytics already embedded in day-to-day operations, Cyvl is effectively powering the reconstruction of roads up and down the country—determining what gets fixed, when and why,” says a representative of the company.

Having just been named in Cemex Ventures’ Top 50 Contech Startups for 2026—which recognizes companies that are already influencing how construction and infrastructure decisions are made on the ground—Cyvl sat down with Construction Executive to discuss their evolutionary work further.

Maybe even stay tuned for a sneak peek inside one of their AI-powered cars.

What was the impetus for starting this product/company?

DANIEL PALAEZ: It’s a fun story. It started with the problem and we found the technology to solve that problem. One of my first ever jobs was working on the road crew for a public works department in Southbury, Connecticut. And I was seeing firsthand how hard it was to manage infrastructure. The town was reacting to issues every single day, whether that be residents hitting a pothole or trees falling down or missing signage no one noticed until it caused an accident. This was a smaller city that was relying on outdated data that lived on paper in a three-ring binder.

I was only about 18 or 19 at the time, but I figured there had to be a better way. So, I started talking to lots of other communities and realized they were relying on similar techniques. When I entered college in 2020 for engineering is when I started to learn about these sensors used for self-driving vehicles, and that was the “a-ha” moment of seeing the massive problem firsthand, recognizing that pretty much every community across the U.S. is battling with outdated infrastructure and information. Then it was about figuring out how technology from self-driving cars could be applied to automatically map out infrastructure, and how to use AI to perform condition assessments, recommend treatments, budgets, etc. That is really where we saw the magic of applying that tech to this problem. Ever since then it’s been a very fun journey helping hundreds of governments implement this into their day-to-day workflows.

What was the process of getting this off the ground?

About halfway through college, I thought this would be a fun application of the tech. It was never a class project. I just started conceptualizing it in my mind and I recruited one of my best friends and roommates—we’ve actually known each other since we were seven years old—who is way smarter than I am to help me build it out.

We didn’t know anything about starting a company; we just thought we were solving a cool problem. We began looking for funding to make prototypes and entering innovation contests across the country. After winning a few of them, everyone kept telling us, ‘Hey, this is a really big problem that our country and the world needs to solve,’ which motivated us to take it more seriously. So, shortly after graduating, we decided to become cofounders and brought on a third friend of ours from college to help us with the AI side of things. We raised $100,000 from our first ever investors, which felt like a lot of money at the time—we were all just 22 years old. We made that last more than a year until we got our first customers. And it’s been a wild ride since then.

When did this product officially hit the streets?

At the beginning of 2022, we started our first projects with municipalities and a few civil engineering firms in Massachusetts. Those were crazy days where the product barely worked, but we were determined to make it better and to keep getting feedback from the cities and towns we were working with, which was invaluable to us at time.

Do these sensors/vehicles operate as a service (i.e. SaaS)?

It’s an annual investment the cities make in our technology. What that gives them is access to the sensors, which they can put on their vehicle so they don’t need to buy them, and access to our software program, which is what’s taking all the data from the sensors, automatically processing it, doing the condition reports and then creating plans and budgets so the city can get to work with more speed and accuracy.

Was it hard to get cities to agree to bring this tech on board?

Yeah, it was incredibly hard. Imagine a 22-year-old placing cold calls into every single town or city in the state telling them, ‘Hey, I have a better way to manage your very expensive roads and sidewalks.’ There was a lot of skepticism—especially when they asked how many customers we had and we had to say zero. We got a lot of nos, but, slowly but surely, we started building a reputation. It’s still challenging these days, but I think that’s what’s really been special.

Cities do see immediate value when they start working with our technology. Now there’s less perceived risk when we can present them with data from working with some of the biggest cities in the nation. It was never easy, but, as with any business, you just have to keep pushing through.

What is the smallest/biggest city you’ve worked with?

We’ve worked all over Massachusetts, Iowa, Wisconsin in some pretty small communities, about 5,000 people or under. Our first big customer was the city of Atlanta. We partnered with them about a year and a half ago, and we were just selected by the city of Nashville to do a full five-year infrastructure plan. We have a few other big cities that we cannot formally announce yet, and we’re even beginning talks with some state DOTs.

How do you hope to see your company evolve?

I’d say our number one goal and our mission as a company is to enable government agencies to build infrastructure 90% faster and 50% cheaper than they’re doing today. And if we can encourage a digital-first standard, I’m sure there will be more companies like us popping up, and I’m sure some of the major civil engineering firms are going to start to embrace these technologies, too. If we can make that the de facto standard for the U.S. by 2030, that will be a huge accomplishment for us. We’re really trying to change an entire industry here, and we’re not going to do that alone. So, bringing more people along with that shared digital-first mentality and the new operating model for infrastructure is incredibly important.

How do you hope that your story might inspire the future of construction business owners and innovators?

I’ve been so fortunate just to be surrounded by mentors and advisors and friends that have been cheering for us, supporting us, rooting for us unconditionally, because the construction industry is definitely not the quickest to adopt technology and rightfully so—there are major risks on the line when you’re talking about critical infrastructure. I think for good reason people are conservative about trying new things.

My advice is simply ‘don’t give up.’ It’s very easy to be told no 99 times and to return to whatever you were doing in life before. But, I guarantee you, that if you just keep your mind to it, you don’t give up, you persist, whatever you’re working on, whether it’s a business in this industry or not, you’ll be successful. Then surround yourself with like-minded folks, because you need that positivity. You have to be a default optimist.

SEE ALSO: NEW WALL-SCALING ROBOTS ARE SAVING CONSTRUCTION COMPANIES TIME, PRODUCT AND PERSONNEL

The post Contech Company Cyvl Uses Vehicle-Mounted AI Sensors to Collect Fresh Data for Some of America’s Biggest Cities first appeared on Construction Executive.

Recent research from CBIZ and The National Center for the Middle Market found that while 31% of construction-industry respondents named increasing efficiency as a top strategic priority (more than any other industry), only 26% of construction firms cited investing in technology as a priority. This begs the question: Where do construction leaders see these efficiency gains coming from if not from technology investments?

This discrepancy represents a general mistrust of modernization in the construction industry. While it’s unlikely robots will take over jobsites altogether, the truth is that software, AI and other technological advancements are powering growth in the construction industry by helping with offsite tasks like material management, financial processes, administrative duties, and safety and compliance. These tools can enhance employees’ capabilities, free up time spent on repetitive tasks and increase efficiency enterprisewide.

Construction firms looking to enhance efficiency should consider the following tech tools:

Artificial Intelligence

AI can help construction firms reduce rework and expedite timelines every step of the way, both onsite and in-office.

AI can:

• Help estimate costs and promote more competitive bids by analyzing historical data, material prices and labor availability
• Avoid turning preventable hiccups into change orders by identifying sequences related to scheduling and issuing alerts regarding material availability
• Track progress, ensure compliance and oversee quality assurance programs
• Reduce repetitive work, manual tasks and time spent preparing reports
• Analyze jobsite photos to flag potential safety risks (i.e., missing PPE or hazards)

It’s important to note that AI’s output is only as good as the data it receives, so firms should prioritize clean data, consistent coding structures and clear governance to ensure reliable insights. Try starting with a narrow, high-value use case—such as AI-powered invoice coding or photo-based progress tracking—then prove the ROI and scale to adjacent workflows.

Enterprise Resource Planning

An ERP centralizes data to promote accessibility, integrates and shares information across departments for greater visibility, and provides real-time insights to help leaders make timely and informed decisions. The right ERP should become the source of truth for operational and financial data across estimating, procurement, project management, accounting and HR/payroll.

ERPs can also:

• Deliver cloud-based service to reduce burdens on in-house IT teams
• Ease demands related to construction-specific workflows
• Provide a single access point for key information from across various systems
• Track inventory
• Help with project management and job costing
• Deliver comprehensive audit trails, apply strong controls and streamline reporting processes

Look for solutions that integrate with field applications (i.e., timekeeping and daily reports), support mobile approvals and offer configurable workflows. Robust role-based permissions, embedded analytics and standardized dashboards can help executives and PMs make faster, more informed decisions. Consider mapping your current processes and pain points, identifying essential features and piloting with real data. Plan for data migration and change management upfront to avoid operational disruption.

Drone Technology

Many construction firms are already using drones to monitor jobsites. These drones can also use advanced sensors to chart out obstructions underground. Eventually, there could be the potential for additional functionality to actively analyze and identify potential code violations as they occur.

Building Information Modeling

BIM software can also help teams visualize what hasn’t been built yet, with some systems even enabling teams to test materials and methods virtually. 4D (time-based) and 5D (cost-based) simulations can help teams evaluate sequencing and budget impacts before mobilization.

Time for Change

When implementing new technologies, there are bound to be growing pains. The process of updating and modernizing systems will always be different for each company due to each having uniquely complex processes and distinct goals. In order to ensure that implementation is successful, a strategic approach to change management is crucial.

Change management refers to the process of aligning leadership on important changes and communicating the value of the changes with employees. This usually involves engaging professionals to formalize the changes and develop a strategic approach to introducing new systems and processes.

Change management is effective when employees feel empowered to contribute to a successful implementation. By helping employees understand the benefits the changes represent, they should feel excited to be able to contribute to the company in a new way.

Implementation Tips

• Make change incremental by breaking implementation into phases.
• Establish baseline KPIs and track improvements.
• Consider field input during design to avoid workarounds and unsuccessful adoption.
• Define data ownership, retention and access controls across internal teams and vendors.
• Implement role-based access and multifactor authentication.
• Fund training and provide support for employees during the initial rollout.

Technology is not a silver bullet for the construction industry’s challenges, but it is a practical lever for boosting efficiency, improving safety and protecting margins. Firms that pair targeted tools (AI, ERPs, drones and BIM) with disciplined change management can capture measurable gains: fewer change orders, faster cycles, better visibility and safer jobsites. Start small with a high-impact pilot, invest in training and track outcomes. With a clear roadmap and an empowered workforce, construction companies can support the craft at the heart of the industry while operating with the speed and precision today’s market demands.

SEE ALSO: WHICH CONSTRUCTION TECHNOLOGY INVESTMENTS ACTUALLY MOVE THE NEEDLE ON PROFITABILITY

The post Practical Technology Upgrades for Construction Firms to Improve Efficiency first appeared on Construction Executive.

Construction Technology That Actually Works

Construction technology should target sources of profit loss, such as downtime, rework, budget overruns and safety incidents. Here are proven investments with measurable ROI.

Building Information Modeling

The concept of 3D modeling has been valuable in producing geometric representations of blueprints. Building information modeling takes it a step further by creating and managing extensive project data, including costs, materials and schedules.

Companies can expect better stakeholder collaboration and reduced rework when they connect on these crucial elements and stay aligned. BIM is already expected to increase from $10.27 billion in 2026 to $27.12 billion by 2034 with a CAGR of 12.90%.

Reality Capture and Machine Learning

Reality capture through drones and sensors is versatile, as these tools can be used for site surveys, progress monitoring and safety inspections. Combined with machine learning, progress reports become accurate enough to improve worksite safety for workers.

The collected data can also be used to improve equipment quality and lifespan. Use it as a basis for predictive and preventive maintenance, helping companies experience 52.7% less unplanned downtime than those using reactive maintenance.

Centralized Project Management Software

Centralized project management software can streamline communication, documentation and scheduling all in one platform. A report found that 77% of optimized users saw increased profit margins.

The software also offers productivity gains. By unifying project tasks and enhancing real-time visibility into project progress, construction businesses can reduce their administrative errors and minimize field delays.

Overvalued Tech With Uncertain ROI

As important as technology is, certain buzzwords have innovative potential but are risky or have low ROI. Firms should practice more careful consideration to avoid poor technological investments and implementations.

Metaverse

The metaverse has become more possible through a combination of virtual reality, augmented reality and artificial intelligence. It has the potential to improve virtual visualization and 3D modeling, thereby impacting energy efficiency and reducing construction waste.

However, despite its power, technological limitations and data privacy concerns still hinder its widespread adoption in the construction industry. Investing in it now without proper development might involve little to no return.

Blockchain for Supply-Chain Management

Tracking materials and other resources from a factory to a jobsite can involve numerous documents. Integrating blockchain solutions can boost operational efficiency by 25% while reducing fraud by 50%, which improves transparency between workers and stakeholders.

However, it’s hard to ignore the high implementation costs associated with blockchain. It can also be complex to understand, which isn’t ideal for construction start-ups that may prefer simpler options, such as centralized project management software.

Generative Design

Another application of AI is generative design, which entails creating plans with minimal human input. It’s intended to simplify the planning process, but there are concerns about the unethical use of this technology, given GenAI’s challenges with domain knowledge and model accuracy.

Generative design is prone to hallucination and mistakes. Removing the input of experienced architects and engineers early on in the process can also lead to further delays and expenses in the long run.

How to Choose the Right Technology for the Firm

Differentiating between technological investments that deliver measurable results and those that are simply buzzwords can be challenging. It’s important to take the time to analyze these prospects. Here are tips to help construction industry professionals choose the right ones.

1. Identify Problems Instead of Products

Instead of chasing technological solutions based on what’s popular, focus on what problems the construction business is actually facing. For instance, to improve equipment lifespan, predictive maintenance analytics would be most effective.

Start by defining a problem and then work from there. If there are no clear areas for improvement, take the initiative to identify what would positively impact the company’s profits.

2. Consider the Investment Risks

As high as the ROI may be for certain technologies, it’s still important to understand any risks associated with their implementation. Small- to medium-sized companies, especially, should be vigilant about where they invest their money.

For instance, BIM is ideal for improving planning. However, implementation costs can be relatively high, with some services charging monthly or annual fees, depending on the scale and complexity of the project.

3. Implement a Pilot Project First

Before widespread technology adoption, it’s safe to implement a pilot project first. This will involve a limited number of users to evaluate functionality and gauge the budget and resources required to use the tool effectively. It’s best to have an IT specialist who can help lead its integration.

A pilot project should have a specific timeline and a list of goals that would warrant its implementation. Profitability is a key performance indicator, but it’s also important to assess other elements, such as reduced delays and errors compared to traditional methods.

4. Get Employees Involved Through Training

Incorporating new technologies can become much smoother when employees are involved in the process. Managers should provide adequate training sessions to familiarize construction teams with using these tools, ensuring greater success and better results.

Training can also translate to a more positive evaluation of the pilot project and encourage buy-in from business leaders. Seek their feedback to explore any adjustments in the implementation process when it goes companywide.

Be Intentional With Technology Adoption

Technological adoption should enhance profitability and productivity in the construction industry. Evaluate industry solutions before integrating them into the project process to ensure that upcoming investments have a real impact.

SEE ALSO: EXECUTIVE INSIGHTS 2026: LEADERS IN CONSTRUCTION TECHNOLOGY I

The post Which Construction Technology Investments Actually Move the Needle on Profitability? first appeared on Construction Executive.

One recent innovation is hoping to address at least one facet of the problem, though. At World of Concrete in January, Stanley Black & Decker unveiled an automated DEWALT drilling robot with drilling accuracy throughout its pilot program at 99.97% for 100,000 holes. One robot has been proven to locate and drill one hole every 80 seconds—for smaller holes 3/4-inch in diameter by 2-inches deep—and one hole every 180 seconds for larger holes one-and-one-eighth-inch in diameter by 8-inches deep.

Bill Beck, president of tools and outdoors at Stanley Black & Decker, sat down with Construction Executive to discuss the design, prototype and implementation process of this invention, and how it is already positively impacting the contech sphere.

“What we’re doing within the data centers,” says Beck, “is trying to make things easier for our end users.”

This product is labeled as the world’s first. What was the impetus for this design?

Right now it’s a race to get as many data centers up as fast as possible. We said, ‘How can we change a process that’s been historically manual-labor intensive?’ There are thousands and thousands of holes that go into these data centers, anywhere between a thousand to 10,000 holes. And they’re used to anchor the racks upon racks of servers. So those holes have to be perfectly drilled and perfectly in line. Using a manual process, that can take up to almost two months. So we partnered with August Robotics and said, ‘You guys are good at robots. We’re good at drilling. Can we put the two together and create a solution that’s going to take time off the project?’ And so we delivered the first downward drilling robot. Now a project that may have taken seven weeks to be done manually can be done in seven days.

We asked how do we save time. But we also asked how do we make it safer for the employees or the end users? Because you can imagine bending over and having to drill 10,000 holes can be a lot. You can also think about it from a dust perspective. Workers shouldn’t be breathing in that drill dust, and so the robots have a vacuum attachment.

Ultimately there’s a cost savings, too. So in terms of opportunity, it’s a trifecta. The problem started with go faster. Then we said we can not only go faster, but we can be safer and deliver it at a much better value as well.

This tool was designed specifically with data centers in mind, but will it remain that way long term? Can it be used for other project types?

Whether it’s a data center, a distribution center or even big buildings that are going up in a city, they all start typically with a concrete slab. And the ability to drill holes at the right place in a timely, cost efficient way is critical. So you can see this easily expands beyond data centers. We’ve got plenty of opportunities today within data centers, but as distribution centers go up and any other building that has historically taken a human being to drill, we can do it now with our robots.

Obviously, so this isn’t about taking jobs away from anyone. This now enables people to go do jobs that require more technical skill while the robots go to what they need to do within these data centers or distribution centers or other builds.

How long has this robot officially been on the market?

Right now we’re testing with a hyperscaler. We have a fleet of 12 robots that have drilled 100,000 holes already across 10 different construction sites for the past year. We plan to fully launch mid-2026.

Is the drill-bit size scalable per project need?

With the data centers, there are really two holes that they need: A small hole about three quarters of an inch in diameter and two inches deep; a larger hole, about an inch and one-eighth in diameter and eight inches deep. It all depends on what will be held up. Of course, Dewalt makes lots of drills and lots of drill bits, so we can absolutely work to make sure that this tool can adhere to anything that the construction needs in the future.

What has feedback been like?

Feedback’s been really strong, particularly regarding two aspects. One, within the testing that we’ve had with the 12 robots that are deployed with our hyperscaler. The accuracy rate for these holes is 99.97%. So when you get that type of accuracy, how can you not be happy? You’re not having to go back and re-drill the holes. You know that the racks will fit. We’ve gotten the cost down from $65 per hole to somewhere around $20 per hole. And then of course the speed aspect of it. The robots are delivering on what we committed and our hyperscaler is continuing to ask us if we can deliver more robots.

Another place we received some really strong feedback is at the World of Concrete where we showcased. People saw the use case; they saw the problem and then the solution. The end user as well as our distributors were able to see the product in action.

Elaborate on the safety benefits.

The safety benefits are mainly three-fold: Eliminating that repetitive motion. If a few people are drilling 10,000 holes, you can imagine what that’s like to bend over that many times and the strain that can have on your back. So the robot completely eliminates that strain.

The other part, which I think we all see but sometimes don’t realize is the dust. The robot has a vacuum that brings the dust into a bag so it’s not going into the atmosphere at all. And so you don’t have to worry about if folks are there working on other parts while the robots are working.

The final part is hearing protection, which people wear of course, but if you’re letting the robot do it, that decreases that strain as well.

Dewalt tools also have a safety feature called Perform and Protect, which enables a power tool to not be used in the wrong way. It can sense if a person’s holding it wrong or if it locks up, then it’ll shut down the tool to avoid injury. So, the combination of the robot plus our Perform and Protect tools really enables us to deliver on safety.

How will this influence the development of this type of technology, whether other companies are able to build off of this idea or whether Dewalt further develops it?

When talking about robotics and AI, we look at the tenets of safety, productivity and quality. Just as with the original problem—we need to go faster—that we looked at and tried to answer, we’re doing the same thing as we look at different opportunities within other buildings. What’s the next thing that could be put on the robot that would hit across those three tenets from a new angle or perspective or need? Whether it’s hanging different things, whether it’s fabrication or different aspects of construction, you can absolutely see places where robotics and AI will play a role. So, this is a great place, especially in an industry that has a worker shortage, to innovate and hopefully help move our industry forward.

SEE ALSO: NEW WALL-SCALING ROBOTS ARE SAVING CONSTRUCTION COMPANIES TIMES, PRODUCT AND PERSONNEL

The post DEWALT Unveils New Drilling Robot Designed for Data Centers first appeared on Construction Executive.

One common thread links both problems: Documentation gaps turn minor issues into major disputes.

When issues pull teams away from higher-value work, visual site documentation, especially 360° imagery, is shifting from a nice-to-have to a strategic safeguard. Captured consistently and linked to location and time, 360° documentation strengthens risk mitigation, supports compliance, speeds dispute resolution and helps teams deliver higher-quality outcomes across the full building lifecycle.

The Documentation Gap: Why Traditional Methods Fail

Most site teams already take photos. The problem instead is that conventional documentation often fails under pressure because it is hard to retrieve when needed most.

The pattern repeats across projects:

• Fragmented storage across photos, emails, paper logs and shared drives
• Limited context in standard photos that show detail(s) but not the surrounding conditions
• Inconsistent formats across stakeholders, including subcontractors and third parties
• Slow retrieval during inspections and audits
• Weak defensibility when key phases were not documented clearly

Records can exist and still be unusable. When an owner or insurer asks for proof of an inspection step, or when subcontractor disputes come down to “Who did what when?” teams can lose days searching for information or relying on memory and partial notes. When documentation processes add a layer of risk, it is the way visual information is captured that needs to be reworked.

What 360° Visual Documentation Changes

A 360° capture builds a continuous record of the site. Instead of a single photo that shows details in isolation, 360° imagery creates a time-stamped record of what was built, where it was built and what else was happening at that point.  Beyond capturing the site, documentation must be standardized across teams ensuring formats stay consistent and site data is stored in one place. With full context and a defined structure, teams can build compliance reports quickly and retrieve supporting evidence without a time-consuming search.

Stronger Risk Mitigation and Fewer Disputes

Claims often hinge on proof, sequencing or installation quality. Gaps in proof create ambiguity, which leads to disputes in predictable scenarios:

• Subcontractor responsibility disputes (what was complete when the next trade started)
• Delay claims tied to access constraints or work-area readiness
• Defect allegations where workmanship is questioned after walls close
• Warranty discussions that depend on installation conditions at handover

Consistent 360° visual documentation reduces ambiguity by showing site conditions and progress status in a single view. The discipline matters as much as the technology. When contractors capture sites consistently, disputes shift from memory-based arguments to fact-based conversations about documented conditions.

Better Compliance and Inspection Readiness

Regulators want visual proof that safety steps were completed. Insurers want transparent records to evaluate risk management and, in some cases, to shape coverage terms. Paper-based logs and disconnected systems slow teams down during audits. Digital documentation helps by centralizing workflows, which reduces errors and ensures documentation is continuous. A structured digital record can be pulled into a report in seconds. 360° capture strengthens compliance records by showing full context: not just what was installed, but what surrounded it and what stage the work was in.

Higher Quality and Less Rework

Rework is expensive because it pulls labor off planned work and creates downstream schedule impacts. A consistent 360° record helps teams track progress at each stage and compare conditions over time before they are concealed behind walls or ceilings. Later, during troubleshooting, teams can review what was installed at a specific phase without opening walls. Side-by-side comparisons between two dates show exactly when something changed, which speeds issue resolution.

How 360° Capture Fits Into Standard Workflows

To protect margins and reduce exposure, successful teams treat 360° capture as part of routine site workflows, not a separate task. Field teams walk a floor or zone with a helmet-mounted camera on a predictable schedule, then upload the imagery to a central project record where it is pinned to plans and timestamped.

When capture is consistent, it becomes useful across quality assurance, safety, progress tracking, owner reporting and closeout. Features like PlanRadar’s SiteView, for example, pair 360° walks with AI algorithms to automatically map imagery to 2D floor plans, so teams can access site areas by location rather than scrolling through folders.

Structured Data: The Foundation for AI-Assisted Workflows

As teams capture more site data, structure becomes critical. When documentation is stored consistently, tagged the same way, pinned to plans, centralized in one system, AI can retrieve information in seconds instead of hours.

This enables AI-supported capabilities like:

• Search across captured project data to find relevant records faster
• Automated project overviews generated from current field documentation
• Faster retrieval of critical information during audits, inspections or claims
• Earlier visibility into risks and patterns, such as repeat issues by location or trade

The payoff depends on fundamentals. Structured documentation today creates the foundation for AI-assisted insights tomorrow.

Documentation as a Competitive Advantage

In short, 360° documentation is risk management. It helps contractors prove what happened on a project, which supports compliance, strengthens quality control and reduces uncertainty when stakeholders disagree. When project data is structured, centralized and time-stamped, AI can surface insights in seconds, turning documentation into actionable clarity.

As projects grow more complex and regulatory expectations rise, the contractors who thrive will not be the ones with the most photos. They will be the ones who can prove what happened, when it happened and what else was happening at the same time, in seconds, not days. That’s documentation as a competitive advantage. 

SEE ALSO: THE REALITY OF IMPLEMENTING VR/AR ON THE JOBSITE

The post Full Project Transparency: Why 360° Documentation Is Becoming Essential on Modern Construction Sites first appeared on Construction Executive.

“The research indicates the construction industry is nearing a tipping point for AI adoption,” says Steve Jones, senior director of industry insights at Dodge Construction Network, who sat down with Construction Executive to delve further into the survey questions and answers and what the industry’s current position on them means for AI’s future role in construction.

Other results worth noting include:

• 85% of contractors expect they will spend less time on repetitive, mundane tasks
• Over 70% believe they can make better decisions because AI offers insights they might not arrive at on their own
• 75% look ahead to AI helping them learn from past projects by mining historical data
• 40% are currently allocating a dedicated budget to AI
• 38% are creating implementation teams
• 19% report adapting legacy workflows for an AI environment
• 51% are actively evaluating several potential AI-related changes across their teams
• 81% recognize the benefit of automated constructability analysis to identify potential field issues during design
• 80% express interest in intelligent permit submission with automatic compliance checking
• 79% note strong potential for autonomous project optimization that adjusts schedules and resources in real time
• 76% identify opportunities in dynamic pricing optimization based on market conditions and risk factors
• 92% acknowledge the value of automated contract creation and management
• 79% value intelligent bid-no-bid decision support

The overall findings seem overwhelmingly optimistic. Was that surprising?

No, because there’s already so much in the general consumer environment about AI. It’s very different than when BIM came out—because that wasn’t widely talked about; you had to be in the industry to even have heard of it and it was easily dismissed as just another form of 3D. But now AI is so wide and there probably isn’t anybody who answered our survey who isn’t already also using ChatGPT or Claude or one of these LLMs. They know how it functions, what it does, and they’ve heard so much about it.

I expected the job loss question to score pretty highly in terms of concern—I was pleased to see that that was pretty low, around 20%. I think we may have gotten over that concern.

For the last two years I’ve been pushing to call it augmented intelligence instead of artificial intelligence. AI is here to help us all be better and faster. It isn’t here to replace anybody.

The survey shows 85% of contractors expect they will spend less time on repetitive, mundane tasks. It’s surprising that that’s not 100%. It that because contractors don’t expect AI to be able to automate everything?

There are certain repetitive tasks that don’t lend themselves to AI. It will be interesting to come back to a study like this two or three years from now asking similar questions and compare answers. The answer may be 99% at that point, but at the end of the day, AI’s not going to dig a ditch for you. But there is a robot that’s going to dig that ditch. And the robot will be powered by AI.

Would you say AI is creating opportunities for more jobs rather than replacing workers?

I don’t know that it’s creating the opportunity for more jobs, but what it’s going to be able to allow people to do is contend with the resource strain and drain from the workforce shortage that isn’t going away. The combination of AI automating mundane tasks and robotics being able to actually do labor will help people become much better decision makers.

Only 40% of those surveyed are allocating a budget for AI. Is it that people can’t yet afford these full tech stacks? Or is there just not enough buy-in to AI in general?

There still seems to be a general wait-and-see attitude. People like to know they’re not alone in whatever it is they’re doing. We can say, ‘Here is what a hundred other folks who look a lot like you are doing with this and what’s working and what isn’t working.’ So, they can have the confidence to move forward.

With AI, once people are in the game, they like to play the game and they don’t know why they didn’t start playing earlier. So, how fast do you see the number of players increasing by the end of the decade?

I think it’s longer than that. Because even as big as AI already is, construction is a people business at the end of the day. Human beings have to make the decision to get in the pool and how far down towards the deep end to swim. It’s such a fragmented and growing business right now, nobody has very much time to put energy into something that would seem extracurricular.

If you look at this industry 15 years from now, it will look dramatically different than it does today. But I don’t think the next four or five years are going to show that much. We will begin to see greater preparation, much more engagement and awareness. And I think we’ll see a similar pattern of those who have gotten into the game and are using AI saying that it’s great. The vendors need the feedback coming from the users. The more people who’re using AI, the more feedback they can give and then the better the vendors can make those tools function. The function of AI already far outpaces what construction’s ready for now.

SEE ALSO: MORE CONSTRUCTION COMPANIES ARE BUILDING A TECHNOLOGY-FOCUSED C-SUITE

The post New Survey Reveals Overwhelmingly Optimistic Results on the Use of AI in Construction first appeared on Construction Executive.

Construction as a Technology Leader

One of the defining moments of CES 2026 came during Caterpillar’s keynote address. CEO Joe Creed addressed a packed room with a question many may have been thinking: “Why is a construction equipment company delivering a keynote at CES?”

The answer became evident quickly. Modern construction equipment is no longer just mechanical—it is digital, autonomous, connected and powered by sophisticated technology stacks. Caterpillar announced five autonomous construction vehicles and demonstrated Level 4 autonomy capabilities. The shift underway is significant: Operators are transitioning from inside the cab to remote environments where fleets can be managed simultaneously. Perhaps the most notable unveiling was the CAT AI Assistant, scheduled to go live in Q1 2026. During a live demonstration, a simple voice command adjusted an electrical line warning height to 13 feet. The assistant integrates speech, text and image recognition—representing a move toward multimodal AI systems that assist real-time field operations. Construction is no longer simply adopting technology—it is helping define how technology is applied in the physical world.

A Connected Equipment Ecosystem

Across the LVCC West Hall, the evolution of heavy equipment was unmistakable.

Oshkosh and JLG showcased paired scissor lifts engineered specifically for lifting structural steel—an example of equipment designed around task optimization rather than generalized capability. John Deere continued expanding its autonomous ecosystem, reinforcing the trend toward intelligent fleet coordination.

Battery innovation companies, including Lyten, demonstrated advances in energy density and battery chemistry, highlighting that electrification is moving beyond experimentation and toward jobsitewide energy strategies.

Electrification discussions at CES 2026 extended beyond machines themselves. Charging infrastructure, energy management systems and power optimization software were part of the broader narrative. As cities push for lower emissions and reduced noise pollution, electric equipment is becoming a practical solution for urban and indoor projects.

It is no longer just about whether electric machines can perform—it is about how entire jobsites can be powered efficiently and sustainably.

Innovation from Startups: Solving Field-Level Problems

The Venetian’s Eureka Park, home to emerging startups, provided a view into construction’s next wave of innovation.

Autodesk demonstrated advancements in component modeling, reinforcing the growing integration between design intelligence and field execution. As digital models become more detailed and connected to real-world data, the gap between virtual planning and physical construction continues to shrink.

Cosito introduced AI-powered voice and sensor technology capable of automatically generating daily reports and field documentation. For an industry burdened by administrative paperwork, automation in this space could unlock significant productivity gains.

MIMO Detect presented underground pipe detection technology using ground-penetrating radar. While still in prototype phase and currently stronger in horizontal positioning than depth accuracy, the technology reflects ongoing efforts to reduce subsurface risk and prevent costly utility strikes. 

What stood out across the startup ecosystem was focus. Solutions were not speculative—they were targeted at real-world construction challenges: documentation, detection, visualization and efficiency.

Robotics and Spatial Computing

Robotics once again drew attention throughout the North Hall, with humanoid platforms, quadrupeds and service robots on display. However, the emphasis has shifted from novelty to application.

Exoskeleton technologies continue improving in wearability and ergonomic support, aiming to reduce strain injuries and extend workforce longevity. AI hardware companies such as DeepX demonstrated embedded processing systems powering autonomous vision and robotics applications. One particularly compelling development was spatial computing integrated through hard hat-mounted camera systems. By capturing and processing real-time visual data from a worker’s perspective, these systems aim to enhance hazard detection, progress tracking, and documentation. Robotics at CES 2026 felt less like spectacle and more like support—tools designed to augment skilled workers rather than replace them.

Workforce and AI Literacy

Technology alone does not build infrastructure—people do. Several CES sessions focused on preparing the workforce for rapidly evolving tools.

In the session “Next Gen Skills: Preparing Students for Tomorrow’s Tech,” leaders from Amazon, Oshkosh, CTA, and Tech Access emphasized AI literacy as a foundational skill. Amazon has committed $2.5 million to certify students in AI education and pledged to prepare four million students to use AI by 2028. Apprenticeship models are expanding to support data center construction and advanced infrastructure projects.

Key themes included:

• Prompt engineering as an emerging skill
• Understanding how to work alongside AI agents
• Collaboration between industry and education
• Ensuring technology remains accessible

Construction faces ongoing labor shortages and safety challenges. With less than 5% of the workforce employed in construction but accounting for nearly 20% of safety incidents, AI-powered safety systems and automation could play a transformative role.

New roles are already emerging: fleet autonomy managers, digital twin specialists, AI operations coordinators and construction data analysts. Preparing for jobs that do not yet fully exist is becoming part of the industry’s responsibility.

Connectivity: The Infrastructure Behind Innovation

Discussions involving FCC and NTIA leadership highlighted another critical factor: connectivity. Universal broadband access, spectrum policy, 6G development and WiFi 7 readiness are not abstract regulatory topics — they are foundational to connected construction ecosystems. Autonomous fleets, remote equipment management, real-time drone processing and AI-driven safety systems all depend on reliable, high-speed networks. As infrastructure becomes smarter, connectivity becomes as important as concrete and steel.

Lingering Thoughts Towards a Shift in Equipment Design

In conversations with industry leaders, an intriguing idea surfaced: As autonomy advances, equipment design itself may fundamentally change. If machines no longer require operators in cabs, what happens to traditional controls? Do we eliminate joysticks, operator compartments, and certain mechanical components altogether?

Autonomy does not just change how machines operate—it may redefine how they are built.

Looking Ahead

CES 2026 demonstrated that construction technology is no longer niche. It is integrated across AI, robotics, electrification, manufacturing and policy.

The industry is entering a phase where digital intelligence and physical infrastructure are inseparable. One key takeaway resonated: Technology should be deployed to solve problems, not simply to showcase innovation. That principle applies directly to construction. Adoption must be strategic, measurable and outcome-driven.

Autonomous fleets, AI assistants, spatial computing, electrified equipment and workforce AI literacy initiatives are not distant visions—they are active deployments.

Construction is not standing on the sidelines of innovation. It is helping build it.

SEE ALSO: HOW MOBILE TOOLS ARE CAPTURING SAFETY DATA ON JOBSITES

The post Building the Future: Construction at the Center of Technological Innovation at CES 2026 first appeared on Construction Executive.

“Before joining Barge,” says Hiera, “I knew the firm primarily by reputation. What really drew me in was that leadership wasn’t chasing technology for technology’s sake. They were asking thoughtful questions about how to support their workforce, scale wisely and prepare for the next chapter. That alignment made the opportunity very compelling.”

SEE ALSO: HURDLES AND HIDDEN OPPORTUNITIES FOR WOMEN IN CONSTRUCTION TECH

To be the first of any position, or to have a position created for you, what does that process look like?

There was clarity up front that the firm needed to think differently about digital capability, but the exact shape of the position continues to evolve alongside business strategy. Being the first in a role like this does not mean I’m arriving with all the answers. I’m building a shared understanding and earning trust while defining what “digital” truly means for Barge. I’m learning the business, from operations to clients to employees, and understanding how it all fits together. From there, with the support of my leadership team, we’ll align digital initiatives directly to business priorities. This role exists to ensure digital capability is not an afterthought but integrated into how we operate and grow. In my experience, having had several transformational roles, the role including the job description itself will evolve as the business grows and changes.

What was your introduction to technology/construction?

I had an early introduction to engineering and construction as the kid of a mechanical engineer. I watched my dad complete takeoffs at a drafting table in our living room and prepare to get his crew out early to jobsites each day. I think it taught me, at a young age, a lot about the effort that goes into designing, planning and delivering something that would eventually become real and lasting. My own professional path began in business and technology. I’ve spent much of my career helping organizations navigate large, complex transformations, leaning into technology as an enabler along the way. In many ways, stepping into this role feels natural. I understand the culture of engineering and the transformations that are happening in the industry. My role at Barge is to introduce digital capabilities in a way that allows continued growth and expansion without friction.

How have you worked your way up to this current position from your first job?

My career hasn’t been a straight ladder. It’s been more like building layers of perspective and experience. I started in business and finance roles, moved into large transformation initiatives, and eventually into executive leadership in data and analytics. Across consulting, manufacturing, retail and mobility, I was often working at the intersection of operations and technology. I’ve spent my career helping teams modernize without losing what made them strong. Over time, my work shifted from delivering technology to shaping direction. That shift was critical in preparing me for this role, not just understanding systems, but understanding how organizations change. A meaningful part of my journey has also been mentoring and coaching others. Leadership, to me, isn’t just about building systems. It’s about building people’s confidence and capability. That perspective shapes how I approach this role as well.

Was there a moment when you knew you felt ready for this role?

I realized I was spending more time helping leaders think through tradeoffs and long-term capability than focusing on individual initiatives. When your role becomes connecting vision to execution, building momentum and helping others see what’s possible, you know you’re operating at a different level. That said, readiness isn’t about having everything figured out. It’s about being confident in your ability to listen deeply, ask good questions and build something that adds value alongside the organization.

How do you hope this position will influence other construction companies to put together a tech-forward strategy and begin investing (or further their investments) in technology’s role in the industry?

I hope it helps reframe the conversation. Technology in construction shouldn’t feel intimidating or feel like it’s separate. It should feel supportive. When digital strategy is grounded in better insights, faster decisions, clearer forecasting and the preservation of institutional knowledge, it becomes a business advantage. I’m looking to demonstrate that digital adds measurable value to delivery and quality. When that becomes visible, I believe more firms will approach digital investment with confidence instead of hesitation. Construction firms that treat digital as optional will eventually find themselves behind.

What do you hope to learn from this position?

I want to understand the rhythm of the business at a deeper level. I want to understand how work actually flows through the firm, where decisions slow down, where knowledge gets trapped, and where improvements, big or small, could have a meaningful impact. Architecture and engineering are thoughtful work. It’s disciplined and deliberate for a reason. I want to introduce digital capability in a way that supports that rhythm rather than disrupts it. If I do this well, balancing innovation and adoption at the right pace, it won’t feel like a technology overlay. It will feel invisible, quietly removing friction and allowing our amazing staff of engineers, architects and designers to focus on what they do best—solving real problems that shape communities.

SEE ALSO: JOB SECURITY: TECHNOLOGY, CYBERSECURITY AND THE THREAT TO NATIONAL SECURITY

The post More Construction Companies Are Building a Technology-Focused C-Suite first appeared on Construction Executive.

What Counts as a Construction Exoskeleton?

Jobsites typically see three types of exoskeletons—back or trunk support for carrying and sustained forward flexion; shoulder and arm support for overhead drilling, fastening and panel installation; and lower and limb support for prolonged stopping or sit-stand assistance.

Passive systems use springs or elastomers, while powered units add motors and batteries. The goal isn’t to create super workers but to keep crews inside safer ergonomic envelopes, so they finish the week with energy left.

NIOSH’s Center for Occupational Robotics Research highlights exoskeletons as a promising control for construction-related musculoskeletal risks, while stressing the need for task-specific evaluation and safe use. The global exoskeletal market was valued at $498.33 million in 2024 and is forecast to reach $1.25 billion by 2030—expanding at a 16.27% compound annual growth rate. The health care, military and industrial sectors are the top users of this technology.

Where Are Exoskeletons Being Used on Jobsites?

After pilot schemes on large infrastructure jobs, contractors identified the trades that gain the most from mechanical assistance. In each case, repetitive high-load or awkward postures are the common thread.

Devices are only viable when the same motion repeats for minutes rather than seconds—setup time still matters. Typical uses include:

• Steel fixers tying rebar at floor level for hours
• Formwork carpenters assembling shutters at shoulder height
• Scaffolding crew carrying ledgers, transoms and standards
• Roofers and cladders lifting insulation boards up pitched surfaces
• Pipefitters and plumbers installing heavy flanged pipework in plant rooms

In 2024, a construction materials supplier partnered with Stanley to develop a suit that can help support workers carrying heavy loads. After a two-week trial, the designers found that the Hapo Back exoskeleton reduced back strain by 30% and had the potential to lower load on the back by as much as five tons per day. Users of various ages—ranging from 20 to 60—reported feeling immediate relief while wearing the technology.

Why Specialist Contractors Matter

Rolling out wearable robotics involves more than issuing hard hats—battery charging and inspection processes affect program risk. Specialists must be able to balance solving complex issues that arise in their projects while maintaining the correct and safest operations of the exoskeleton. This should be in addition to mandatory training for safety and site management across all construction activities.

Early adopters report that pairing ergonomics with safety representatives during task analysis helps match the right suit to the job—maximizing benefit and minimizing encumbrance.

U.S. contractors are investing in exoskeletons because regulatory guidance and industry data point in the same direction. OSHA’s ergonomics materials name the very exposures common to nonresidential work—lifting, overhead reaching, pushing and pulling, awkward posing and repetition—as primary musculoskeletal disorder drivers.

BLS injury and illness data also show that construction remains a higher-rate sector for nonfatal injuries. On the business side, large insurer analyses attribute tens of billions of dollars annually to serious injuries, with overexertion and bodily reaction among the top cost drivers. These signals provide executives with a clear reason to pilot exoskeletons as part of a layered ergonomics strategy.

How Exoskeletons Reduce Strain and Mental Load

Construction is a high-pressure job where emotional resilience gets praise even when harmful. Those who work in this sector are vulnerable to mental health issues due to the demanding environment and often transient way of life—the culture of stoicism also keeps them from seeking help. A roofing company’s CEO even warns that a “no-complaint mentality” encourages crews to work past exhaustion, fueling dissatisfaction and departures.

Industrywide data highlight the stakes. Research shows that untreated mental illness among workers cost the American economy $477.5 billion in 2024. By eliminating the physical drivers of exhaustion, exoskeletons provide operatives with the capacity and permission to pace themselves. Musculoskeletal disorders drain energy, interrupt sleep and erode focus—all prime conditions for mistakes onsite. Exoskeletons offer significant potential to improve worker safety, reduce injury and enhance productivity.

Designing a Safe and Worker-Centered Exoskeleton Program

Think of exoskeletons as an engineered control that must fit your people and your work. Start with sizing and donning. A poor fit raises pressure points and can alter movement patterns in ways that increase risk. A trade-specific sizing matrix, a quick fit check and a set of swap kits make it easy to find the right match.

Also address balance and mobility. Some shoulder-assist designs shift the center of mass, while hip constraints can affect gain on ladders or uneven decks. Test usage by running a short obstacle course familiarization session before the first field use. Heat, hygiene and comfort should be primary concerns.

Above all, keep usage voluntary and worker-centered. If the device feels like a productivity whip, it will sit unused. However, if it’s framed as a wellness option with permission to stop and swap, acceptance will rise and so will the benefits.

Key Takeaways for U.S. Contractors

Exoskeletons will not fix poor planning or bad material flow. However, as part of a layered ergonomics strategy, they can meaningfully reduce physical strain and give crews permission to self-pace without sacrificing throughput. Start with the riskiest tasks, measure what matters, consider worker choice and deliver training through platforms your field already uses. When done well, you move culture from “work through the pain” to sustainable performance.

SEE ALSO: THE MOST POWERFUL CONSTRUCTION TECHNOLOGY IN THE WORLD

The post Analyzing the Benefits of Exoskeleton Use on Construction Jobsites first appeared on Construction Executive.