This year, the United States of America celebrates its 250th anniversary—a fitting time to reflect on the blessings of living in and being a citizen of this great nation. Many of the freedoms and opportunities we enjoy may seem commonplace, but they are far from universal. My experiences abroad have given me a deeper appreciation for what we have here at home and remind me that we often do not fully value something until we are without it. Many things come to mind, but here is my attempt to articulate what I cherish most about our country:

Freedom—The freedom to choose our beliefs, our associations and our own path in pursuit of happiness is foundational to who we are as Americans. Freedom of speech, faith and opportunity are rights that should never be taken for granted.

Rule of Law—A strong and trusted legal system is essential to both freedom and prosperity. The rule of law creates stability, accountability and the trust necessary for both life and business to flourish.

Opportunity—In America, any dream is possible. I have met countless individuals who, through hard work and determination, achieved more than they ever imagined—a testament to the opportunities this country provides.

Meritocracy—We are all unique, and in this country, individual effort, resilience, performance and perseverance are rewarded. The ability to earn success through hard work is both motivating and empowering.

Right to Vote—Having a voice in shaping the future of our nation is both a privilege and a responsibility. While the political process can at times be frustrating, the right to vote and participate in self-government is one of our greatest freedoms.

Many Americans take these freedoms and opportunities for granted and, in my view, do not fully appreciate what we have as citizens of this country. Through my travels around the world, the people I have met, the businesses I have worked with and the teams I have led and mentored, I have come to understand that these values are not universal.

As we celebrate America’s 250th birthday, let us take a moment to reflect on and appreciate the blessings we share as Americans. We are truly fortunate to call this country home. What a nation. God Bless America.

The post Happy Birthday, America! first appeared on Construction Executive.

But beyond recognizing exceptional work, the data behind these projects may also offer a roadmap for delivering better outcomes across the broader construction industry.

Can the performance metrics from award-winning projects help owners, designers and contractors make decisions that lead to safer jobsites, stronger budget performance and more predictable schedules? According to ABC’s growing EIC data set, the answer appears to be yes.

Over the past several years, ABC has enhanced and automated the EIC application process, enabling the organization to capture and analyze detailed project-performance data across hundreds of projects nationwide. The findings reveal several clear trends among top-performing projects: value-based procurement dominated over low bid selection; preconstruction services consistently improved schedule reliability; and contractors investing in technology and early collaboration often delivered stronger safety and budget outcomes.

The 2025 EIC portfolio—recognized at ABC Convention 2026 in Salt Lake City—provides one of the clearest pictures yet of what project excellence looks like in practice.

The portfolio includes 341 national-level projects totaling $15.09 billion in construction value, representing 38 million work hours, 48 million square feet of construction and 3.6 million acres of developed land. The projects span every major market sector, including data centers, healthcare, multifamily, petrochemical, institutional, renewable energy and aviation.

Collectively, the projects achieved a total recordable incident rate of 0.68—70% below the 2025 industry average TRIR of 2.3. Ninety-eight percent finished within the final contract budget despite collectively overcoming 2,647 days of delays. Across the portfolio, contractors deployed a wide range of technologies, including robotics, telematics, drones, virtual reality and artificial intelligence.

The data also challenges several longstanding assumptions about high-performing construction projects. While many EIC projects exceed $100 million in value, nearly 200 are valued below $20 million, suggesting the practices driving excellence are not limited by project size. The portfolio also demonstrates that merit shop contractors are successfully delivering large-scale, technically complex projects while achieving industry-leading safety performance.

Taken together, the portfolio significantly outperformed broader industry benchmarks in safety, budget reliability and schedule management—raising an important question: What were these projects doing differently?

The data points to several leading indicators that consistently show up in award-winning construction.

THE VALUE OF EARLY ENGAGEMENT

Project success begins with procurement strategy and the services purchased during project development.

All procurement methods were represented across both general and specialty contracting. However, 60% of projects were procured primarily on value- or qualification-based selection, while 40% were procured primarily on price. Of the price-based projects, half were awarded through select bidding processes involving prequalified contractors.

While much of the broader construction market still relies heavily on price-driven procurement, EIC projects skewed strongly toward qualification- and value-based selection (encompassing both the “value-based” and “solely negotiated” designations in the preceding and above infographics).

Every market sector selected contractors primarily on qualification at least 50% of the time. The high-tech/data center sector and renewable energy sector relied most heavily on qualification-based procurement, at 74% and 75%, respectively.

“Owners are increasingly seeing that selecting a construction partner based on best value, not just low price, leads to savings overall,” says Buddy Henley, president of Gaithersburg, Maryland-based Henley Construction. “Having a trusted partner engaged during design allows risks to be identified earlier and problems to be solved before they become costly. That early collaboration improves cost certainty, supports smoother schedules and significantly reduces surprises in the field.”

Government projects relied most heavily on open hard bid or price-based procurement, using that method 27% of the time. By contrast, the high-tech/data center market procured just 15% of projects through open hard bid.

Among general contractors, 74% were selected primarily on a qualification basis. Nearly one-quarter of those projects were solely negotiated, and those projects represented the highest average contract value at approximately $101 million.

“The most successful projects are the ones that bring the design team and construction manager together at the very beginning. Early collaboration improves constructability, clarifies scopes for the trades, and reduces gaps that create risk,” Henley says. “That early alignment leads to better budget predictability and stronger trade relationships, which directly supports safer and more successful projects.

When owners focus on value-based procurement instead of low bid alone, the outcomes are consistently stronger. Choosing teams based on experience, collaboration and the value they bring creates real partnership across the project. We see better cost control, higher-quality results and safer jobsites when the right team is selected from the start.”

Lorri Grayson, partner and founder of Rehoboth, Delaware-based GGA Construction, echoes Henley’s sentiments. “Early involvement creates an atmosphere of strong collaboration among project stakeholders. It enables the project team to define the scope of work, identify long lead items and, most importantly, control costs from the earliest stages,” she says.

“It also helps develop a bid strategy that responds to current market conditions. For example, early involvement on our current project, The Continental, located at the University of Delaware, saved the owner over $5 million on a $90-million project,” Grayson says. “Early coordination allowed us to identify critical procurement needs and minimize budget risks, resulting in a more efficient and cost-effective process.”

That emphasis on early collaboration and value-driven procurement was reflected throughout the EIC portfolio data. Just 18% of general contractor projects were procured through open hard bid, and those projects represented the lowest average contract value at approximately $15 million.

The owner perspective also supports early contractor involvement.

“Successful projects are built on strong partnerships rooted in trust, transparency and psychological safety—where titles are set aside and teams feel comfortable speaking openly to solve problems together,” says Spencer Moore, vice president and chief facilities officer for globally renowned cancer center UT MD Anderson. “Early collaboration creates that foundation, allowing teams to address challenges with humility and ownership before moving toward solutions.”

That same emphasis on qualifications, collaboration and long-term value also appeared in how specialty contractors were selected across the EIC portfolio. Specialty contractors were procured primarily on qualification 46% of the time, while 31% were selected through select bid and 24% through open hard bid. Contract value did not appear to significantly influence procurement methodology for specialty trades.

One of the more surprising findings in the data was that procurement strategy did not necessarily dictate contract structure. Regardless of how projects were awarded—whether through qualification-based selection, negotiated work or open bid—top-performing projects utilized virtually every form of contracting across the portfolio.

One notable distinction emerged between general and specialty contractors: Lump-sum contracting overwhelmingly dominated among specialty contractors regardless of procurement method.

THE PRECON ADVANTAGE

Across all market sectors, preconstruction services were provided on 74% of projects—well above what many contractors would consider typical across the broader marketplace. General contractors delivered preconstruction services on 73% of projects, while specialty contractors did so on 75%.

“Early involvement allows specialty contractors to contribute practical, experience-based insight before key decisions are locked in. When we’re engaged during preconstruction, we can identify coordination challenges early, help refine scope and sequencing, and offer practical yet innovative solutions to tough problems–reducing rework,” says Matt Terry, president of Dallas-based mechanical contractor TDIndustries. “That upfront collaboration directly improves schedule reliability, cost certainty and overall project performance.”

Steve Grauer, executive vice president for Hensel Phelps, agrees. “In my experience, the best outcomes to project success on complex projects are rooted in project teams that exemplify a high level of trust, practice transparency, have accountability, truly collaborate, and have a high level of executive commitment and engagement in the project and where there is open communication by all the stakeholders,” he says. “These traits are best embedded when project teams have some type of early engagement, giving them an opportunity to work collaboratively to resolve early challenges and work to build personal relationships prior to the start of construction.”

Notably, no preconstruction services were provided on 51% of projects procured through open hard bid.

While preconstruction services were utilized across all procurement methods and contract structures, the combination of open hard bid procurement and lump-sum contracting most frequently resulted in projects without preconstruction involvement.

Twenty-six percent of all EIC projects did not utilize preconstruction services, and 75% of those projects followed the open hard bid/lump-sum model.

FROM PLANNING TO PERFORMANCE

At a time when the construction industry continues to battle cost escalation, labor shortages and schedule disruption, EIC projects significantly outperformed broader industry benchmarks in safety, budget reliability and schedule management. The EIC portfolio overcame more than seven years of cumulative delays, delivering 98% of projects within budget and achieving a TRIR of 0.68.

The next question? Whether procurement methods, contract structures or preconstruction services contributed to those outcomes.

When comparing planned project duration to actual construction duration—including delay recovery—projects utilizing preconstruction services demonstrated stronger performance.

Projects with preconstruction services showed slightly better schedule outcomes overall. Fifty-two percent achieved shorter actual durations compared to projects without preconstruction services.

More importantly, projects with contractor involvement during preconstruction overcame more delay days and exhibited lower schedule variation.

Projects without preconstruction services experienced a 14% variance between planned and actual construction duration, including delays.

The same trend appeared across contract structures. Lump-sum contracts—which included preconstruction services on only 47% of projects—experienced an 11% variance between planned and actual duration. Construction manager-at-risk projects, where preconstruction services were included on 96% of projects, experienced only a 1% variance.

The trend became even more pronounced among general contractors. Design-build and CMAR delivery methods significantly reduced schedule duration variance compared to lump-sum and time-and-materials contracts. This aligns with the fact that design-build and CMAR projects incorporated preconstruction services on 90% and 96% of projects, respectively.

“The biggest gains we see come under the construction-manager-at-risk approach. Early cost validation during design helps identify savings without sacrificing quality,” explains Henley. “Clarifying scopes and resolving issues early reduces financial risk and improves safety across all trade partners.”

Among specialty contractors, preconstruction services also reduced schedule variation regardless of procurement method or contract type. Projects without preconstruction services experienced a 25% schedule variance. When specialty contractors participated in preconstruction, that variance was reduced by at least half.

Although 98% of EIC projects finished within the customer’s final approved budget, variation still existed between original and final contract values through approved change orders.

Projects utilizing CMAR and design-build delivery methods experienced lower budget variation than lump-sum and time-and-materials contracts, suggesting fewer scope changes and change orders over the course of construction.

No significant correlation emerged between procurement method, contract type and safety performance, with one exception: time-and-materials projects recorded an exceptionally low TRIR of 0.04.

Time-and-materials contracting was most common in industrial, infrastructure and renewable energy markets.

CONSTRUCTION TECHNOLOGY

Technology adoption continues to expand across the construction industry.

• The four most commonly used technologies during the past three years remained consistent:
• Project-management platforms
• Safety workflow technologies
• Drones
• Jobsite security technologies

TECHNOLOGY MOVES TO THE CENTER

Just three years ago, artificial intelligence was virtually absent from EIC projects. Today, 18% of projects report using AI technologies.

Importantly, no major technology category has declined in usage over the past three years, suggesting contractors continue to realize measurable return on investment.

Technology deployment also spanned all contract types and project sizes.

Construction technologies were utilized across projects of every size category. Data indicates that technology deployment frequency remains consistent regardless of project dollar value.

“During the past three years, we have experienced unprecedented growth which we attribute to two key factors,” says Rob Griffith, chief operating officer of Gaylor Electric. “First, we are collaborating with our customers earlier in the precon process. The second—related—factor is our commitment to utilizing innovations that increase efficiency and safety for our workforce and the speed at which we deliver reliable outcomes on projects.”

Projects utilizing safety technologies consistently reported lower TRIR rates than projects without those technologies.

The trend suggests that investments in safety-focused technology are contributing to improved jobsite performance.

“Technologies like BIM, VDC, field-management platforms and real-time reporting help teams communicate more effectively and make informed decisions faster,” Terry says. “Our longstanding investments in these tools give our teams a distinct advantage when delivering high-quality results. This amounts to better productivity, safer jobsites and more predictable outcomes for owners.”

WHAT THE INDUSTRY CAN LEARN

Companies qualifying for EIC awards should take pride in their performance. The data confirms that ABC’s EIC-awarded projects significantly outperform industry averages across safety, budget and schedule metrics.

• The analysis also reinforces several broader conclusions:
• Preconstruction services deliver measurable value
• Technology adoption is accelerating and becoming a key differentiator
• Safety leadership remains foundational to project excellence
• High-performing contractors consistently deliver quality projects regardless of procurement method or contract structure

The data also provides insights worth sharing broadly across the industry. Regardless of project size, market sector or delivery method, the conditions for excellence can be created through intentional planning, collaboration, innovation and leadership.

SEE ALSO: ABC UNVEILS AWARD-WINNING CONSTRUCTION PROJECTS, NATIONAL CONTRACTOR OF THE YEAR, SAFETY AND DIVERSITY EXCELLENCE IN THE INDUSTRY

The post Inside Construction’s Highest-Performing Projects first appeared on Construction Executive.

In 2025, ABC began asking contractors in its monthly Construction Confidence Index and Construction Backlog Indicator whether they were under contract to perform data center work. On average, one in eight responding ABC member contractors reported that they were.

Electrical work represents roughly 50% of the pad-ready scope, meaning the industry’s chronic workforce shortage is increasingly concentrated among electricians. Some data center project owners are offering significant financial incentives to attract workers, disrupting local labor markets and bringing in traveling crews. Many new entrants are being upskilled in core competencies as projects require miles of conduit installation and extensive cable pulling.

At the same time, the boom extends far beyond electrical work. Data center projects require hundreds of thousands of square feet of slab-on-grade concrete and roofing, along with extensive plumbing and HVAC systems. These demands add to the workforce pressures already facing other construction sectors.

The urgency is clear: The race to lead in artificial intelligence is accelerating, and time is of the essence.

Government action is also intensifying. Federal policymakers are considering national legislation, while state and local governments are moving quickly to address community concerns related to energy costs and grid capacity, water usage and resilience, environmental impacts, land use, pollution and noise. Transparency and public trust are also central issues.

The result is a rapidly evolving landscape—one that can feel chaotic at times but is also deeply exciting and potentially transformational.

ABC is engaged at every level, nationally and locally, both politically and practically—serving at times as an author of policy and at other times as a critic. The association is in ongoing communication with project owners, contractors, communities and policymakers.

ABC members and staff are actively working to address workforce shortages, permitting reform, health and safety commitments, and community concerns.

One outcome of this effort will be the continued integration of artificial intelligence, virtual reality, wearables and other advanced technologies into construction. ABC believes the rapid buildout of data center infrastructure presents a significant opportunity for transformational leadership across the industry.

SEE ALSO: DATA CENTERS, INTEREST RATES AND MORE PRIMED TO EXACERBATE LABOR SHORTAGE

The post Wiring the AI Economy: Construction Spending on Data Centers first appeared on Construction Executive.

Construction faces swirling winds in 2026 that will only exacerbate the shortage: data center construction growth, slow demand in residential markets, interest rates, construction input costs, deregulation, immigration enforcement, tariff policies and more. But there is one headwind we can turn into a tailwind: authoring into law a market-based worker visa system.

This visa system relies on actual construction labor demand rather than the government issuing a fixed arbitrary number of visas each year. Visa applicants are hired based on merit and skill, with a robust vetting process that addresses security and fraudulent applicants. A market-based worker visa system creates a significant income stream through payroll tax withholdings—a direct benefit to U.S. citizens—and will contribute significantly to satisfying the chronic worker shortage we have today.

If this system had been implemented 10 years ago, our industry more than likely would not be dealing with the chronic workforce challenges we have today.

This proposal is a systematic transformation of the construction worker visa system, relying on economic laws of supply and demand and complying with the rule of law in our land.

Now is the time. We have to get this done.

SEE ALSO: BUILDING THE NEXT GENERATION: SIX STRATEGIES FOR MANAGING A YOUNGER CONSTRUCTION WORKFORCE

The post We Have to Get This Done: Data Centers, Interest Rates and More Primed to Exacerbate Labor Shortage first appeared on Construction Executive.

As I reflect, many events come to mind—but the one I choose to share is the passing of Tim Keating, 2020 national chair of ABC and a dear friend.

Tim’s tenure as the leader of ABC began in 2019 with a well-authored strategic plan intended to take us into the future. A year prior, I was visiting Tim at the R.C. Stevens office in central Florida. On the wall behind his desk, I noticed a beautifully framed white canvas. Naturally, I had to ask: “What is that all about?”

He replied: “This ‘painting’ reminds me that every day is a new day, a blank canvas—and it’s up to me to decide how to paint it.”

I was sold. Tim and I agreed that every day we would work together to make wise choices that painted a beautiful picture for the future of ABC.

As Tim stepped into the chair role in 2020, that blank white canvas idea was foundational. 2020 presented challenges that were completely unique, historically unprecedented and downright scary. Tim was the right man for the job.
We spoke nearly every day, many days multiple times—and I thank God we had Tim’s foundational “blank canvas” framework to guide us.

We lost a great leader when Tim passed earlier this year, but we thank him for the great wisdom he shared for moving forward (excerpted from his national chair acceptance speech): “We have been given this gift, this opportunity, this obligation to live life and do what’s best for our lives. That includes our contributions to an industry we all love, and to do it with enthusiasm—to paint our canvas with the talents God has given us! It is up to each and every one of us to do that same thing each and every day. Every day is a blank canvas, and it’s up to us to paint our own picture of a beautiful life.”

SEE ALSO: PAINT YOUR CANVAS: SUMMARIZING THE CONTRIBUTIONS AND COMMITMENTS OF TIM KEATING

The post Blank Canvas: Reflecting on 2025 and Preparing for 2026 first appeared on Construction Executive.

How will things look over the next several years? That will depend on many different factors, starting with the results of last month’s midterm elections and their implications for who has control of the House and the Senate. But worker choice will remain a priority issue for the construction industry for the foreseeable future—and the priority issue for the new year we’re heading into.

In fact, for Construction Executive’s 2023 Construction Economic Forecast, rather than covering the construction economy as a whole, as he usually does for this annual feature, Anirban Basu focuses on the industry’s labor market. He writes: “As of July 2022, the number of available construction jobs stood at 375,000, which was still higher than at any point prior to April 2019.”

In other words, the skilled-worker shortage has returned to pre-pandemic levels, which makes worker choice that much more urgent. People have options, and it’s up to us as an industry to make sure they have free and open access to the many career opportunities that construction offers.

That’s why I find stories like this issue’s profile of the partnership between Project H.O.O.D. and ABC Illinois so inspiring—because this entry-point program introduces the trades to a community that otherwise might never have known about them. The Memphis Electrician Apprenticeship Bootcamp, a partnership between UpSmith, ABC of West Tennessee and the city of Memphis that is the focus of Workforce, does the same thing.

Providing all of these great career opportunities requires great leadership, which flourishes in an environment where people are inspired to achieve their professional dreams. With that in mind, I’m excited to have leadership expert Stephen M.R. Covey, author of the new book “Trust and Inspire,” joining us as a keynote speaker at ABC Convention 2023 in March; you can read CE’s preview interview with him on.

Please accept my best wishes for a safe and happy holiday season, however you choose to celebrate. I look forward to another year of leading ABC in its efforts to ensure that worker choice is a reality for everyone in the construction industry.

The post Choose Your Own Adventure first appeared on Construction Executive.

I thought a lot about my dad as I read this issue’s cover story, which presents a roundtable discussion among construction leaders on the industry’s evolving role in responding to climate change. Here’s a preview: The buzzword for the communities we design, build and operate is now “resilience.”

Speaking of resilience, Delaware Elevator is a fourth-generation company that has grown an international portfolio of business that includes maintaining, restoring and renovating vertical systems in many prominent Washington, D.C., facilities, including the Washington Monument. Historic preservation is also the subject of this issue’s Markets department, which focuses on a Macallan Construction project in Dahlonega, Georgia.

This issue also includes a Viewpoints Q&A, as well as articles about safety, change management for capital projects and mentorship/leadership development. And, of course, Washington Update provides the usual in-depth analysis of recent legislation and regulations coming from Capitol Hill.

This is an issue I would have sent to my father prior to our next game of chess!

The post Climate Control first appeared on Construction Executive.

With this in mind, in September, the construction industry is participating in National Suicide Prevention Month. You’ll find an excellent feature article that aims to prepare all of us for a frank conversation about suicide awareness and prevention.

We also continue to share best practices on the physical aspects of safety. This month’s Safety column showcases a unique fall-protection system that a company created for employees extracting and replacing the roof of a reservoir.

That spirit of innovation is one of the reasons why, despite the challenges our industry faces today, our members continue to successfully deliver on very complex projects—none more complicated than megaprojects. Our cover story profiles three mega projects in different market segments from around the country.

Of course, it takes top talent to build these and other projects successfully. In a feature, we introduce you to Brian Oliver, senior project manager with DPR Construction, and tell his unique story.

Finally, this issue has much to share around construction technology solutions and services. We present Top Tech, a special section that includes The Top Construction Technology Firms™ along with corporate profiles and executive insights from some of the major places in contech.

This issue is full of content that will help you “wow” your employees and your clients. Enjoy!

The post Physical, Social, Mental and Spiritual first appeared on Construction Executive.

Additionally, ABC members deploy their own entry points and skill-building programs. You can read about an amazing one in this issue’s cover story, which profiles Marek Brothers, an ABC Top Performer whose entry-point program is creating career dream opportunities for refugees from Afghanistan.

Creating opportunities for those who have served is another entry-point area ABC members focus on—underscoring one of the awesome things about our industry, which is the fact that you can build and own your own successful company. Hitting both points, we feature AmBuild, a Service-Disabled Veteran-Owned Small Business based in Fairport, New York.

Other companies that do a great job in creating career opportunities are ABC’s 2021National Inclusion, Diversity and Equity Excellence Award winners, who are spotlighted in Workforce.

Of course, not only does our industry build great careers, it builds amazing buildings. We profile the NFL Los Angeles project—home of NFL Media—while in Markets, we look at a mixed-use complex in Brooklyn that will include New York State’s largest-ever geothermal project.

And, as always, this issue of Construction Executive will keep you up-to-date on important industry news in In Brief as well as legislative and regulatory developments in Washington Update. Thanks for reading!

The post Opportunity for All first appeared on Construction Executive.

As always, my favorite part of the show was the competitions and other programs in which we recognized the future leaders of our great construction industry, including the Construction Workforce Awards. Read profiles of our 2022 CWA honorees—Craft Instructor of the Year, Craft Professional of the Year and Young Professional of the Year.

The future was also front and center at our National Craft Championships, which brought together more than 175 young trade professionals from across the country—including electricians, carpenters, pipefitters and welders—to face off in 15 competitions across 12 crafts. It was exciting to watch literal sparks fly on our show floor and to see some of the skilled trade workers who will shape tomorrow’s construction industry.

Also on the workforce front, this issue’s Workforce column focuses on the growing field of construction technology—and the evolving makeup of the industry’s talent pool—by talking with three women contech executives. One of their insights in particular struck me:

“Theconstructionindustryisuniquebecauseit’soneofthefewindustrieswheretechnologyhasadirectandvisibleimpactonthephysicalworld.”

Speaking of the physical world, while it feels so good to get together for a normal convention, that doesn’t mean business is totally back to normal. Our cover story looks at how the pandemic has changed construction and design for commercial and industrial projects. Our industry is highly adaptive and resilient, as you’ll see from the projects we spotlight in multiple market segments.

We are halfway through the year, with lots to celebrate and much to learn. I hope this issue of Construction Executive helps you do both.

The post The New Old Normal first appeared on Construction Executive.