The DEWALT study, AI in the Trades, underscores a paradox: Construction professionals overwhelmingly believe AI will define the future of the jobsite, yet very few are actually using it today. In the United States, 90% of construction professionals say AI will be indispensable within five years, but only 8% report using it as part of their day-to-day work.

This gap is not about skepticism. It is about access—specifically, access to training that is practical, relevant and aligned with how work actually gets done in the field.

A WORKFORCE READY—BUT NOT EQUIPPED

The data reveals a workforce that is not only open to AI, but actively expects it. Eighty-eight percent of respondents anticipate increased adoption in the next year, and 83% believe it will become standard within three years.

That level of consensus is rare in construction, an industry often characterized by cautious adoption curves. But belief alone does not translate into implementation. The critical barrier, cited consistently across the survey, is the lack of formal, job-relevant training.

“Tradespeople are the backbone of our industry, and their hands-on expertise is what brings every project to life,” says Bill Beck, president of tools & outdoors at Stanley Black & Decker. “As jobsites become increasingly complex and technology-driven, the need for practical AI training has never been more important.”

What Beck’s statement captures is a subtle but important shift: The industry is not asking whether tradespeople can adapt to AI—it is recognizing that they must. The question is whether the ecosystem supporting them—educators, contractors, manufacturers and associations—is moving fast enough to prepare them.

THE TRAINING GAP IS STRUCTURAL

One of the most striking findings from the study is where workers are currently turning for AI education. Instead of structured programs, tradespeople are largely self-teaching through informal channels: 40% rely on YouTube, 39% on platforms like Coursera and 42% prefer video tutorials.

This patchwork approach to learning is not sustainable for an industry where precision, safety and coordination are paramount. It also signals a deeper issue: Traditional training pathways—especially trade schools and apprenticeship programs—have not yet integrated AI into their curricula at scale.

That disconnect is widely recognized within the workforce itself. An overwhelming 87% of respondents say AI education must be embedded in trade schools and technical programs, while 59% emphasize the need for hands-on training tied directly to real construction tasks.

In other words, the workforce is not asking for abstract knowledge about AI. It is asking for applied learning: how to use AI for estimating, site monitoring, scheduling, procurement and quality control.

This is a critical distinction. Without contextualized training, AI risks becoming another underutilized technology—promising in theory but marginal in practice.

EARLY USE CASES POINT TO IMMEDIATE VALUE

Among the minority of early adopters, the use cases are already clear—and closely aligned with core construction workflows. Forty-six percent report exploring AI for site operations and monitoring, another 46% for planning and design, and 41% for estimation, procurement and supply-chain processes.

The benefits they report are equally tangible: increased productivity (35%), improved quality control (35%) and cost savings (34%).

These are not experimental gains. They go straight to the heart of project performance. Yet the fact that these benefits are concentrated among a relatively small group highlights the risk of a bifurcated workforce—where a subset of AI-enabled professionals pulls ahead, while the majority remains constrained by limited exposure and training.

From a workforce development perspective, that kind of divide could exacerbate existing labor challenges, including retention, wage disparities and skills shortages.

IMPLICATIONS FOR THE SKILLED LABOR GAP

The construction industry is already grappling with a well-documented labor shortage. AI has often been framed as part of the solution—helping workers do more with less and improving efficiency across projects.

But the DEWALT study suggests that without deliberate investment in training, AI could actually widen the skills gap rather than close it.

If AI proficiency becomes a differentiator, employers will increasingly compete for workers who possess both traditional trade skills and digital fluency. That raises the bar for entry into the workforce and places additional pressure on training systems that are already stretched.

At the same time, there is a clear opportunity. AI, when properly implemented, can enable skilled workers to focus more on high-value tasks—problem-solving, craftsmanship and decision-making—while automating repetitive or data-intensive processes.

As Beck notes, “Empowering our workforce with AI education is not just about keeping pace with technology—it’s about equipping tradespeople with the tools and knowledge they need to solve real-world challenges, drive productivity, and lead the industry forward.”

That framing positions AI not as a replacement for skilled labor, but as an amplifier of it.

RETHINKING APPRENTICESHIP AND EDUCATION MODELS

Perhaps the most immediate workforce implication is the need to rethink how training is delivered.

Traditional apprenticeship models have long emphasized hands-on learning, mentorship and incremental skill development. Those principles remain relevant—but they must now incorporate digital competencies alongside physical ones.

Recognizing this, DEWALT has begun piloting new approaches in partnership with Associated Builders and Contractors. A pilot program with ABC’s Central Florida chapter aims to deliver jobsite-relevant AI training to apprentices and early-career professionals, including case studies and real-world applications.

The company has also committed $75,000 to ABC’s Trimmer Construction Education Fund to support AI-related training initiatives nationwide.

These efforts are notable not just for their scale, but for their focus. They emphasize applied learning—connecting AI directly to the tasks workers perform every day.

“Education is vital to bringing fundamental AI skillsets to our future workforce,” says Matthew Abeles, ABC’s vice president of construction technology and innovation. “DEWALT’s commitment to providing AI resources to craft professionals… will be invaluable to improving safety and productivity on jobsites.”

For workforce leaders, the takeaway is clear: AI training cannot be an add-on. It must be integrated into the core of how the industry develops talent.

THE ROLE OF EMPLOYERS AND INDUSTRY LEADERS

While trade schools and associations play a critical role, employers themselves will need to take a more active stance in workforce upskilling.

The study shows that many workers already feel “somewhat or very prepared” to work with AI, despite limited formal training. This suggests a foundation of confidence that employers can build upon.

But translating that confidence into competence will require structured programs, mentorship and access to tools.

Initiatives like ABC’s “AI Toolbox Takeaways” webinar series—designed to help companies understand and adopt AI—represent one approach. But broader adoption will likely depend on integrating training into everyday workflows, rather than treating it as a separate activity.

That could include:

• Embedding AI tools into project management platforms
• Offering on-the-job training modules tied to specific tasks
• Creating cross-functional teams that pair tech-savvy staff with field professionals
• Incentivizing continuous learning through certifications and career advancement pathways

The goal should be to make AI literacy as fundamental as safety training or equipment operation.

A DEFINING MOMENT FOR THE WORKFORCE

The construction industry stands at a pivotal moment. AI is not a distant trend; it is already reshaping how projects are planned, executed and managed.

But the pace of technological change is outstripping the pace of workforce preparation.

If the current trajectory continues, the industry risks creating a mismatch between the tools available and the people equipped to use them. That mismatch could slow adoption, limit productivity gains and deepen existing labor challenges.

On the other hand, closing the training gap presents a powerful opportunity. By investing in AI education now—particularly at the entry and apprenticeship levels—the industry can build a workforce that is not only prepared for the future, but capable of shaping it.

As Beck emphasizes, “AI is starting to reshape the future of construction, and we need to make sure tradespeople are ready for it… [These programs are] about giving early-career workers and current pros access to the tools and skills that will matter on tomorrow’s jobsites.”

The message is straightforward: The technology is ready. The workforce is willing. The missing piece is training.

How the industry responds to that challenge will determine not just how quickly AI is adopted, but how effectively it transforms the construction workforce for decades to come.

SEE ALSO: VIRTUAL REALITY AND 360-DEGREE VIDEOS FOR THE JOBSITE

The post AI Hits the Jobsite: The Workforce Training Gap first appeared on Construction Executive.

“I couldn’t do the classroom,” Kilmer says. “As soon as sports were done, I was like, this isn’t for me.”

What was for him, though, was building.

Today, Kilmer is ABC’s 2026 Craft Instructor of the Year, a recognition that honors not only his technical expertise and commitment to apprenticeship education, but also the energy, empathy and mentorship he brings to every classroom and jobsite.

When he first heard the news, the longtime ABC Southern California plumbing instructor says he was “dumbfounded.”

“This is something that I genuinely am incredibly honored by,” he says. “It’s such a big passion and part of my life. The money’s not what means anything to me. It’s the fact that I get to help and be a part of these individuals’ lives changing like what happened for me when I was an apprentice.”

SERVICE BEFORE SELF

Kilmer’s journey with ABC began as a student. He entered the ABC Southern California commercial plumbing apprenticeship program in 2007 after hearing about the opportunity from a family member. He quickly immersed himself in the trade, eventually earning his journeyman and master-level plumbing certifications, winning Local Craft Championships and being named Plumbing Student of the Year in 2012.

But even as his own career advanced—from apprentice to foreman, project manager and eventually preconstruction manager at Z3 Plumbing—Kilmer found himself drawn back to the classroom.

“When I started the program, I had a phenomenal instructor,” he says. “Then I had two years of okay instruction, and then I had him again, and I realized I needed to do something to help him and become a teacher like him.”

That experience shaped what would become Kilmer’s teaching philosophy: “Student. Service. Success.”

For Kilmer, instruction is fundamentally an act of service.

“So many times growing up in schools, I always felt left out by my instructors,” he says. “I felt like they weren’t doing it for the right reasons. When you have that service mentality behind you, that’s where you’re going to get your success. That’s where you’re looking for the students’ success—not just your own.”

Over the last 13 years, Kilmer has taught every level of ABC SoCal’s plumbing apprenticeship program, designing lesson plans, hands-on labs and competition projects that connect classroom theory to real-world applications.

His students have taken notice.

“Tatton exemplifies a students-first philosophy,” reads his award nomination. “His positive attitude, creativity and ability to communicate complex concepts foster a learning environment that inspires excellence.”

FRIENDS AND FAMILY: Left, Kilmer walks the National Craft Championships floor with apprentices. Right, Kilmer and his family spend time at Disneyland.

A CLASSROOM THAT FEELS REAL

Ask Kilmer what defines his personality, and he laughs before answering: “Goofy, fun-loving, but very serious and dedicated to what I do.”

That balance, he says, is critical when teaching apprentices.

“Let’s face it—everybody that gets into apprenticeship programs, we didn’t fit the mold to the normal office world,” he says. “Being in the classroom and making it fun, making it entertaining and something more than just ‘you have to be here,’ allows my students to fully get the message I’m trying to get across.”

Kilmer’s lessons extend far beyond pipefitting and code books. Communication, professionalism and accountability are recurring themes in his classroom.

“I always talk about communication,” he says. “Think about the way you email. Think about the way you talk in a foreman’s meeting. Think about the way you talk to your boss or even an inspector. It’s incredibly important to comprehend how communication happens.”

He also emphasizes the value of merit-shop opportunity and self-advocacy.

“You being the biggest proponent for yourself is incredibly important,” he says. “If you want opportunity, that’s where merit shop comes in, because you have that ability unlike anywhere else.”

As chair of ABC Southern California’s Multilateral Apprenticeship Committee, Kilmer helps oversee plumbing, low-voltage and sheet metal apprenticeship programs while also serving on the chapter’s Craft Championships Committee.

One of his favorite parts of teaching? Coaching apprentices for the National Craft Championships.
“I always tell them, set the goal of getting to local craft champs, competing there, winning, going to Nationals and winning there,” he says.

Under Kilmer’s guidance, ABC SoCal plumbing competitors have medaled in the national competition every year since 2019.

BUILDING THE NEXT GENERATION

Kilmer’s passion for apprenticeships is deeply personal. The trade gave him a career without student debt, financial stability in Southern California and a pathway to leadership. Now, he wants others to have the same opportunity.

“Apprenticeships are the lifeblood of this country,” he says. “You’re going to come out of it both knowing why to do it and how to do it.”

He carries that mission into outreach events, career fairs and high school presentations, where he speaks with students about alternatives to the traditional four-year college route.

“This industry is dying because of the lack of schools pushing students into understanding there’s more than one option,” he says. “For those of us that want to work with our hands, there are so many other avenues out there.”

Kilmer is also passionate about modernizing the industry through technology. In his classroom, he incorporates digital estimating tools, BIM resources like Revit, smart whiteboards and live interactive quizzes to help apprentices engage with the same technology they will encounter in the field.

Still, for all the advancements in software and AI, Kilmer believes the heart of construction remains deeply human.

“Until computers get thumbs, I don’t see that happening,” he jokes when asked whether AI could replace construction workers.

LEAVING A LEGACY

At home, Kilmer’s world revolves around family. He and his wife spend time gaming, attending Renaissance fairs and raising their two-and-a-half-year-old son. Becoming a father, he says, only reinforced the way he views his students.

“I looked at all my students as my sons for a lot of the time,” he says. “Now it’s reinforced even more how important it is that I do this for both my son and them.”

That care extends to his emphasis on mental health and safety in the trades. Kilmer openly discusses the construction industry’s high suicide rates with students and reminds them that no job is more important than their wellbeing.

“Nothing is so terrible or so unfortunate that it should step in front of you taking care of yourself and your family,” he says. “If you’ve got to take a moment, step away.”

Ultimately, the legacy Kilmer hopes to leave is one centered on compassion and passing knowledge forward.

“It is our requirement to be the ones passing that on,” he says of experienced tradespeople mentoring younger workers. “It is not a trade secret. It is guaranteed success.”

For Kilmer, teaching has never been about recognition or titles. It has always been about ensuring the next generation of craft professionals has the opportunities, mentorship and support he once received himself.

“I love the trades,” he says. “I love the fact that we as individuals have the opportunity to do something so important. Help share the knowledge. Help bring more people into this.”

The post Built to Teach: ABC’s 2026 Craft Instructor of the Year Tatton Kilmer first appeared on Construction Executive.

On the other end was the news that she had been selected as ABC’s very first Health and Safety Professional of the Year—a new recognition and the latest addition to ABC’s construction workforce awards honoring the people shaping the future of the industry.

“I was very, very stunned,” says Ferdinand-Stong. “Humbled. It didn’t really set in until I arrived here this week.”

For Ferdinand-Stong, though, the award represents more than personal recognition. It represents an opportunity to reshape the perception of safety in construction.

“TikTok has this whole subculture of being unsafe is cool with the construction industry,” she says. “And I want to change that. I want safety to be cool.”

That mission has defined Ferdinand-Strong’s career for nearly 30 years.

BUILT BY EXPERIENCE

Ferdinand-Strong’s path into construction safety was anything but traditional.

Raised by her father alongside three sisters, she says she grew up learning to navigate the world with both toughness and adaptability.

“I was the eldest of four daughters,” she says. “He raised us like boys. So I do have a very strong personality, but also the feminine side. I know how to speak to people. You have to know your audience.”

That ability to connect with people would become one of the defining traits of her leadership style.

Her career began in the mid-1990s at an injection molding facility in Kansas, where she first noticed unsafe practices involving hazardous materials and heavy machinery. Rather than accepting those conditions as normal, Ferdinand-Stong started asking questions.

“We kind of created our own safety committee before work,” she says. “There were a lot of unsafe things that I was doing that I didn’t realize were unsafe, just because I was shown that.”

That curiosity—and refusal to look the other way—eventually led her into construction. After working in banking and finance, she joined a construction and electrical contractor in Indianapolis as a laborer before moving into facilities management and safety leadership.

Over the years, Ferdinand-Stong built a career around transforming safety culture. As safety director for a drywall contractor operating across seven states, she helped lead the company to four consecutive years with no lost time incidents and two of those four years with zero recordables.

Then, in 2021, she joined Gaylor Electric, where she currently serves as corporate safety manager.

MORE THAN A RULEBOOK

Ask Ferdinand-Stong what “health and safety” means to her, and she quickly explains that it is far bigger than policies or compliance.

“It’s so much more than just the book,” she says. “It’s about the person. It’s about the project. It involves production. It involves quality.”

She describes safety, quality and production as construction’s “holy trinity”—three priorities that must work together rather than compete with one another.

That philosophy is reflected in the way Ferdinand-Stong approaches her work at Gaylor Electric. As one of three corporate safety managers, she oversees companywide safety programs, develops field leaders, integrates safety into project planning and maintains an active boots-on-the-ground presence across jobsites.

“A lot of times, safety is brought in after the fact,” she says. “But safety needs to be built into the planning of the project.”

That means spending as much time listening as correcting.

“I can walk around and say, ‘Hey, put your gloves on,’ and walk past you,” she says. “But if I don’t circle around and ask why, maybe you’re having difficulty finding a tie-off point. Maybe your glasses hurt your nose. You have to understand the bigger picture.”

It is a people-first philosophy that has made Ferdinand-Stong a familiar and trusted presence in the field.

“One of my biggest accomplishments is when people remember me on the jobsite,” she says. “Or when someone who used to fight wearing safety glasses finally says, ‘Hey Jenny, look—I finally got my prescription safety glasses.’ Those little things are the biggest accomplishments.”

EVERYONE IS A SAFETY LEADER

Perhaps the message Ferdinand-Stong emphasizes most is empowerment.

“The number one priority is making sure everyone knows they are a safety leader,” she says. “It does not matter your title or your experience. If it’s your first day, you are a safety leader.”

She teaches every employee—from apprentices to superintendents—that they not only have stop-work authority, but also the responsibility to protect the people around them.

“You have accountability for your own safety,” she says. “But you also have a responsibility to your brothers and sisters in the field.”

For Ferdinand-Stong, safety culture is built through coaching and mentorship, not fear or punishment.

“It’s not about being a safety cop,” she says. “We have to coach these people and give them the tools so they can become safer workers and get their jobs done.”

That mindset extends beyond physical safety into mental health and total human health—a core value at Gaylor Electric. Ferdinand-Stong regularly checks in on employees’ mental and emotional wellbeing, recognizing that personal stressors can directly impact jobsite safety.

“A jobsite is a small town,” she says. “People know what’s going on in each other’s lives. You have to understand the whole person.”

Her approach combines empathy with accountability, helping employees feel supported while also reinforcing shared responsibility.

CHANGING THE FUTURE OF CONSTRUCTION

Ferdinand-Stong is deeply passionate about expanding opportunities within construction—especially for women.

“There are so many possibilities for women in construction,” she says. “Whether you want to be on your tools, an engineer, an architect, a safety professional—there are so many paths.”

She points to the industry’s workforce gap and the need to introduce students to construction careers earlier.

“We don’t just need to hit high schools,” she says. “We need to hit middle schools.”

Ferdinand-Stong also sees technology playing an increasingly important role in construction safety. She is currently collaborating with university professors on innovations that integrate safety directly into BIM models, allowing teams to identify high-risk hazards before work even begins.

“Technology can help us ask, ‘How are we going to install this safely?’ before we ever get into the field,” she says.

Still, even with advances in equipment and predictive tools, Ferdinand-Stong believes the future of safety ultimately comes down to people mentoring people.

“There is an age gap in this industry,” she says. “We need to make sure mentorship is there. It’s not just about enrolling people—it’s about following through.”

That commitment to mentorship, leadership and culture-building is exactly why Ferdinand-Stong was selected as the inaugural recipient of ABC’s newest workforce honor.

“The only way to obtain the elusive ‘zero’ we all talk about is for everyone to truly commit to to a zero-recordable culture.Safety, quality and production all work together,” she says. “And if we can get everyone to see themselves as safety leaders, it changes everything.”

The post Safety Is Personal: ABC’s 2026 Health and Safety Professional of the Year Jenny Ferdinand-Stong first appeared on Construction Executive.

In a recent interview with Construction Executive, Carter discusses why the industry must move beyond incremental improvements, how technology and AI can support better planning and what it will take to create a true culture of psychological safety on jobsites.

Tell us about your background and your role in Construction Safety Week this year.

I’ve been in construction for 40 years. I started right out of high school working in scaffolding with my dad, so I’ve seen the industry from the tools up. About 25 years ago, I moved fully into safety. I’ve worked across the project life cycle—development, construction and operational safety—in the U.K. and the U.S.

I joined Gilbane about 18 months ago as global health and safety director. Our CEO, Adam Jelen, has long been involved in Construction Safety Week, and because Gilbane is serving as chair in 2026, I was asked to partner in shaping this year’s strategy.

My role is to ensure we have a proactive, risk-based safety program—one that plans with the end in mind. And the end in mind is simple: everyone goes home safe. Construction Safety Week gave us an opportunity to bring that philosophy to the broader industry and unify around a common goal.

What inspired this year’s theme, “Recognize. Respond. Respect.”?

Safety management is a science. It has to be data-driven. When you look at the data, what stands out is that while we’ve made progress reducing high-frequency, low-impact incidents, we haven’t seen meaningful improvement in serious injuries and fatalities over the past 10 to 15 years. Roughly 1,000 construction workers lose their lives each year in the U.S. That’s unacceptable.

We studied organizations that have achieved step changes in serious injury and fatality rates. Almost every time, the common denominator was a risk-based approach focused on identifying and managing critical controls—the hazards most likely to result in life-altering outcomes.

That’s where “Recognize” comes from. First, identify the hazards that can kill or seriously injure someone. Different organizations use different terminology—high-energy hazards, critical risks or what OSHA calls the fatal four—but the principle is the same. You must clearly recognize the biggest threats.

“Respond” is about planning. Once you know where the greatest risks lie, you design controls early—through engineering, scheduling and collaboration—to prevent those risks from turning into tragedies.

“Respect” is about culture. Our industry often looks for technical fixes, but we can’t overlook the human element. Respect means valuing the craft professional’s expertise, ensuring they understand the plan and empowering them to speak up if something isn’t right.

Let’s talk more about that “Respect” component.

Today we talk a lot about psychological safety, and sometimes that term gets misunderstood. At its simplest, it means creating an environment where people feel safe to speak up.

At the craft level, respect starts with respecting the plan. The controls in place are there to prevent serious injuries and fatalities. But if the plan isn’t right, we need people to say so—and we need to honor that. Stop-work authority is a key part of this. If someone calls a stop, we stop. That’s the commitment. Respect means shared accountability. It’s about partnership, not top-down directives.

Why is dedicating one week to safety so important when companies focus on it year-round?

I see Safety Week as a celebration of the work happening all year. It’s not a one-off event. The momentum carries forward continuously. As soon as one year ends, planning for the next begins.

This year, we’ve strengthened our alliance with OSHA, reinforcing that regulators and industry leaders are aligned in our goals. Safety Week provides a platform to raise awareness, share best practices and elevate the entire industry—especially small and mid-sized contractors that may not have extensive internal resources.

When we come together in unison, even raising awareness can make a difference. It creates energy and focus that extend far beyond that single week.

How have craft professionals responded to Safety Week initiatives?

We surveyed craft professionals this year, and the response has been overwhelmingly positive. When they see that owners, designers and executives are investing time and energy into planning for their safety—not just issuing rules, but listening—it builds trust.

Safety Week creates opportunities for leaders to visit sites, engage directly with craft workers and have honest conversations about risk. It helps close the gap between planning and execution.

We’re also intentional about language. If I say “high-energy hazards,” someone might think I’m talking about electricity. But if I say “the stuff that can kill you,” that resonates. Stories and relatable language are powerful tools for engagement.

What programming can participants expect this year?

We’ve created daily toolbox talks built around case studies and storytelling. People connect with stories. They disarm defensiveness and make risk real.

We’re also running a “Spot the Hazard” competition on the Safety Week website. It gamifies hazard recognition. Participants spin a digital wheel, identify hazards in images and enter a prize drawing. It’s engaging, but also educational.

On Wednesday, May 6, we’ll align with OSHA’s National Safety Stand-Down to Prevent Falls, reinforcing the connection between our messaging and what OSHA identifies as leading causes of fatalities. Whether you call them high-energy hazards, critical risks or the fatal four, the objective is the same: understand and manage what can cause the most harm.

What role do technology and AI play in advancing safety?

Technology is a tremendous enabler, particularly in planning. Using BIM and 3D modeling, we can visualize projects early and design out risk before construction begins. What can’t be eliminated can be controlled through thoughtful scheduling and collaboration.

AI can help identify potential risk scenarios quickly and highlight cross-contamination of risk—what happens when schedules compress and trades overlap. It gives teams time to think and plan.

Ultimately, I see AI removing complexity and administrative burden while strengthening controls. Early in my career, every incident led to a new policy. Over time, that layered on noise. My commitment is to remove complexity but add control—and improve outcomes. AI can help us do that.

What message would you share with companies considering participation in Safety Week?

Be part of the solution. There’s no intellectual property in safety. Leadership in safety isn’t about inventing the next proprietary program—it’s about unifying around what works.

Come with an open mind. Share what you’ve learned. Learn from others. The diversity of thought in this industry is one of our strengths. If we keep the end in mind—a measurable reduction in serious injuries and fatalities—we can make meaningful progress. And that’s what this is about: one industry, one goal and a shared commitment to sending everyone home safely.

SEE ALSO: FRONTLINE LEADERSHIP UNDER PRESSURE: STRENGTHENING SUPERVISOR SUPPORT TO IMPROVE SAFETY AND PERFORMANCE

The post One Industry, One Goal: Construction Safety Week 2026 first appeared on Construction Executive.

It wasn’t a grand ceremony. There were no lawyers, no press releases, no polished mission statements. Just two men, window to window, making a commitment the old-fashioned way. That handshake in the early 1960s would lay the foundation for what is now Coakley & Williams Construction (CWC)—a 65-year-old contractor based in the Washington, D.C. metro area with a legacy rooted as much in relationships as it is in reinforced concrete.

Six and a half decades later, the projects are larger, the portfolio more complex and the leadership now in its third era. But the throughline remains: build with integrity, invest in people and earn trust—perpetually.

In 2026, that philosophy has earned national recognition as Associated Builders and Contractors named CWC its Contractor of the Year. For a company that doesn’t chase accolades, the honor lands differently. It feels less like a milestone and more like a mirror—reflecting a culture that has been quietly compounding for decades.

THE BUILD MINDSET

If you ask CEO Lynn Stith Bennett for the company’s elevator pitch, she won’t start with revenue figures or square footage totals.

“At CWC we operate with what we call the build mindset,” Bennett says. “Every action we take contributes to building something. And that something is so much more than buildings.”

Yes, the firm constructs schools, government facilities, life sciences labs and mission-critical spaces across the D.C., Maryland and Virginia region. But, Bennett says, the work extends beyond brick and steel.

“We’re building communities where people live, work and play. We build schools that educate children and the future. We deliver life science projects that have an impact on people’s lives,” she says. “But even more than that, every action we take is about building relationships and career opportunities for our people.”

Gregory E. Harraka, president and COO, echoes that sentiment.

“If I got stuck on an elevator with you and you said, ‘I’ve got 10 projects to build—why should I choose CWC?’ I’d say because we operate with the build mindset,” Harraka says. “We’re not just building structures and spaces. We’re building relationships. We care about your project. We build on trust.”

That trust, cultivated over 65 years, is the currency that keeps clients coming back—and employees staying for decades.

A COMPANY YOU CAN RETIRE FROM

Spend time talking with CWC employees and a pattern quickly emerges: longevity.

Harraka joined the firm on September 22, 1986. This fall will mark his 40th anniversary.

“I didn’t come here chasing an award,” he says. “I came here for a job. But I stayed because the merit shop philosophy matched my ideals—what you put out is how you should be evaluated.”

Bennett’s tenure nearly mirrors his. She joined the company in 1987 after cutting her teeth in field operations at another contractor.

“There weren’t a lot of women project managers at that time,” she recalls. “They really invested in me. Every time I raised my hand and said, ‘I think I can do that,’ they said, ‘Go for it.’”

Over the years, Bennett moved from project management to leading the design-build group and eventually to overseeing HR, IT, accounting and marketing before becoming CEO—the first woman to hold the role in company history.

“I feel like I’m Lynn most days,” she says with a laugh. “Sometimes I forget the title carries weight. But it is meaningful to be a role model for young women coming into this industry.”

That internal mobility is not accidental. It is structured. Senior Superintendent Eric Van Why, who joined the company in 2009 as a project engineer, is now an equity partner.

“When I interviewed, I was told the sky’s the limit,” Van Why says. “They said, ‘If you fit well here, you could be an owner one day.’ I thought, no way. And here we are.”

Van Why credits the company’s catalytic coaching process—a structured, annual development conversation—for creating clear career pathways.

“We don’t do traditional annual reviews,” he explains. “We go through what we’re proud of, where we fell short, what skills we gained, what relationships we built and what we want to be when we grow up. It’s in writing. You have a voice.”

Baboucarr Cham’s story follows a similar arc. He joined CWC as a summer intern in 2003 while studying architecture. “After my first internship, I just loved construction,” Cham says. “I changed my major. They paid for my master’s degree. I kept getting opportunities.”

Today, Cham serves as business unit leader for the firm’s government sector and is an equity partner overseeing 40-50 team members. “I’ve spent my entire professional life here, and I plan on retiring here,” he says. “Every step of the way, it’s been about opportunity.”

Jeff Gray’s tenure stretches even longer. He started working for his father in construction at age 13 and joined CWC as a carpenter at 24. This year marks 39 years with the company.

“After the first year, I knew this was the place for me to spend my entire career,” Gray says. “I look back on all the years and what comes to mind is how fortunate I am to be part of this success story.”

He sums up the company’s mission in three words: “Purpose, impact and happy team.”

EARN TRUST PERPETUALLY

At the core of CWC’s culture are three guiding principles: earn trust perpetually, trade perspectives confidently and apply expertise inventively. For Cham, the first is foundational.

“For us to get this award, we have earned the trust of a lot of people involved in the entire construction cycle—from owners to architects to trade partners,” he says.

That trust extends into the field, where safety and collaboration are daily disciplines.

“Our safety culture starts with buy-in from every employee,” Gray says. “Our site teams meet every morning and discuss upcoming activities to understand the hazards. We walk the project together. It’s a team effort.”

Van Why, who grew up in the trades and worked as an electrician and framer before moving into commercial construction, thrives on complex builds. “I’m really good at messy jobs—additions, challenging structural stuff,” he says. “At CWC, we don’t build the same thing over and over. Every project is a new opportunity to solve problems.”

Senior Project Manager Megan Ross points to the firm’s diverse portfolio—from schools and aquatic centers to government wellness facilities—as evidence of that adaptability. “Most recently, I got to build our new office space,” Ross says. “That’s one I really take pride in because our people use it every day.”

Ross, who joined straight out of college and became the company’s first female assistant superintendent before transitioning to the project management track, is now in her tenth year. “You really see the next class of leaders emerging,” she says. “People rally behind Lynn and Greg because they’re good leaders.”

THE ABC THREAD

The connection between CWC and Associated Builders and Contractors is not a recent development—it is woven into the company’s origin story.

One of the firm’s founders, Neil Coakley, co-founded and served as the second chair of ABC Metro Washington. Over the years, five company leaders have served as Metro chairs and two have chaired ABC Chesapeake Shores.

Harraka chaired the Metro Washington chapter in 2013. Bennett also served as Metro chair in 2021. Ross currently sits on the Metro board. Cham has been active in ABC’s legislative efforts in both Metro and Chesapeake and Van Why has chaired multiple committees at Metro Washington.

“ABC has gone hand in hand with our entire company’s path,” Ross says. “It’s been along our entire company’s history.”
For Harraka, the Contractor of the Year award is less about recognition and more about reinforcement. “These types of awards aren’t something you deserve—you earn them,” he says. “We live the merit shop philosophy. We’ve fought for it. We’ve been involved in lawsuits against project labor agreements in this region because we believe in open competition.”

Cham sees advocacy as inseparable from business strategy. “My mentor always says, ‘Get into politics or get out of business,’” Cham says. “When you start seeing what policies impact growth and opportunity, you realize we have to advocate for what matters to our industry.”

Van Why credits ABC with expanding his professional network and perspective.

“ABC involvement continues to develop my industry knowledge and relationships,” he says. “This industry is relationship-based. Those connections matter.”

For Bennett, who remembers attending early ABC meetings where few people looked like her, the evolution has been profound. “To go from that [environment] to serving on the board and then chairing the Metro chapter was an amazing achievement for me personally,” she says. “It’s impactful to be that role model.”

The Contractor of the Year honor, presented in the company’s 65th anniversary year, feels especially significant. “It says that organizations like ours live the merit shop every day,” Harraka says. “We just go about it as part of the fabric of our business.”

BUILDING WHAT MATTERS

Over more than six decades, CWC has delivered projects that shape the region’s civic and educational landscape.

Gray points to work at Marine Corps University, the Maryland State Senate office building and dozens of schools throughout his career as defining milestones. Cham highlights the Long Bridge Aquatics Center in Arlington, Virginia, as one of the most meaningful projects in his tenure. “It’s one of those unique projects that really resonates,” he says. His team recently broke ground on the largest project in the firm’s history: the Maryland Supreme Court in Annapolis. “Working on this project is a profound honor, as this future Civic landmark will stand as a symbol of justice, history, and service to the state of Maryland.”

From public safety facilities and recreation centers to mission-critical government spaces, the company’s portfolio reflects its identity as a true Washington, D.C. metro region contractor. “We believe in the communities we build and the communities we serve,” Cham says. “We believe in being good stewards.”

That local commitment has helped the firm maintain a steady presence in an industry known for volatility.

“We didn’t set out to be the biggest,” Harraka says. “We wanted to be the best.”

NEXT GENERATION

Today, CWC is positioned for growth. The ownership structure has evolved, with key leaders—including Bennett, Harraka, Van Why and Cham—now equity partners.

“We’re excited about where we are as a company,” Bennett says. “We’re positioned for growth and excited about the opportunities that provides for our employees.”

That growth is intentional. The company looks for entrepreneurial spirit, rewards performance and encourages employees to “raise their hand” for the next challenge.

“You work hard, you get rewarded,” Harraka says. “And reward isn’t only financial. It’s career growth and the opportunity to take on something new and succeed.”

The founders’ handshake may be long past, but its ethos endures—in daily safety walks, in mentorship conversations, in board meetings and in job trailers across the region.

“What do you want to be when you grow up?” Van Why asks his mentees during catalytic coaching sessions. “Be the next president? The next CEO? It’s possible.”

For a company built on a handshake in the rain, that belief—that anything is possible if you earn it—may be the strongest structure of all. And in earning ABC’s Contractor of the Year award, CWC has once again proven that when companies build people, the projects—and the legacy—follow.

SEE ALSO: OLD MILITARY PARACHUTES REPURPOSED IN WYOMING MONASTERY PROJECT

The post Built to Last: ABC 2026 Contractor of the Year Coakley & Williams Construction first appeared on Construction Executive.

The visit, facilitated through longstanding relationships between ABC leadership and federal policymakers, offered a firsthand look at Florida’s apprenticeship model—one that industry leaders say is among the strongest in the nation. With tuition-free education, progressive wages, guaranteed employment and innovative training tools such as virtual reality labs, the ABC Institute is positioning itself as a blueprint for workforce development at a time when policymakers across Washington are searching for scalable, effective alternatives to traditional higher education pathways.

“This was about showing decision makers what’s actually working,” says TC Wolfe, principal at New Century Government Affairs, who has worked closely with the chapter’s government affairs team for several years. “Everything that people are talking about in the higher education community in Washington for the last 15 to 20 years has been return on investment, cost to the student, outrageous debt and the ability to get a good job. Florida has a model that answers all of those concerns.”

BUILDING FEDERAL AWARENESS THROUGH RELATIONSHIPS

Wolfe, who spends significant time in Washington, D.C., working with members of Congress and their staff, says fostering relationships between policymakers and ABC chapters is a core function of his role. Those relationships, he says, are critical to ensuring lawmakers understand the construction industry’s workforce needs and the role apprenticeship plays in meeting them.

“We’ve had House members out, staff from Sen. Scott’s office and Sen. Moody’s office,” Wolfe says. “We’ve gotten statements for the record recognizing the importance of commercial construction, the workforce and the industry in Florida.”

The deputy secretary’s visit followed meetings in Washington where ABC leaders discussed apprenticeship policy with Department of Labor officials and regulators, including representatives from OSHA. During those meetings, Wolfe says, ABC leaders made a point to “brag on the Florida model.”

“[Florida’s apprenticeship model] is tuition-free to the students with progressive pay wages,” Wolfe says. “We wanted to make sure the folks leading these conversations in Washington are aware of that.”

That outreach culminated in a handwritten invitation extended to Sonderling to visit the ABC Institute in person—an invitation he later accepted.

FLORIDA’S TUITON-FREE MODEL STANDS OUT

According to ABC-FEC President and CEO Peter Dyga, Florida’s tuition exemption for registered apprenticeship programs is what most clearly differentiates the state’s approach from others across the country.

“We think that exemption is what makes apprenticeship unique in the state of Florida,” Dyga says. “In Florida, it’s tuition-free. Most other states use more of a technical college model where they’re charging thousands of dollars.”

Under the ABC Institute’s model, apprentices do not pay to attend classes. Instead, participating contractors pay a fee to enroll their apprentices—a structure Dyga says ensures employer investment and long-term commitment.

“Our experience has been that charging contractors and getting them vested is an important component, and it works well for us,” he says.

Beyond affordability, Dyga emphasized that apprentices earn wages from day one and nearly 100% of graduates are employed upon completion.

“You’re not an apprentice unless you’re employed,” Dyga says. “We talk a lot about progressive wage increases as you go through the program and 100% placement.”

A MAJOR WORKFORCE PROVIDER

The ABC Institute recently marked its 50th anniversary and is now the largest apprenticeship provider in Florida. Despite representing fewer than 1% of the state’s more than 300 registered apprenticeship providers, ABC accounts for approximately 20% of Florida’s freshman apprentice enrollment.

“That’s crazy when you think about it,” Dyga says. “We’re two providers out of 325, but we’re 20% of the enrollment.”

The institute operates at multiple locations across the state and is expanding its footprint with a new 24,000-square-foot flagship campus in Hialeah. The facility marks the first time ABC-FEC has owned—rather than leased—space in Miami-Dade County.

“It’s getting a lot of attention,” Dyga says. “It’s a big step forward for us.”

INNOVATION TO REACH THE NEXT GENERATION

One of the most notable aspects of the deputy secretary’s visit was a demonstration of the institute’s investment in virtual reality training technology. The VR program is designed to supplement hands-on learning while addressing space limitations and expanding access across multiple campuses.

“The virtual reality component is going to allow us to have that experience at every location and for every trade,” Dyga says.

The technology also supports a strategic goal set by ABC’s board: lowering the average age of apprentices.

“Our average age has been higher than it should be,” Dyga says. “If a university had an average student age of 28, that would be a problem. This should be an equally good first choice for students coming out of high school.”

By integrating VR technology familiar to younger generations, ABC leaders believe the institute can better compete with four-year colleges for students deciding their post-secondary paths.

CAREER MOBILITY WITHOUT DEBT

In addition to training skilled craft professionals, ABC leaders emphasize that apprenticeship supports long-term career mobility. Graduates can move into management roles, estimating or even business ownership—a point that resonates strongly with policymakers.

“We’re developing the entrepreneurs of the future,” Dyga says. “A lot of our students will eventually start their own businesses. That’s a great story.”

The institute also has a matriculation agreement with Broward College that allows graduates to receive up to 27 college credits if they later pursue a degree.

“If you’re going to talk about lifelong learning and career ladders, you have to make it convenient and manageable,” Dyga says.

NATIONAL IMPLICATIONS

For Wolfe, the deputy secretary’s visit represented more than a ceremonial tour—it was validation that Florida’s apprenticeship system has relevance far beyond state borders.

“Florida has placed significant emphasis on quality training providers that help people earn their slice of the American pie,” Wolfe says. “That’s something we thought was important to put on display.”

As workforce shortages persist nationwide and student debt continues to dominate higher education debates, ABC leaders believe programs like the ABC Institute offer a proven, scalable solution.

“The fact that the deputy secretary took the time to come see this firsthand says a lot,” Dyga says. “It tells us this conversation isn’t just happening in Florida anymore—it’s happening at the national level.”

With federal attention now focused on what ABC leaders describe as a “debt-free, employment-first” pathway, the Florida model may increasingly shape how workforce development is approached across the country.

SEE ALSO: CREATING A NEW CONSTRUCTION WORKFORCE THROUGH APPRENTICESHIPS

The post Thrill of the Skill: ABC Institute Turns 50 as Largest Apprenticeship Provider in Florida first appeared on Construction Executive.

Today, Doherty is president and CEO of the Digit Group, advising governments and developers worldwide on smart cities and emerging technologies. His work touches everything from blockchain-enabled smart contracts to AI agents, robotics and even the role of cultural anthropology in city design.

In a recent conversation with Construction Executive, Doherty explains why he believes buildings are “computers we can live in,” how blockchain might finally deliver the trust construction contracts need and why small contractors shouldn’t be intimidated by cutting-edge tech. Above all, he stresses, technology should give people time back. Time to walk the site instead of sit in the trailer. Time to have better conversations with clients, coworkers and communities. Time to be human.

Let’s start with your journey. You trained as an architect, but your career has taken you far beyond traditional design. How did you get from there to leading conversations on smart cities and construction technology?

It’s been an amazing arc. I sometimes joke that I feel like Benjamin Button—the older I get, the more youthful my thinking becomes.

It goes back to architecture school. I did well academically, which allowed me to alternate semesters between the classroom and internships. Because I studied in Manhattan, I had the chance to work with some big firms. But when I thought about spending two years doing nothing but bathroom details, I realized that wasn’t for me.

Instead, I took an offer from IBM in the late ’80s. At the time, they were the only real game in town. Apple was just emerging, and IBM needed people to design their trade show booths. That meant I had to tear computers apart, understand how networking worked and showcase it all to the public. I got deeply immersed in technology—not just how the machines looked, but how they functioned.

That’s when it hit me: IBM didn’t make every component. They relied on OEMs for memory boards, motherboards and more, then assembled it all. Isn’t that exactly what a general contractor does? They don’t own the window company or the painting company—they coordinate and deliver the project. From then on, I started seeing buildings as computers. And if we think of them that way, with walls, floors and ceilings as components, what happens when we connect everything? That’s the “Internet of Buildings.”

Fast-forwarding to today, you’re advising governments across the globe on smart cities. What keeps you excited about this work after decades in the field?

I’ve been fortunate to work across architecture, construction, real estate development and now at the level of entire cities. What keeps me here is that sense of connection.

During COVID, I reread a biography of Leonardo da Vinci, and one quote stood out: “I’m learning how to see again, that everything is connected to everything else.” That’s exactly how I approach smart cities.

I don’t start with roads or buildings. I start with people—their education systems, healthcare, transportation, food and culture. I even bring cultural anthropologists into projects to ask: Why do people want to live here? What will attract them and, more importantly, how will they build community over time?

Cities can’t just be “pop-ups.” They need meaning and story. Technology is part of that, but it’s not about gadgets for their own sake. It’s about designing environments where people can thrive.

You’ve said that technology shouldn’t just save money or time—it should enhance the experience of the built environment. Can you explain that?

Too often, we think of technology only in terms of efficiency: Will it cut costs, save time or improve quality? Those are important, but that’s not the full picture.

I see technology as a design tool. It’s not just about building faster—it’s about enriching the human experience of what gets built. The real promise of emerging tech is when it becomes transparent, when it fades into the background and simply helps people work and live better.

That’s why I get excited about things like AI, blockchain and smart contracts. They’re not ends in themselves. They’re means to creating trusted systems, freeing people from grunt work and letting them focus on what matters.

Let’s dig into that. AI is everywhere in the headlines, but you’ve been clear that AI alone isn’t enough. Why is that?

Think of AI by itself like cotton candy. It looks great, it tastes sweet, but halfway through you realize there’s no nutritional value—and maybe you get a stomachache.

Right now, AI systems are trained on scraped internet data, which can be biased or flawed. That’s why sometimes you get answers that sound convincing but aren’t correct—hallucinations. But when you combine AI with blockchain, things get interesting. Blockchain creates immutable, trusted data. So if you layer AI on top of that, now you’re working with reliable information.

That’s when you can do things like smart contracts. Imagine a residential contractor who uses the same contract language repeatedly. Instead of drafting from scratch in Word or PDF, an AI agent builds the agreement in seconds, drawing on blockchain-verified templates. You “set it and forget it.” It’s like renting a car—you don’t read every clause of the Hertz contract each time, you just sign and move forward. That’s where we’re headed in construction.

Some of what you describe can sound pretty high-level. What does this mean for the small to mid-size contractors who make up much of the industry?

That’s the most exciting part—this isn’t just for the Bechtels and Halliburtons. The technology is democratizing.

We’re moving into a world of vibe development and disposable software. You can talk into your phone—“I need to know where my delivery is”—and the system gives you an answer: It’s an hour and a half out. That means you can direct your crew to another task instead of waiting. Or you can ask, “Does everyone on site have their workman’s comp certificates?” and it’s automatically verified.

Small contractors don’t need to know the coding behind it. They just need to talk naturally into their phones. The AI agents do the grunt work in the background, connecting apps through open APIs. It’s seamless and it’s already happening.

You mentioned smart cities earlier. How do you define one—and how does it differ from the cities we live in now?

I like to joke that New York, where I was born and raised, is a “dumb city.”

When the term “smart city” first emerged 15 or 20 years ago, it was about using technology to improve municipal services—save money, save time, improve quality. That’s fine, but to me a true smart city anticipates your needs. It reacts to situations that enhance public safety and quality of life.

What excites me now is the idea of personifying buildings. California’s community college system is experimenting with this. Their campuses already have building management systems to regulate temperature, air quality and so on. But they’re layering AI on top to give buildings personalities. A storage facility might speak like a quiet introvert. A high-performance lab might sound like a valley girl. A classroom might have the voice of an Oxford professor.

So when there’s an issue—safety, maintenance, energy use—you don’t dig into a dashboard. You get a text from your building. That’s where we’re heading: buildings and cities that interact with us directly, almost like trusted assistants.

Drones have been a big topic lately, especially with uncertainty around DJI. What’s your take?

I lived in China when DJI was getting started in Shenzhen. They’re the Apple of drones—massively influential. And yes, when governments say there are ties to the military or intelligence services, there’s usually some fire where there’s smoke. But the bigger picture is how their dominance has shaped our industry.

By producing drones so cheaply—$250 units that were practically disposable—DJI lowered the barrier to entry. Suddenly, small contractors could afford eyes in the sky for site management, security and inspections.

Now, if DJI is restricted or banned, that could seem like a setback. But I think it will actually open the door to something better: drones as a service. Instead of owning and maintaining hardware, contractors will contract for drone output—inspections, mapping, security checks—as part of project budgets. That means better services at lower costs.

And robotics? We often see humanoid robots in headlines, but you’ve suggested that’s the wrong focus.

Exactly. The humanoid robots you see on YouTube make for great headlines, but they’re not practical for our industry anytime soon. Where robotics really makes sense is in high-risk, high-cost areas.

Take demolition. It’s one of the most dangerous tasks on site, with high workers’ comp premiums. Stanley Black & Decker developed a small caterpillar-like demolition robot. It’s not humanoid—it’s just designed to do one risky task efficiently. That saves money and, more importantly, lives.

Or consider punch lists. A humanoid robot wandering a site with cameras, highlighting defects with big red dots on a report—that’s useful. The key isn’t making machines look like people. It’s making them do the jobs where automation is safer and more cost-effective.

You’ve also written about the “metaverse of construction.” What does that mean in practice?

The metaverse isn’t going to arrive with a headline saying “It’s here.” It’s creeping in, piece by piece.

For construction, the most practical entry point is digital twins. Today you can overlay a digital model directly onto a physical space through a phone or headset. That means an apprentice carpenter doesn’t need chalk lines on the floor—they can see exactly where a wall should go, projected from the BIM model. Accuracy improves dramatically.

Beyond that, I think we can learn from the gaming world. In Ready Player One, the nightclub looked normal at first, with gravity and walls. But on the dance floor, gravity disappeared and people could do impossible moves. That’s storytelling through design.

We may not build gravity-free dance floors, but we can use digital environments to challenge assumptions. Why do we design certain spaces the way we always have? What new experiences could we create? The metaverse is really a call to reimagine, not to escape reality.

Finally, when you speak at conferences, what do you tell small contractors who want to start with these technologies but feel overwhelmed?

First, I joke that they should quit the industry—which usually gets their attention. Then I tell them: you’ve already started. By sitting in this room, you’ve taken step one.

Everyone has a different technology readiness level. Some just got their first smartphone. Others already have automated back offices. The key is not to talk down to anyone or overwhelm them with buzzwords. It’s to encourage them to ask consequential questions: What will this do for me, for my coworkers, for my business, for the quality of our projects?

And remember: This is noble work. Without shelter, humanity doesn’t survive. The technologies emerging today aren’t about replacing people—they’re about giving us superhuman powers to do our jobs better. The tech will find you. You’ll see a coworker using an app, or hear your kid talk about a tool they downloaded, and you’ll start exploring.

Don’t feel like you’re behind. No one’s ahead. We’re all creating the cow paths of this industry together.

SEE ALSO: EYES ON THE SKY: REGULATING DJI DRONES ON FEDERAL AND PRIVATE CONSTRUCTION SITES

The post ‘Time to Be Human’: Paul Doherty Talks Tech and Architecture first appeared on Construction Executive.

“Drones are on every jobsite we have,” says Hedgepath, director of innovation at MJ Harris Construction. “We use them for progress tracking, reporting to owners, safety and photogrammetry. They’ve become a daily part of how we build.”

That reliance, however, could soon face its biggest test yet. Nearly 90% of drones used in the U.S. construction industry are made by DJI, a Chinese company that dominates the global market. Policymakers in Washington, citing security concerns and data privacy issues, are weighing bans and restrictions on Chinese-made drones across federal projects—with ripple effects likely for private-sector contractors too.

“The biggest problem in construction technology that nobody’s talking about is drones,” says Matt Abeles, vice president of construction technology and innovation for Associated Builders and Contractors. “If DJI drones were banned tomorrow, nine out of 10 drone users in our industry would not have a solution.”

For an industry already battling labor shortages, supply-chain delays and tight margins, grounding DJI drones could be a shock with profound cost and productivity implications.

LEARNING TO FLY

It wasn’t long ago that drones were considered a novelty in construction. Early adopters used them mainly for dramatic aerial shots of projects, useful for marketing brochures or project showcases. But in less than a decade, drones have become workhorses of the jobsite.

Contractors now deploy drones to:

• Map and model sites: Thousands of images stitched into orthomosaics and 3D photogrammetry allow contractors to measure, plan and track with centimeter-level accuracy.
• Monitor safety: Drones fly where people can’t, reducing risks for crews and spotting hazards before accidents happen.
• Track progress: Owners and architects off-site can view near-real-time visual updates.
• Improve productivity: Drone data feeds directly into BIM models, helping teams detect clashes, avoid costly rework and keep projects on schedule.

“Drone technology helps us prevent costs by keeping better tabs on our projects,” Hedgepath explains. “It’s about catching problems early—before they become change orders or delays.”

Even insurers have taken notice. Matt Daly, chief marketing officer of DroneDeploy, notes that accurate drone data can lower premiums by giving insurers confidence in site safety and risk management. “We’ve seen survey costs reduced by 60% and millions saved per project by quantifying earthworks with drones,” Daly says.

WHY DJI RULES THE SKIES

The ubiquity of DJI drones is no accident. Founded in Shenzhen in 2006, DJI has benefited from years of heavy state support in China, allowing it to scale production and beat competitors on price across the board.

“DJI has a monopoly,” Abeles says. “They can produce drones at a fraction of the cost, and the technology is far superior. Competitors have tried—3D Robotics, Airware, even Skydio—but most have failed to make traction because it’s impossible to compete on cost and quality at the same time.”

For contractors, the economics are stark. One of DJI’s most popular drone models, used for construction mapping, costs around $3,000. Comparable American-made drones can cost two to five times more, often retailing for more than $12,000.

“It’s just not in the budget to replace our fleet with $12,000 drones,” Hedgepath says. “And if you’re talking about drones-as-a-service, you’re paying $600–$700 a flight. Multiply that over a year, and it becomes a serious burden.”

Joshua Leonard, senior manager of legislative affairs for ABC, puts it more bluntly: “China has essentially subsidized DJI drones. That’s why U.S. companies can’t compete. Unless we invest heavily here at home, construction firms will always be stuck paying a premium.”

WASHINGTON’S TIGHTROPE

The push to restrict DJI drones isn’t coming from construction—it’s coming from Washington. National security officials have raised alarms that DJI drones, much like TikTok, could funnel sensitive data back to China. The Department of Defense already prohibits DJI drones on military projects.

This summer, President Donald Trump signed an executive order to accelerate domestic drone manufacturing and direct agencies to identify foreign-made drones that pose supply-chain risks. The move signals an intent to phase out Chinese drones, though the timeline remains murky.

“It’s not a matter of if, but when,” Abeles says. “We’re already seeing the snowball effect. The executive orders, the hearings on the Hill—everything points toward Chinese drones heading out.”

Leonard expects a gradual rollout. “I don’t think it will be one day they’re here and the next day they’re gone. It will be phased—federal first, then critical infrastructure and eventually private-sector pressure,” he says.

That uncertainty is perhaps most destabilizing for contractors, who depend on years-long project planning.

COUNTING THE COST

What would it mean if DJI drones disappeared tomorrow?

First, costs would rise—dramatically. Contractors estimate a 200%–500% increase in drone hardware costs if forced to switch to U.S.-made alternatives. For mid-sized firms with drones on every project, that could mean millions in unplanned capital expenses.

Second, productivity would fall. DroneDeploy’s Daly warns that eliminating drones could erase hard-won efficiency gains in surveying, modeling and progress tracking. “You’re basically shutting down aerial robotics,” Daly said. “We’re at a point where drones are helping bridge the labor gap. Take that away, and projects become slower, less safe and more expensive.”

Third, risk would increase. Without drones, contractors lose one of their best tools for documentation. “Every day a project is late costs money,” Daly says. “Drones help keep jobs on schedule and provide the visual record to resolve disputes. Take that away, and you expose the industry to more change orders, more litigation and more cost.”

Hedgepath agrees: “It wouldn’t be that we can’t do our work—it’s that we’d be doing it blind, without the visibility that prevents costly mistakes.”

MORE THAN A TOOL

The construction industry faces an ongoing labor crunch. ABC estimates more than 440,000 additional workers are needed over the next year to meet demand. In that environment, drones aren’t just gadgets—they’re productivity multipliers.

“Reality capture lets you do more with fewer people,” Daly says. “If a job used to take eight project managers to oversee, with drones and 360-degree cameras you might run it with six. That’s how companies see growth without one-to-one increases in staff.”

For firms struggling to hire, the technology isn’t replacing workers—it’s allowing them to keep building despite shortages.

“It’s not about eliminating people,” Hedgepath emphasizes. “It’s about mitigating risk and making the team you have more effective. That’s how we stay competitive.”

SEEKING ALTERNATIVES

So what can contractors do?

Some are exploring drones-as-a-service—hiring specialized firms that own the expensive equipment. While costly per flight, it avoids the upfront burden of buying fleets. “If DJI disappeared, we’d probably have to look at drones-as-a-service,” Hedgepath admits.

Others are pinning hopes on emerging U.S. manufacturers. Red Cat Holdings, based in Utah, is investing in drones tailored for construction. But scaling production fast enough to meet demand remains a question mark.

Software firms like DroneDeploy are also developing security firewalls to retrofit existing DJI fleets, preventing data from leaving the U.S. “If the concern is data leakage, we can solve that with technology,” Daly says. “That would be far less disruptive than shutting down every drone in America.”

Meanwhile, industry groups like ABC are lobbying for tax credits or subsidies to help offset the higher costs of domestic drones. “We’ve seen similar models in the auto industry,” Leonard says. “The construction industry is ready to be part of the solution, but we need help to make it viable.”

PREPARING FOR IMPACT

Contractors can’t control geopolitics, but they can prepare. Experts suggest:

• Audit your fleet: Know what drones you have, their origin and whether alternatives exist.
• Evaluate service providers: Build relationships with drone service firms as a contingency.
• Engage legislators: Follow Part 108 developments and submit comments during rulemaking.
• Invest in software: Explore firewall and data-security tools that may keep fleets compliant.
• Diversify capture methods: Pair drones with 360 cameras, ground robots and jobsite cameras to maintain visibility if access is restricted.

“This conversation is far from over,” Daly says. “Our call to action is simple: Contractors need to talk to their legislators and make sure their voices are heard. We need a balanced solution that protects security without crippling productivity.”

THE HUMAN SIDE

Lost in the policy debates are the people on the ground who rely on drones every day. Hedgepath lectures at Auburn University on construction technology, showing students how drones transform project management.

“These students are entering a world where drones are part of their toolkit from day one,” he says. “To suddenly take that away would be like telling a young architect they can’t use AutoCAD anymore.”

Contractors also worry about fairness. “It’s one thing for the government to restrict federal projects—it’s their money, their rules,” Hedgepath says. “But to tell private companies they can’t use equipment they’ve already purchased? That’s overreach.”

The analogy, he adds, is like banning digital cameras because some were made overseas. “At the end of the day, a drone is just a camera in the air.”

BUILDING UNDER UNCERTAINTY

Construction has always been about managing risk—from weather delays to material shortages. But rarely has the industry faced the prospect of losing a tool as transformative as drones.

For Hedgepath, the stakes are clear. “No time in history has the government restricted a technology that impacts construction in this way,” he says. “It would be disruptive, costly and, frankly, unnecessary if there are better ways to address the security concerns.”

Whether the hammer falls in three months or three years, contractors are bracing for impact. The skies above America’s jobsites may look the same for now—but uncertainty is in the air.

SEE ALSO: CONSTRUCTION TECH THAT WORKS: CUTTING THROUGH THE NOISE TO FIND REAL ROI

The post Eyes on the Sky: Regulating DJI Drones on Federal and Private Construction Sites first appeared on Construction Executive.

Weaver began his journey in the trades with a simple but powerful mindset: work hard, learn everything you can and always be ready to lend a hand. “Early on, I took every weekend and late shift I could get,” he recalls. “I wanted to learn as much as possible and prove myself.”

That determination quickly paid off. Weaver moved into commercial electrical work, where he was trusted to manage a small project on his own. It was during this time that he discovered the value of relationships in construction.

“Fostering trust and respect with the client made all the difference,” he says. “It not only helped that project succeed—it opened doors to more opportunities.”

From those early experiences, Weaver climbed the ranks, eventually joining Feyen Zylstra, where he’s spent over six years overseeing large-scale electrical projects. Along the way, he’s built a reputation not just for his technical skill but for his calm leadership and dedication to mentoring.

LEADING BY EXAMPLE

As a superintendent, Weaver sees each project as a chance to lead with integrity and elevate those around him. His mornings start with team huddles and jobsite safety assessments, setting the tone for clear communication and a strong safety culture.

“I believe in giving my team everything they need to succeed—from tools and training to trust and encouragement,” he says.

One of Weaver’s trademarks is his dedication to teaching. Every week, he leads hands-on training sessions for apprentices, covering everything from conduit bending to wiring complex systems. But for him, the lessons go beyond technical skills.

“I want them to know that this isn’t just a job,” Weaver explains. “It’s a career path, and they’re in control of where it goes. With hard work and the right mindset, they can lead projects one day, too.”

A MENTOR ON AND OFF THE JOB

Weaver’s influence stretches well beyond the worksite. He’s a regular presence at local schools and career fairs, where he speaks passionately about the value of a career in the trades. He also coaches both boys’ and girls’ Little League teams—a role he views as an extension of his professional mentorship.

“Coaching young athletes isn’t all that different from mentoring apprentices,” he says. “You’re helping people grow, develop new skills, and learn how to work as a team.”

He’s also quick to use his electrical skills to help neighbors with repairs or home projects. “Teaching and mentoring isn’t something I turn on and off—it’s just how I live.”

A strong advocate for inclusion, Weaver actively promotes construction careers to nontraditional workers—whether that means people changing careers or those from underrepresented communities.

“I’ve seen how people with different backgrounds bring new perspectives to the jobsite,” he says. “It makes us stronger.”

He takes pride in helping individuals gain confidence and build careers, often encouraging them to pursue certifications and additional training.

“The trades are open to anyone willing to learn and work hard,” Weaver affirms. “That’s the message I always try to send.”

SAFETY WITHOUT COMPROMISE

In an industry where risks are high, Weaver sets the standard for jobsite safety. He holds OSHA 10- and 30-hour certifications, CPR and First Aid training, and leads regular toolbox talks and daily safety huddles. He also conducts twice-daily walkthroughs to ensure that protocols are followed and that his team remains vigilant.

“Safety isn’t just a rule—it’s a mindset,” he says. “Everyone deserves to go home safely at the end of the day.”

Weaver doesn’t stop at compliance. He rewards safety excellence, tracks incident-free milestones with team celebrations and fosters a culture where anyone can speak up.

“When people feel safe and supported, they do their best work,” he says.

DRIVEN BY INNOVATION

Weaver understands that staying current means embracing change. He uses advanced tools and technology like laser levels, thermal imaging and project-management software to streamline workflows and ensure quality.

“Technology allows us to be more accurate, more efficient and more transparent with clients,” he says. “It’s all about delivering the best results.”

By integrating digital layouts and real-time tracking systems, Weaver provides clients with clearer communication and better outcomes. “Clients want to know they’re in good hands—and the right tools help build that trust.”

LIVING THE MERIT SHOP PHILOSOPHY

A proud supporter of the merit shop philosophy, Weaver believes that opportunity should be earned, not given.

“Effort, attitude and performance should drive success—not tenure,” he asserts. “I’ve lived that truth in my own career, and I work to instill it in everyone I mentor.”

He encourages apprentices to take ownership of their growth, reminding them that hard work leads to leadership and that every step forward is one they’ve earned.

“The merit shop philosophy creates a culture of accountability and growth,” Weaver says. “That’s the kind of team I want to build.”

Weaver’s own accolades reflect his unwavering commitment to excellence. He’s received awards for customer service, leadership and safety, and been recognized by both clients and his company for project success and trusted relationships, including leading efforts for major customers like Bell’s Brewery and Harbor Foam.

But for Weaver, the greatest reward is knowing he’s making a difference. “I don’t do this for awards—I do it because I care about the work, the people and the legacy we’re building,” he says.

As Weaver continues to guide projects and shape careers, his vision for the future remains grounded in the same principles that launched his career: hard work, respect and mentorship.

“I want to leave this industry better than I found it,” he says. “That means teaching, empowering and always pushing for excellence.”

The post ‘It’s Just How I Live’: ABC’s 2025 Craft Professional of the Year, Chris Weaver first appeared on Construction Executive.

It’s a complex issue, each case as unique as the individual who is struggling with it. But ask Fred Mills, founder of leading construction video publisher The B1M, and the solution is quite simple: Just get talking.

In his own words, Mills says that on paper he is “the guy who has it all—an amazing wife, beautiful children, lovely home,” so he was taken by surprise when he found himself in the throes of deep depression roughly five years ago. “I felt incredibly lonely because I didn’t really feel I could talk to anyone about it. And I didn’t feel anyone was really noticing it either,” he says. The turning point in his recovery was deciding to publicly share his struggle on stage at an industry conference. And in doing so, he realized he really wasn’t alone at all.

Since then, Mills has become a passionate advocate for encouraging the construction industry to get real when it comes to mental-health issues. In partnership with Procore Technologies, in 2023 he founded Get Construction Talking, a nonprofit dedicated to opening up conversations about mental health in construction, sharing mental-health resources and working to raise $1 million to support established construction mental-health charities:

– Construction Industry Alliance for Suicide Prevention (U.S.)

– Lighthouse Construction Industry Charity (U.K. and Ireland)

– Construction Sport (U.K.)

– Mates in Mind (U.K.)

– Mates in Construction (Australia and New Zealand)

Mills recently sat down with Construction Executive to share more about his journey, talk about what it was like to hit rock bottom and offer words of encouragement to those facing similar struggles.

Q: What drew you to the construction industry?

I used to love building things when I was growing up—playing with Legos, building dens in the garden, building pillow forts with my siblings. I guess I always kind of understood the ability of construction to enable things to happen, whether that was having fun playing with my siblings or, you know, the more grand vision of changing the world.

I followed my love for construction through school through university here in the U.K.

Q: Tell me about The B1M. How did that come to be?

When I first graduated and joined the [construction] industry, I found it was really misunderstood. My family and friends thought I’d gone to work in the trades on a bricklaying job, some other people I went to school with were going off to become bankers and lawyers and they couldn’t understand what I was doing. But what I was working on were these huge £100-million projects—schools, hospitals, you name it—that are really changing people’s lives.

The stereotypes and preconceived notions about construction were a lot more established than I realized. So I started putting some videos on YouTube in my spare time in the evenings and after work. They were self-made, self-edited and not very good, but they started to take on some traction.

I eventually got to a stage where I could go full-time in it, so I quit my job and launched the website the same month my son was born. My wife was properly annoyed at me, but I think she’s just about forgiven me now.

It wasn’t an overnight success—it was a real slog to get people to see this industry. But we’re fortunate now we’re in a stage where we have this extraordinary following: 30 million people watching each month, more than 3.4 million subscribers on YouTube, more than a billion views altogether, which is incredible.

Q: When did you first start feeling like your mental health was suffering?

I think when you look at my bio, you look at my life on the surface, it can all seem very rosy, very successful. But the truth is behind the scenes, I’m somebody who’s actually really struggled with their mental health, and especially on paper, that doesn’t make sense to lot of people.

When I was first struggling with depression about five years ago, I was really confused by it because I have my physical health, I have two amazing kids, I have an amazing wife, I have a nice house, I have a great business. I remember looking in the mirror and saying to myself, “What’s the matter with you?”

I started to understand that this can affect anybody. It doesn’t matter how successful you are or how great your life looks on paper. Depression is not a conscious choice. It’s a sickness that can affect anybody.

Q: So how did all of this lead to the formation of Get Construction Talking?

So, having been through what I’ve been through and then having built kind of this megaphone with The B1M, I wanted to use what I built to try and tackle an issue that is so prevalent in the industry that I love. So from there, the Get Construction Talking initiative came together.

We partnered with Procore, who really care about this issue. Their values are very much aligned with ours. So we took the best parts of what we both do, which is raising awareness and reaching lots of people, and we’re using that to break the stigma, get people talking about it and raise funds for the fantastic charities around the world that are doing such great work in this space.

Q: What’s your advice to people who are in this situation where, to the outside world, everything looks wonderful, but internally there is a huge struggle?

It’s a good question, and it’s hard. I’m a very different person, having been through what I’ve been through, and I’m a lot kinder to myself now. I think I would just tell people that It’s not something they should be scared of. Mental health can be treated just like physical health.

If you catch a cold, you deal with it for a bit and do the things you need to do to take care of yourself: rest, hydrate, etc. It’s the same with mental health. If you’re struggling, you need to do things to take care of yourself. Take a day off. Spend some time outdoors. Play a game with your family. Call a friend and just ask them to listen.

There’s an old saying that “a problem shared is a problem halved,” and that was very much true for me. It just takes a huge weight off your chest. Opening up about it doesn’t make you weaker—it actually makes you stronger.

Q: Why do you think that the mental-health crisis so disproportionately affects construction?

What I would say first is that there’s nothing wrong with people in construction. We have amazing people doing amazing things. We shape the world every day through this industry.

What we’ve done is taken those amazing people and put them in a set of circumstances where their mental health suffers. Look at the working hours, the travel distances, the pressure that comes with budgets and timelines. Then throw in the fact that the industry is incredibly male dominated, and often among men, we have a tendency to put a brave front on things to just keep going and not talk about our feelings. All of those factors come together and create a perfect cocktail of bad mental health.

Q: How do you get those people who are stuck in the “tough guy” mentality to actually talk?

It’s not easy and at the end of the day it’s a very individual choice. But I think what we need to do is change the environment those people are in. So if we can change the culture of the industry and make it okay to talk about these things, we stand a much bigger chance of people opening up and reaching out for help.

I think historically people have felt very isolated. They’ve felt like if they speak out, maybe they’ll be overlooked for a promotion. Or that they’ll be written off somehow as unstable. And we really need to get rid of that perception.

The main goal is to normalize the conversation, break the stigma and create that environment where people do feel more able to reach out for help.

Q: At the company level, if a contractor came to you today and asked where they should get started with promoting employee mental wellness, what would be your advice?

The biggest thing is to normalize the conversation and tell people it’s okay to talk about mental health. So that’s things like toolbox talks, site orientations, etc.

When you approach any project, you need to show that you’re thinking not just about physical safety, but mental safety as well. I think if you can show your employees that you care just as much about mental health as physical health, that’s how you’re really going to start getting people to believe it.

The post Checking In: Construction Company Founder Details His Own Struggle With Depression first appeared on Construction Executive.