Why are companies relying more on internal relocation instead of local hiring alone?

Companies are increasingly relying on internal relocation because business demands are moving faster than local hiring pipelines. In fast-growing markets, relocating existing employees allows organizations to quickly place experienced talent where it is needed most. Internal employees also bring valuable institutional knowledge, already understanding company culture, systems and safety standards, which reduces training time. Internal mobility is not replacing local hiring—it is complementing it. Many organizations are using a balanced approach, combining relocated internal talent with local recruitment to meet immediate needs while building long-term workforce strength in key markets.

How do you decide when to relocate someone for a specific project?

The decision to relocate someone for a specific project is typically driven by a combination of market demand, project complexity and timing. When project activity in a region begins to outpace the availability of local talent, organizations may turn to internal mobility to quickly fill critical roles and maintain momentum.

How has internal workforce mobility changed over the past few years?

Over the past few years, internal workforce mobility has become more intentional and proactive rather than a reactive solution to address a gap in support. As industries and markets evolve quickly, organizations are increasingly relying on internal moves to support fast-growing markets with specialized projects. Nashville is a great example of this. In addition to solving a need, employees are more open to relocation when the right opportunity aligns with their career goals. Advancements in remote collaboration tools and shared systems have also made transitions smoother and more seamless than in the past, enabling employees to integrate into new teams and roles with greater ease.

What types of markets are most likely to require talent migration?

The markets most likely to require talent migration are high-growth, high-demand markets where multiple large-scale projects are ramping up and local labor supply cannot keep pace. This is especially common in areas experiencing population growth, infrastructure expansion or significant private investment that increases demand for skilled workers in a short period of time. Importantly, this is not a challenge unique to any one city or region, it reflects a broader national pattern as fast-growing markets across the country compete for skilled talent to support economic and infrastructure development.

How does mobility help maintain quality and consistency across regions?

Internal mobility plays a critical role in maintaining quality and consistency across regions by helping organizations spread best practices and proven processes between offices and project teams. When experienced employees and leaders relocate to new or growing markets, they reinforce consistent safety cultures, quality standards and delivery approaches that align with the company’s core values and expectations. For companies like Skanska, internal talent movement helps establish the “Skanska way” on projects, ensuring a shared commitment to execution, collaboration and operational excellence.

How important is it for team members to work with other office locations frequently?

Regular cross-office engagement helps employees develop relationships, understand regional differences and align around shared processes and expectations, making transitions between locations much smoother when relocation opportunities arise. Compared to the past, advances in remote collaboration tools, shared systems and consistent workflows have made it easier for teams to work seamlessly across regions long before an employee physically relocates. As a result, workforce mobility is often more effective today because employees are already connected to colleagues, projects and company culture.

Could relocating team members disrupt chemistry/workflow—or improve it?

Relocating internal team members often strengthens chemistry and workflow rather than disrupting it. Because internal employees already understand the company’s culture, systems, expectations and ways of working, they are typically able to integrate into teams more quickly than an external hire. Shared values, established communication styles and familiarity with processes help create continuity and reduce friction, particularly on fast-moving projects. In many cases, internal mobility can actually improve collaboration by bringing fresh perspectives and experience from other markets while maintaining consistency in execution.

How best to ensure camaraderie amid transition?

Relocated employees often play an important role in this process because they can speak from firsthand experience about integrating into a new team, adapting to a different market and building relationships quickly. A strong, consistent company culture also helps reinforce teamwork by ensuring employees across regions share common values, systems and ways of working.

SEE ALSO: AI HITS THE JOBSITE: THE WORKFORCE TRAINING GAP

The post Out of Office: When Internal Workforce Relocation Is Appropriate for Construction Projects first appeared on Construction Executive.

On June 26, 2026, JGM announced the addition of three accomplished industry leaders to its executive team. The appointments of Brian M. Jones PMP as vice president of business development; Amy DePaoli as director of marketing; and Garrick Weaver SPHR SHRM-SCP as director of talent acquisition and workforce development reflect the company’s commitment to building the infrastructure needed to become a nationally recognized force in industrial construction.

Jones joins JGM with more than 20 years of experience driving revenue expansion and market positioning across the industrial engineering, procurement and construction sectors. A strategic growth leader with a hands-on technical foundation, he brings a rare combination of full-cycle capture planning, competitive intelligence and deep client relationship management having served key markets in pulp and paper, refining, chemicals, metals and power.

DePaoli brings more than two decades of marketing leadership experience spanning logistics, food and beverage, retail and consumer brands. She has a demonstrated history of building marketing functions from the ground up, driving measurable growth, and establishing compelling brand identities for companies navigating rapid expansion.

A Senior Professional in Human Resources (SPHR) and SHRM Senior Certified Professional (SHRM-SCP), Weaver is a trusted HR leader with extensive experience building scalable hiring pipelines, designing workforce development programs and cultivating high-performance cultures across complex, multisite organizations including manufacturing, utilities and professional services.

Sebastien Roussotte Announced as New Achilles CEO

On June 30, 2026, Achilles announced the appointment of Sebastien Roussotte as chief executive officer, effective immediately. He succeeds interim CEO Craig Rodgerson, who will return to his role as chairman of the Achilles board.

S&B Receives Gold Safety Excellence Award From Industry Business Roundtable 

On July 07, 2026, S&B received a Gold Safety Excellence Award in the General Contractor Extra Large category from the Industry Business Roundtable for its work on the ExxonMobil Baytown Olefins Plant2X Expansion Project. The team was recognized at an industry event in May.  The award recognizes S&B’s commitment to maintaining the highest standards of safety performance while delivering complex projects in the Texas Gulf Coast region. Presented as part of the 2025–2026 Safety Excellence Awards program, the recognition highlights organizations that demonstrate exceptional safety leadership, continuous improvement and a strong culture of workplace safety.

Wesco Announces Alex Piwoschuk as U.S. Central Leader for Construction

On July 9, 2026, Wesco International announced that Alex Piwoschuk has joined the company as vice president of sales for U.S. Construction in the Central region. This role will be instrumental in developing the strategic direction to deliver industry-leading construction services and expertise to help manage customers’ most complex and demanding projects.

New Edge Contractors Expands Leadership Team to Support Continued Growth

On July 10, 2026, New Edge Contractors expanded its leadership team to strengthen the organizational capacity behind continued growth across its two disciplines: construction management and resource management. The transition formalizes the executive responsibilities of co-founders Mike Clay and John Wiegand. Clay has assumed the role of chief executive officer, providing enterprise leadership, long-term strategic direction and accountability for the company’s organizational growth. Wiegand has assumed the role of chief development officer, leading development strategy, client relationships, market expansion and new business opportunities.

Skanska USA Building Establishes Digital Transformation and Solutions Team to Expand the Use of AI Across the Business

On July 14, 2026, Skanska announced the formation of its digital transformation and solutions team, a move to scale AI and technology to continue enhancing project delivery. The group unites Skanska’s data solutions, emerging tech and AI capabilities to turn project knowledge into practical tools that support project teams and broader business priorities. Durham-based executive Will Senner has been appointed senior vice president, digital transformation and solutions to lead the team.

Swinerton Announces Leadership Promotions to Support Growth in Southern California Education and Healthcare Markets

On July 14, 2026, Swinerton Builders has promoted David Cramp and Brian Holley to vice president and division manager roles, strengthening the company’s leadership in two of Southern California’s most active construction sectors: education and healthcare. Cramp has been named vice president, division manager, K-14 Education–Southern California; Holley has been promoted to vice president, division manager, Healthcare–Southern California.

Branch Announces Key Executive Appointments to Strengthen Enterprise Growth

On July 14, 2026, Branch has announced key executive leadership appointments to strengthen long-term growth, business development, pursuit strategy and operational excellence. 

Brian Quinlan has been appointed executive vice president, strategic growth. In this new role, Quinlan will focus on where Branch should grow and help Branch create a roadmap the ensures our future.

Mike Colbert has been appointed executive vice president, enterprise pursuits. This role will serve as the accountable executive for all major pursuits. Colbert will oversee enterprise pursuit governance, estimating practices, pricing strategy, pipeline governance, win/loss analytics, and aligns preconstruction and operations. 

Brian Evans will take the lead of Branch Civil as executive vice president. Evans’ career in the heavy/highway construction industry spans over two decades. He has directly managed both state and federal highway projects in the Commonwealth of Virginia, with experience in both roadway and bridge construction.

Manhattan Construction Company Announces North Texas Leadership Appointments to Support Diverse, Complex Project Portfolio

On July 16, 2026, Manhattan Construction Company announced a series of leadership appointments and role confirmations in its Dallas-area regional office, strengthening the team responsible for delivering a growing portfolio of complex construction projects across North Texas. The leadership team’s new appointments include Travis Porter as Dallas regional leader, Jason Dunnam as operations manager, Anthony Wright as general superintendent and Kevin Gass as project director. 

Porter was promoted to Manhattan Construction Company’s Dallas regional leader, recognizing his proven ability to lead people, projects and operations across one of the company’s most active and complex markets. Porter has more than 15 years of experience delivering high-profile construction work in North Texas. He has steadily taken on broader leadership responsibility since joining Manhattan in 2010, starting as an intern on the George W. Bush Presidential Center project on the Southern Methodist University campus. He is a graduate of Texas A&M University with a degree in construction science.

Dunnam joined Manhattan as operations manager for the Dallas regional office. Dunnam brings more than 25 years of commercial construction experience and previously served as vice president of construction at EMJ Corporation, where he led operational strategy for large, multidisciplinary teams.

Wright was promoted to general superintendent and brings more than 25 years of experience managing field operations for large, technically complex projects. His background includes professional sports facilities, commercial developments and mixed-use projects.

Gass was promoted to project director and will provide strategic oversight and leadership for project teams across the Dallas region. Gass holds a degree in civil engineering from Virginia Tech and has more than 35 years of industry experience, representing more than $5.4 billion in completed construction work.

Sims Crane & Equipment Names Mike Kuffermann as Chief Operating Officer

On July 21, 2026, Sims Crane announced the appointment of Florida native Mike Kuffermann as chief operating officer. Kuffermann brings more than 17 years of experience with Sims Crane and represents a second-generation family legacy within the organization. He began his career as an apprentice and has advanced through service operations, dispatch, outside sales and executive leadership, most recently serving as chief sales officer. The appointment reflects both his proven track record of performance and the company’s continued focus on operational excellence.

ABC Supply Interiors Opens Location in Tupelo, Mississippi

On July 22, 2026, ABC Supply Interiors, formerly L&W Supply Corporation, opened a new location at 3406 West Main Street in Tupelo, marking its second location in Mississippi. The location is managed by Andy Witt, who was promoted to branch manager in March 2026. Witt brings more than 21 years of industry experience, including 10 years with ABC Supply Interiors.

Skanska U.S. Building Operations Selects Brian Urban as Executive Vice President-General Manager for California

On July 27, 2026, Skanska announced the appointment of Brian Urban as executive vice president and general manager for its Skanska USA Building operations in California, effective immediately. In this role, Urban will oversee project operations in the state, with a focus on strengthening customer and partner relationships, growing the business and continuing to build Skanska’s reputation across the region. Urban joins a well-established local leadership team with deep roots in the San Francisco Bay Area market. The team’s relationships with clients, partners, subcontractors and community stakeholders, built over many years, remain fully in place. Urban will work closely with local leadership to continue the office’s momentum and build on the trust Skanska has established across the region.

SEE ALSO: NEW NAMES AND FACES: JUNE 2026

The post New Names and Faces: July 2026        first appeared on Construction Executive.

The rapid buildout of data centers has triggered a hiring boom in the construction industry. Spending on data center facilities could reach as much as $7 trillion by 2030, with thousands of data centers currently underway and thousands more to be announced. The increased demand for construction jobs has created a strong pipeline for Gen Z entering the workforce.

With that said, Gen Z does not have hands-on experience like previous generations, and the industry is faced with the challenge of training a new generation in the complex tactical skills of estimating. Historically, knowledge transfer between veterans and newer estimators happened through years of proximity, learning to read drawing sets and price assemblies through repetition and correction. Now, leveraging technology and industry resources is the only way to equip newcomers with the skills needed to support the projected scale of AI infrastructure.

Less than a year ago, the rate of open construction jobs dropped to its lowest point in nearly a decade, thus renewed interest in construction jobs comes at a crucial time for the industry. The future of construction will depend on how effectively decades of institutional knowledge can be transferred from experienced professionals nearing retirement to the newcomers poised to replace them.

A Two-Sided Adoption Challenge

What makes the experience gap difficult to close is that it cuts in two directions, and most discussions of AI in construction address only one of them.

Many veteran estimators have built deep, trade-specific expertise inside legacy estimating platforms. For this group, adopting new AI-enabled tools is less of a skill issue and more so a technology latency issue. In their eyes, the methods they have used for years still work for them, so they are not motivated to learn new platforms. This is a key vulnerability of the profession, because if that group does not adopt new tools, their expertise stays hidden in workflows nobody else can see.

Newer estimators present the opposite risk. Handing an estimator an AI tool early in their career that can answer nearly any question raises the risk that they will rely on it instead of developing their own judgment. Getting answers isn’t the same as closing the experience gap. An estimator needs to learn how to find the right answers independently. The gap has simply been outsourced, which leads to problems when AI inevitably gets something wrong and no one on the team is positioned to catch it.

The industry’s approach to AI in estimating needs to account for both sides of that equation rather than focusing only on newer hires. Construction technology companies need tools that are trained by professionals who already know the trade, capture what is valuable about how they think and then transfer that knowledge to newer estimators in a way that builds skill rather than dependence.

Designing for Adoption and Depth 

Estimating software must satisfy two goals that are somewhat contradictory. It needs to be fast and accurate while answering in a way that provides a clear chain of reasoning that can be verified.

Speed is essential to user experience. A new estimator comparing a four-hour manual training to a twenty-minute AI-assisted one will choose the faster path almost every time, regardless of what’s happening underneath. However, speed without transparency trains estimators to trust outputs they can’t explain, which will lead to further problems down the line. 

The key to longevity is striking a balance; easy enough that a new estimator prefers using it, while preserving the source material and reasoning of legacy platforms. Every output should be traceable the same way a veteran would explain a number to an apprentice standing next to them. The goal should be to teach new estimators skills that are repeatable and train their instincts to identify how professionals arrive at conclusions.

That distinction is what separates a tool that can be widely adopted from one that erodes years of deep trade knowledge. An answer with no source teaches a new estimator nothing they can use again. An answer with a verifiable source teaches the underlying skill every time it is used. Software that can close the knowledge gap adequately prepares new estimators with the skills needed to do the job on their own if the software fails.

A Narrowing Window and Shortening Runway

Contractors, along with the CPAs, attorneys and suppliers who support them, are watching two trends collide at once: a construction labor market suddenly attractive to younger workers and a veteran workforce retiring faster than firms can replace it.

The industry should not see this as a crisis but as a window of opportunity for new talent to interact with veteran estimators before they age out of hands-on work. The data center boom has become an unexpected recruiter for the construction industry, handing the industry a new army of young talent with genuine interest in the work. What happens next is crucial to keeping workers around and keeping alive the legacy these firms have built.

It is critical that firms understand in order to maintain quality employees they need to pivot to strategies other than traditional training alone. For estimating departments specifically, that means the value of AI is not primarily about speed, though faster takeoffs and bids are a real byproduct. The true value is in capturing what departing professionals know before that knowledge leaves with them and putting it into the hands of the estimators arriving right now to take their place.

Ben Coffman is the Senior Vice President of Engineering and Product at STACK Construction Technologies.

Location: Los Angeles, California, United States

The post Closing Construction’s Widening Workforce Experience Gap With AI first appeared on Construction Executive.

Lucas, who has held roles ranging from construction administrator and project manager to director of construction solutions, now works with contractors on improving preconstruction, estimating and project management workflows, and Lawrence, who is currently serving as a construction account executive, previously worked as a project engineer with general contractors in the Pacific Northwest and began her career managing painting crews.

Each woman established their careers in the construction industry before advancing into their newfound roles in the construction technology sector in late 2025. Were they expecting to level up when they did? Was this next step even on their radar? Were they content with their careers up to this point? Will they continue to advance beyond these new roles?

Construction Executive sat down with the women to learn more about their journeys—and how those journeys can affect progress for the future of the construction workforce as well as for construction technology.

“We are starting to see more representation of women in all facets of the construction industry,” says Lawrence. She attributes the slow—albeit steady—pace of the gender-shift in construction to “women thinking there’s not a place here for them. But there certainly is.”

How have you worked your way up to your current role?

Danielle Lucas: I actually started out on the operations side and then became a construction administrator. I’ve worked with both an HVAC specialty subcontractor and a general contractor in Florida where I used to live. So, I got a really good ground-level view of what happens on a project and I fell in love with the technology there while also learning the daily reality of RFIs and change orders and contracts. After that, I moved into project management and then finally over to construction technology itself. Before I joined IMAGINiT, I was a director of construction solutions. Today, I’m a construction engagement engineer and I specialize in preconstruction. I get to work closely with firms to improve how they’re approaching their estimating, takeoff, collaboration and construction administration.

Sarah Lawrence: It all started with a desire to gain work experience applicable to any career. I started as a residential exterior house painting intern. I was then recruited by a commercial painting subcontractor, which hired me as a project engineer. I never intended to have a career in construction; I never formally went to school for construction management. I’ve learned everything on the job and through my mentors—from interpreting contract documents to managing projects. Working for the commercial painting company was a great opportunity and I got great experience that set me up for a successful career in commercial construction.

From there I switched to the general contractor side, so I worked with a smaller firm doing 16-week tenant improvements. Then I accepted a role with Balfour Beatty, starting in their preconstruction department and supporting a couple of large projects from there. My role with IMAGINiT has exposed me to how technology is transforming our industry and I’m passionate about driving tech adoption across construction. 

Did you study technology or did you organically work your way up in the tech sphere of construction?

Lucas: I did not go to college and I didn’t study technology—I simply fell in love with it. If you want to learn, there are so many people who will help you do that.

Lawrence: Most of what I’ve learned and have been exposed to has been on the job. Technology-wise, I’ve encountered various tools to support my role. Working in construction and being an end-user has given me the unique perspective to understand how I can support my clients at IMAGINiT. It’s exposed me to the thought process that goes behind every decision when selecting and adopting new technology.

I’ve struggled through antiquated processes and contractors not fully trusting technology. I’m passionate about breaking stigmas and helping contractors streamline their operations by embracing technology. I felt like there was an opportunity to help enable teams to use their tools to their fullest potential.

AI is transforming the way that we work, there’s even more urgency around evaluating new tech tools and making sure that we’re adopting and embracing them. One of the things that contractors are good at is being adaptable to change. We’re starting to see more contractors leading the charge on tech adoption and driving innovation.

Contractors ‘being adaptable to change’ is a rather striking statement, because the opposite of that has been the trope in construction. It’s usually, ‘This is the way we’ve always done it.’ Are there any examples that stand out in your mind that make you say that?

Lawrence: I was listening to a podcast; the guest surveyed about 400 contractors, of which 60% said they were adopting AI. It was reassuring to hear that a majority of firms are trying to use it. It’s powerful to see contractors developing their own AI software specific to their needs. There are contractors leading the charge of the digital-era, wanting to be innovative and creative with technology.

Would you say that technology is attracting women to the industry?

Lucas: These new roles that are emerging, like ours, are more focused on strategy: process improvement, workflows, systems, many focus areas where women naturally excel. So, we’re getting a lot more meaningful innovation that’s happening because we can become leaders on that path. And that path is not following a field-first trajectory—a trajectory which traditionally doesn’t attract women. We’re seeing a lot more people come into the tech sector directly.

Lawrence: Both the construction and the technology industry are male-saturated. Tech is revealing more opportunities for people of different backgrounds to collaborate and contribute to the thought that goes behind workflows and operations. 

What efforts is IMAGINiT taking to draw more women to this industry and these types of roles? What—or who—drew you to this company and this role?

Lucas: What drew me to IMAGINiT Technologies is the level of expertise of the team overall and the software development they were doing. They were my biggest competitor! Folks like Sarah and I get to work together on opportunities and get into those rooms with other women. However, my former position was as a director at a company in New York City and the owner of that company was a male—someone doesn’t have to be a female to be a great mentor. People who give you that opportunity—even if it’s a stretch—and they believe in you, that is really what matters. And coming to the table, being confident in what you know from your industry experience will get you so far. It doesn’t really matter what your gender is, if you know what you’re talking about.

Lawrence: Part of what drew me to IMAGINiT was the women in leadership, both our director of construction and one of our construction team managers. I appreciate having those influences and women represented in leadership positions. Throughout my career, I’ve had both male and female mentors, all of whom supported me as I navigated my career in male-dominated industries. It’s important we embrace everyone’s contributions, the value we all contribute from our different experiences and backgrounds. Overall, both the construction and the tech industry promote and embrace diversity of thought.

Would you consider yourselves mentors today?

Lucas: Oh, for sure. Especially on my team and even in what I was doing before IMAGINiT, we’re sharing knowledge. We’re bringing people into that bubble of the construction world. I have colleagues on my team who are stronger in other areas of the industry than I am and vice versa. So, we’ll get together and share our strengths—there’s no shame in that. We stay curious about not just the technology, but how things are built. We don’t shrink ourselves and we know that because we’re in this seat and we’re in this room, we did earn it.

Lawrence: Absolutely, I’m always open and willing to support others in the industry. I make an effort to extend the same support I received to others—pay-it-forward—ensuring that folks entering the industry feel welcome and I provide guidance when needed. Ultimately, I want to highlight the importance of promoting psychological safety across your teams. One of my favorite construction-specific courses was through Arcade Construction Academy. They introduced 10 core precepts that I believe should be upheld by every team. To name a few: Stupid questions are a requirement for entry; It is the responsibility of leadership to create a safe space to fail; and, All mistakes should be discussed and dissected, never hidden. In construction and technology, things are constantly changing and you’ll never be an expert, not 100%. There is always something to learn and every project is different. It’s incredibly important to create an environment where teams can collaborate, exchange knowledge freely and admit mistakes.

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

The post Turning a Construction Career Into a Technology Career first appeared on Construction Executive.

The problem is what comes next.

The Job They Were Promoted Into Isn’t the Job They’re Good At

When a skilled tradesperson becomes a foreman or project lead, they aren’t being asked to do more of what made them valuable. They’re often being asked to stop doing it. The work that built their reputation now belongs to someone else. Their job is to manage the person doing it.

Being good with your hands and being good with people are not the same skill. One you control directly, and the other you don’t control at all. You just influence it and hope. It can be a real jolt when this switch comes.

For a while, the excitement of the promotion carries them, but then something goes sideways and the title doesn’t help.

What Starts Going Through Their Head

It doesn’t usually hit all at once. A crew member questions a call in front of others. The new manager has to sit down with someone they used to eat lunch with and tell them their work isn’t good enough and halfway through realizes they have no idea how to have that conversation. A problem comes up that they can’t fix themselves and they sit on it too long because they’re not sure what to do.

Quietly, the doubts start. ‘Was I the best choice, or just the most convenient one?’ ‘Does the crew actually respect me, or are they going along with it?’ And then the one that tends to do the most damage: ‘What if the owner is starting to regret this?’

That last thought changes how a new manager behaves. When someone is afraid the person who promoted them is losing confidence, they stop making decisions based on what’s right and start making them based on what looks safe.

What That Looks Like in Practice

Some new managers get hard to talk to. That’s true in any industry. They start pulling rank on small things because it feels better than admitting they’re uncertain. The crew picks up on it fast, and once that dynamic sets in it’s difficult to undo.

Some stop deciding anything. Every question goes back up to the owner. It’s frustrating for everyone, and the crew figures out quickly that nobody is really running things.

Some go back to doing the work themselves. It’s where they feel capable, so that’s where they go. The crew notices a manager who doesn’t trust them, and the owner winds up paying foreman wages for tradesperson output.

The worst outcome is when a new manager goes quiet. They stop bringing problems to the owner because they’re worried that surfacing a problem will look like proof they can’t handle the job. So, issues sit. They get worse. And by the time the owner finds out, fixing them costs more than it would have, and the trust between manager and owner has taken a hit that’s hard to recover from.

None of this makes someone a bad hire. It makes them a person who was handed a genuinely hard job without much help.

The Conversation Too Many Owners Skip

The place to address all of this is before the promotion happens, not after.

Many owners offer a promotion the way they’d offer a raise. Here’s what we’re thinking, here’s what it pays, what do you say? That’s not enough. Before anything is decided, sit down and have a real conversation about what the role actually requires day to day and what’s going to be harder than it looks. And then ask the question some owners never ask. Do you actually want this?

Not every strong tradesperson wants to manage other people. Some would rather stay on the tools, do excellent work and go home. That’s a legitimate choice and a valuable one. An owner who creates room for that answer, and means it, earns real trust. An owner who never asks might end up with someone who said yes because they didn’t feel like they could say no.

If the person wants the role, be straight with them about what you’re asking. Managing people is a different job. There’s a learning curve. You’re going to be involved in helping them through it.

What That Help Actually Looks Like

A tradesperson doesn’t become skilled by reading about their trade. They work next to someone who knows what they’re doing and over time they figure it out. Bringing someone along as a manager works the same way.

The most useful thing an owner can do is connect a new field leader with someone who made this same move, someone who was once the best on a crew and worked out how to lead people without losing their respect. That person can say things no handbook can. They’ve been in the same position and they know what it actually felt like.

In a smaller company where that person doesn’t exist on staff, look outside. Another owner in a non-competing business can work, as can a contact through a local trade association. The conversation doesn’t have to happen in your building to matter.

Beyond the mentor, stop measuring a new manager’s first 90 days by project outcomes alone. The more honest measure is whether problems are getting to you before they blow up, and whether the new manager is having hard conversations instead of dodging them. If those two things are happening, the rest tends to follow.

Build in regular check-ins that aren’t performance reviews. At 30 days, keep it simple. What’s been harder than you expected? What do you need from me? You don’t have to make it a therapy session. Talk to them the same way you’d talk to anyone on your crew about a job that isn’t going quite right. At 60 days, go deeper. How is the crew responding to your direction? Where do you feel least sure of yourself? By 90 days you should be able to sit down together and have an honest read on what’s working. When you do this consistently, you’re telling your new manager that struggling out loud is okay. That changes everything about how they carry the job.

What You’re Really Investing In

A promotion handled this way does more than fill a role. It protects a job you’ve already invested in. You spent years developing that person’s skills, and a failed transition doesn’t just cost you a manager. It often costs you the worker too. Get it right and you’ve built something harder to find than a good tradesperson. You’ve built someone who can grow your crew while you’re focused on growing your business. That’s what makes it worth the extra time upfront.

The person who made that call on the way home, who felt like the years finally added up to something, they’re worth the investment. The owner who thought ahead about what comes after the good news is the one who gets to see what that person is actually capable of.

The tool belt they spent years building didn’t come with instructions. Someone showed them. This is no different.

SEE ALSO: LASTING IMPRESSION: STRATEGIZE RECRUITMENT AND RETENTION WITH THIS SECRET WEAPON

The post From Tradesperson to Project Manager: The Day the Promotion Stops Feeling Like a Win first appeared on Construction Executive.

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

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

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

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

What was the impetus for starting this product/company?

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

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

What was the process of getting this off the ground?

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

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

When did this product officially hit the streets?

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

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

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

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

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

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

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

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

How do you hope to see your company evolve?

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

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

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

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

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

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

On June 2, PCL Construction Enterprises Inc. announced the promotion of Rick Goldman to regional vice president, extending his proven leadership overseeing operations for Florida to include Minneapolis and PCL’s in-house theming contractor. With nearly three decades of experience and a career built entirely within PCL, Goldman’s expanded role reflects the company’s confidence in his leadership and its commitment to driving strategic growth across these key markets.

SUFFOLK HIRES SHELBY JOUBERT, DEEPENING ITS BAY AREA OPERATIONS EXPERTISE AND COMMITMENT TO CLIENT PARTNERSHIPS

On June 9, Suffolk hired Shelby Joubert as vice president of operations. The strategic addition underscores the company’s continued investments in experienced leadership as it expands its Bay Area presence and strengthens its ability to support clients on complex projects. Joubert will be based out of the San Francisco office and work closely with project teams and client partners, drawing on her significant preconstruction and operations background to enhance planning, collaboration, cost certainty and schedule predictability across the full project lifecycle.

NVENT NAMES CHIEF STRATEGY AND CHIEF REVENUE OFFICERS TO DRIVE NEXT PHASE OF GROWTH

On June 10, nVent Electric plc announced the appointment of Nitin Jain as executive vice president and chief strategy officer, and Joe Stark as executive vice president and chief revenue officer. Both leaders will report to chair and CEO Beth Wozniak.

Jain will lead nVent’s global strategy and business development, with responsibility for shaping the company’s strategy and accelerating growth through acquisitions. Stark will head nVent’s global sales organization, driving revenue growth and advancing the company’s One nVent sales approach. 

HOFFMAN ARCHITECTS + ENGINEERS ANNOUNCES PROMOTION OF ROBERT G. DELAGRANGE TO DIRECTOR, BUSINESS DEVELOPMENT

On June 10, Hoffman Architects announced senior business development manager for the Connecticut office, Robert Delagrange, will oversee business growth and client relationships firmwide, across the Northeast and Mid-Atlantic regions and beyond. A resident of Oxford, Connecticut, Delagrange earned a bachelor’s degree in marketing from UConn and an MBA from the University of New Haven. His leadership in industry organizations and volunteer work advocating for local landmarks have made him well known in south-central New England design and construction communities, and he will now expand that reach to greater New York and Washington DC.

HOAR CONSTRUCTION OPENS SAN ANGELO OFFICE

On June 10, Hoar Construction announced the opening of its new West Texas office. Hoar’s West Texas office currently houses 15 employees, many of whom have deep roots and grew up in the surrounding area. In addition to Project Manager Garrett Wheat, Superintendent Cody Mallory and Field Operations Coordinator Mindy Martin will oversee field operations and administration for the West Texas Office.

GILBANE BUILDING NAMES CHELSEA BEACOM AS WASHINGTON, D.C. BUSINESS LEADER

On June 15, Gilbane Building announced the promotion of Chelsea Beacom to business leader for its Washington, D.C. metro region operations. Beacom assumes the role following a succession planning process designed to support the Mid-Atlantic division’s continued growth across the region, strengthening Gilbane’s service to clients.

OWEN-AMES-KIMBALL WELCOMES 2026 SUMMER INTERN CLASS

On June 15, Owen-Ames-Kimball Company was pleased to welcome six college students to its 2026 Summer Internship Program.

This year’s internship class includes:

• Jackson Allaire–Florida Gulf Coast University
• William Ramos–Florida Gulf Coast University
• Jose Santos–Florida International University
• Blake Ware–Florida Gulf Coast University
• Bruno Smith–Louisiana State University
• Ian Miller–Florida Gulf Coast University, returning intern

Throughout the summer, interns will be assigned to active construction projects across Southwest Florida, working alongside experienced project managers, superintendents, engineers and field teams to gain firsthand experience in commercial construction management.

SUFFOLK HIRES HEALTHCARE LEADER MELISSA KIEFER TO ADVANCE GROWING HEALTHCARE AND LIFE SCIENCES PORTFOLIO

On June 16, Suffolk hired Melissa Kiefer as vice president of strategy, strengthening the company’s healthcare and life sciences efforts across New York, New Jersey and Connecticut. The strategic addition comes as healthcare systems continue to modernize facilities, expand access to care and navigate increasingly complex capital programs requiring deep expertise in clinical environments, operational continuity and regulatory requirements.

CLAYCO APPOINTS AI LEADER ZACK KASS TO BOARD OF ADVISORS

On June 16, Clayco announced the appointment of former OpenAI executive Zack Kass to its board of advisors. As Clayco continues to invest in innovation, data-driven decision-making and next-generation technologies across the built environment, Kass will provide strategic guidance on artificial intelligence, digital transformation and the future of work.

WESCO ANNOUNCES PROMOTION OF JARED HOOVER TO VICE PRESIDENT OF CONSTRUCTION SOLUTIONS

On June 18, Wesco International announced that Jared Hoover has been appointed as vice president of construction solutions. This move aligns with Wesco’s foundational strategy to extend the organization’s industry-leading scale and help customers navigate ongoing challenges associated with complex capital projects.

WESCO ANNOUNCES BRIAN SOLOWAY AS GULF REGION LEADER FOR INDUSTRIAL, CONSTRUCTION, OEM AND EPC SEGMENTS

On June 23, Wesco International announced that Brian Soloway has joined the company as vice president of sales for the Gulf region across the industrial, construction, OEM and engineering, procurement and construction segments. This role is critical to accelerating growth in one of Wesco’s most strategically important markets.

JEFF ALLEN APPOINTED SENIOR VICE PRESIDENT, AMERICAS WEST AT BURNS & MCDONNELL

On June 24, Burns & McDonnell promoted Jeff Allen to senior vice president for the Americas West. In this role, he will lead the firm’s California, Mountain and Southwest regions, overseeing operations across engineering, construction, consulting and environmental services for clients in the energy, infrastructure and buildings markets. Allen will also continue to lead the firm’s self-perform construction operations nationwide.

SEE ALSO: NEW NAMES AND FACES: MAY 2026

The post New Names and Faces: June 2026 first appeared on Construction Executive.

“We realize how necessary it is to get in front of students at a young age to let them know our industry exists and that there are a multitude of careers available,” says Helen Robinson, chair of the DFI Educational Trust and vice president of GEI Consultants Inc.

The trust serves as the charitable arm of DFI—an international association of contractors, engineers, manufacturers, suppliers, academics and owners in the geotechnical construction industry.

Over the past 20 years, more than 700 students and young professionals—geoprofessionals involved in the design and construction of foundations, excavations, ground improvement and tunneling—have received scholarships and grants across the United States and Canada, which includes many international students studying in North America.

“We always get a very high caliber of candidates, so it’s very difficult to make the scholarship selections,” Robinson says.

Recipients of the scholarships are enrolled full time at U.S. and Ontario, Canada-based colleges or universities and are pursuing undergraduate or graduate degrees related to the field. Spring scholarships range from $2,000 to $5,000. “A $5,000 scholarship is wonderful, but we’d love to do even more,” says Robinson.

“We’re always trying to quantify the impact and determine how we can use the funds more effectively. It’s a challenge because the cost of getting an engineering degree continues to increase,” she says.

Since 2006, the trust has awarded nearly $2.7 million in scholarships and grants through 24 funds, including the spring offerings for At-Large Scholarship Program and Women in Deep Foundations Professional Development Grants Fund.

Recognizing diversity gaps within the industry, DFI’s Women in Deep Foundations Committee worked with the trust to create an initiative to support professional growth and industry engagement among women involved in geotechnical design, manufacturing and construction.

The grant awards recipients $1,750 and provides a complimentary opportunity to attend DFI’s Annual Conference on Deep Foundations in Orlando, Florida—helping expand networking and career development opportunities.

“Over the past 15 years or so, we’ve seen real progress for women in the industry,” Robinson says. “But there’s always more we can do, especially when it comes to supporting parents starting young families.”

Despite strong career potential, the geotechnical industry is not usually at the forefront of students and parents’ minds. A lack of awareness around the field’s opportunities continues to impact recruitment.

“There’s so much work to be done. We are working to educate parents and students who may be interested in the field,” says Robinson. “Not everyone needs to go to college. You can make a good living, be part of a team and be very successful without that path. We want young people to know that.”

Retention is another growing concern.

“People in the industry are getting burned out because we can’t keep up, and some are seeking lower-stress jobs. It creates a cycle,” she says. “Geotechnical work has a reputation for people getting dirty, and the tools or lab testing may not seem as exciting.”

The solution? Supporting the next generation of professionals in the geotechnical industry with access, awareness and opportunity.

“We need to change the image of professions in the industry to reflect innovation,” says Robinson. “It’s not just about moving dirt—it’s an exciting and highly challenging field, and the world is built on the work we do.”

SEE ALSO: A BEACON OF HOPE: JOSEPH GROH FOUNDATION’S NEWEST GRANT RECIPIENT

The post Trusting the Pipeline: Supporting Early-Career Construction Talent first appeared on Construction Executive.

Joining them this year is the inaugural recipient of ABC’s Health and Safety Professional of the Year award—a safety leader whose commitment to protecting people and strengthening jobsite culture is helping shape a safer, stronger industry for all.

These outstanding professionals are the 2026 recipients of ABC’s Construction Workforce Awards, presented at ABC Convention 2026 in March. Each year, the CWAs recognize individuals who are making a lasting impact on the future of construction through leadership, education, mentorship, safety and an unwavering commitment to the merit shop philosophy.

The 2026 honorees are:

• Health and Safety Professional of the Year: Introduced in 2026 and sponsored by Milwaukee Tool, this inaugural award recognizes an industry leader who champions safety excellence, advances health and safety culture and demonstrates an exceptional commitment to protecting the construction workforce. The first-ever honoree is Jenny Ferdinand-Stong.
• Young Professional of the Year: Sponsored by Procore, this award recognizes a construction professional under 40 who demonstrates exceptional leadership, career achievement and vision for the future of the commercial and industrial construction industry. This year’s recipient is Nyoki Mokeba.
• Craft Instructor of the Year: Sponsored by the National Center for Construction Education and Research and Tradesmen International, this award honors an instructor who inspires the next generation through innovation, communication skills and a passion for lifelong learning in the trades. This year’s recipient is Tatton Kilmer.
• Craft Professional of the Year: Sponsored by NCCER and Tradesmen International, this award recognizes a craft professional who excels in the field while demonstrating leadership, dedication to safety, passion for the trades and commitment to workforce development. This year’s recipient is Jason White.

If these professionals are any indication of where the industry is headed, the future of construction is in very capable hands.

Read these award winner’s full profiles:

Jenny Ferdinand-Stong, 2026 Health and Safety Professional of the Year

Nyoki Mokeba, 2026 Young Professional of the Year

Tatton Kilmer, 2026 Craft Instructor of the Year

Jason White, 2026 Craft Professional of the Year

SEE ALSO: META, ABC FORM PARTNERSHIP TO LAUNCH ACADEMY TO TRAIN AND CREATE JOBS FOR CONSTRUCTION CRAFT PROFESSIONALS

The post Excellence in Action: ABC’s 2026 Construction Workforce Awards first appeared on Construction Executive.

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.