![Trimble conversations](https://res.cloudinary.com/dfitptng8/image/upload/v1790127820/trimble_afee6b2d6d.webp)

How connected data is turning one of construction's oldest problems into its clearest opportunity.

_Published via paid partnership with [Trimble Inc.](https://www.linkedin.com/company/trimble)._

**_What if the industry's biggest problem can be transformed into its best solution?_**

In my work across the industry, I often see a problematic pattern: builders are using data more than ever before, but somehow still find themselves frustrated when more information doesn't magically solve on-site challenges. What's missing from this equation isn't just more or better data – it's _connection_.

Data only improves operations if it reaches the people who need it, at the right place and at the right time, to prevent and solve problems meaningfully. In this piece, I want to highlight what goes right, in very human terms, when data is truly connected to the people who design and build our world.

Canam, an expert North American Steel manufacturer, exemplifies the power of connected data in their operations. One recent example comes to mind: a Canam Steel crew was deep into a high-rise project in downtown Toronto when the concrete work started to drift out of tolerance. On a disconnected job, that kind of deviation shows up as a surprise; a piece arrives, doesn't fit, and the crew loses hours reworking it on-site, at height, on the clock. However, because Canam's field data was _connected_ back to the shop in real time, the team caught the shift weeks before it impacted the job site, and successfully adjusted the fabrication specs for pieces still on the line.

Nobody worked harder because of that deviation. They just knew about it sooner, empowering the team to prevent rework, mitigate safety risks, and eliminate project delays.

**That's the power of _connected data_: creating an industry that is predictable, safe, and brings the people who build together.**

# Data Is Your Most Underutilized Asset

Construction is one of the most data-intensive industries in the world, where every job generates drawings, specs, schedules, and field conditions by the thousands. Yet for decades, builders have sat on this data goldmine, treating it as a paperweight: information is generated, filed, and left alone until someone needs it and can't find it.

The data goldmine is only unlocked when it's connected from design to fabrication to the field, in real time, without someone manually re-keying it at every handoff.

Canam's own operations show what that looks like. With drafting teams spread across North America, Romania, India, and the Philippines, they have operationalized working off a central connected model, passing work around the clock rather than waiting for a single office to open.

This goes beyond just a good technological implementation; because of leadership's strategic investment in connected data as a company asset, Canam can now bring a more proactive and collaborative approach to operations.

# The Human Cost of Disconnection

The most expensive part of disconnected data isn't the data gap itself, but what people are forced to do to compensate for it.

A 2024 survey of contractors by Dodge Construction Network across the U.S. and Canada found that 98% had experienced serious quality issues such as errors, omissions, and rework on a project in just the last three years. Much of it traces back to a simple gap: only 11% of field personnel said they always have access to the information they need about what and where to build. Additionally, coordination issues alone were found to erode profit margins by an average of 10% a year

Ask anyone who's worked a night shift on a shop floor. Before connected data, a missing dimension on a drawing meant a piece sat idle until a drafter could be reached – sometimes 20 minutes, sometimes until the next shift entirely. Multiply that across a crew, and those minutes become a quiet tax: skilled people spend their time chasing information instead of doing the work they were trained for

Data that everyone can reach closes that gap before it costs anyone a shift

# The Hidden Solution

Connected data isn't a flashy fix – it quietly sits in the background of operations as a hidden data infrastructure layer. However, its impact is undeniable. At Canam, it's reshaping how thousands of people do their jobs every day.

Trimble Connect functions as what one Canam project coordinator calls a single point of truth: instead of calling around and waiting for whoever "owns" a piece of information, that information becomes available to whoever needs it, the moment they need it. That shift is realized at scale, with Canam running Trimble Connect across more than 1,000 users spanning plants and offices worldwide.

It shows up in smaller, human moments too. Philippe Lebel, who works in geospatial and metallurgy technologies at Canam, was once the only person who could interpret his own 3D scans, becoming a bottleneck by necessity. Trimble Connect alleviated that by democratizing the data itself: once the data lived in a shared model, anyone on the team could pull the answer directly, eliminating him as the single point of access for key project information.

**_"You don't want to be the bottleneck of the process — you see it expand beyond what you would have been able to do by yourself."_**

— Philippe Lebel, Innovation, Geospatial & Metallurgy Technologies, Canam Group

That same benefit shows up with customers, too. One customer, introduced to Trimble Connect's issue-tracking tools by a Canam project manager, liked it enough to request it on every subsequent project.

# What Leaders Can Do Now

**(1) Decide that data is a strategic asset.** Canam's Lévis plant modernization is the clearest proof point: after investing in connected tools and processes, the plant saw an 82% efficiency gain in eighteen months. That kind of return comes from leadership treating data infrastructure as a priority worth funding, not a software line item.

**_"We saw an improvement of 82% in efficiency — we increased, in 18 months, 82% into efficiency."_**

— Gino Bernier, General Manager, Lévis Plant, Canam Group

**(2) Include the field from day one.** The most valuable connected data isn't generated in the office; it's generated on-site, in the shop, on the night shift. Leaders who build two-way pipelines between the field and the model get an early-warning system for problems that used to show up as expensive surprises.

**(3) Choose technology partners, not just tools.** Canam's willingness to pilot new technology – from 3D scanning to smart glasses to total stations – happened because they had a partner in Trimble, willing to build alongside them. As one plant manager put it, if you wait for a tool to be perfectly proven before you try it, you're already behind.

# Conclusion

What changes when data is connected isn't the industry itself, but rather where people's effort goes. When data flows the way people do – from the field to the shop, from one shift to the next, from one country's drafting team to another's – **people spend less time compensating for disconnection and more time doing the work they're actually good at.**

That's already visible on Canam's shop floors, where plant leaders are exploring robotics and automation for repetitive fabrication work; not to replace the people who've built this industry, but to hand them better tools than a tape measure and a hunch.

In short, construction has an incredible opportunity to transform by utilizing an asset it already has: data. By connecting that data to everyone who builds – in the shop, in the field, in design – we can give our people a better way to build.

**Sources:**

Dodge Construction Network. _Not By Design: The True Cost of Poor Collaboration in Construction_ (2024). <https://www.construction.com/resource/not-by-design-the-true-cost-of-poor-collaboration/>

Trimble. _Connected Conversations: Episode 1 — Canam_ (2026). <https://www.youtube.com/watch?v=07hUcw_NuAs>

What if the industry's biggest problem can be transformed into its best solution? 

Built on Instinct, Buried in Data: Why Construction Requires Connection

6223.webp

With the rapid advancement of construction technology, it's easy to fall into the trap of believing that digital upgrades are the solution for productivity. However, as expert [Erin Khan](https://www.linkedin.com/in/erin-khan-655a761a/) pointed out in our [recent webinar](https://www.nialli.com/videos), technology is merely the vehicle. Culture is the engine that drives it. We explored how technology adoption isn't a software problem, but a people problem. In this blog article, we discuss how putting the field teams first unlocks real progress.

**Why understanding your team's ground truth is the first step in construction tech adoption**

Success requires more than just assuming how work gets done - you must understand the on-site reality of how information moves across the jobsite. This is why Khan identified that **the right solution begins not with a software demo, but with an open conversation**.


>"It boils down to taking a holistic process to listening to your organization and understanding the problem you want to solve." - Erin Khan

By starting with a period of active listening, you can identify the real pain points rather than simply chase the latest industry trend. As Khan highlighted, this empathic approach builds the collaborative foundation necessary for new tools to actually succeed.

**How to choose construction technology that delivers real value**

A key challenge when adopting technology in construction is avoiding the shiny object trap - the temptation to buy the latest-trending tool without a clear purpose. To ensure the team's needs drive the final selection, Khan recommends applying a simple prioritization framework:

- **Try using a feasibility matrix:** To separate high-value wins from resource-heavy distractions, Khan draws up a feasibility matrix, which helps rank potential technology solutions. The _impact_ (value to operations) is compared with the _feasibility_ (ease and cost of implementation). In practice, teams can plot options on a simple two-by-two grid to assess high and low impact alongside high and low feasibility, helping identify quick wins and long-term priorities. The most effective approach is a collaborative discussion between leadership and the field teams to ensure each solution is practical and beneficial and it aligns to on-site realities.
- **Focus on day-to-day tasks**: To ensure newly adopted technology sticks, start by identifying core tasks that occur on every project, such as site documentation and progress tracking, and have them implemented in the new technology first. Standardizing these common tasks across the company means the field teams will know exactly what to expect when they move from one site to the next. By resolving any issues that arise with these daily tasks first, the technology becomes a reliable tool rather than an extra chore for the crew.
- **Pause the hype**: Sustainable growth requires a commitment that is too often traded for the allure of the next big thing in technology. Instead of reacting to every trend, Khan suggests pausing to ask, _"\_Do I know the specific problem I am trying to solve?_"\_ This shifts the culture from chasing trends to making thoughtful, purposeful changes that respect the team's time and focus on people first.

![Construction Workers](https://res.cloudinary.com/dfitptng8/image/upload/v1785455592/Construction_Workers_Around_a_Plan_17611efac8.webp)

**How do you start scaling construction technology successfully?**

A crucial step in scaling construction technology successfully is identifying the right people on the ground. These individuals may not be your most tech-savvy employees, but they will possess a natural drive for continuous improvement. Khan identifies them as "innovation champions" who bridge the gap between leadership's digital goals and the realities of field operations.


>"I call them innovation champions ... these champions are great communicators, excited about improvement, and they share insights with the team. They're going to be more interested and collaborative with the new technology while giving critical feedback." - Erin Khan

By empowering these natural problem-solvers, companies can ensure new tools are properly vetted and feedback is given from those most familiar with the actual site conditions.

**How to scale technology from a single project to company-wide standard**

Establishing a company-wide standard is where a people-first culture meets the process. Khan noted that hurdles to adoption will often vary according to an organization's size and resources. Large firms will typically battle with systemic roadblocks like legal and IT requirements, whereas smaller shops will often face a more cultural resistance to changing traditional workflows.

A common pitfall is the top-down mandate that lacks field alignment. When leadership prioritizes a tool's capabilities over the actual needs of the operation team, the investment rarely translates into adoption.


>"A company was interested in a solution that did a lot of great stuff but wasn't quite aligned with what the operational team needed. Leadership didn't talk to the actual teams going to use the system. They tried to mass scale it and nobody used it." - Erin Khan

An unfortunate situation like that can be avoided by applying the active listening foundation Khan highlighted at the beginning of this article. **True adoption isn't something done to a team - it's done with the team**. By involving each key stakeholder from the start, the technology adoption serves the process, transforming a potential hurdle into a shared workflow for continuous improvement.

**Why do construction teams resist technology change?**

[Resistance to technology](https://www.nialli.com/blog/trade-technology-adoption) in the field often stems from a very logical place: bad past experiences. Khan describes this as a "burned factor," where teams have seen technology add unnecessary time to their workload, fail to address their concerns, get abandoned after a few months and ultimately fail.

When teams are in this resistant mindset, the solution is to listen.


>"For many, it takes listening and showing you care about them not having had a good experience but are taking the steps to make it right … people get motivated when they know somebody cares about them and is taking them seriously." - Erin Khan

By acknowledging where technology has failed in the past, leadership can build the trust necessary with the field teams to try something new. This is where the role of an industry expert or coach can become vital. Khan shared how her own work is helping teams navigate past these frustrations and become comfortable with new technology solutions.

![Construction Worker](https://res.cloudinary.com/dfitptng8/image/upload/v1785455642/Worker_with_tablet_49623778c2.webp)

**What's the future of construction technology adoption?**

Khan predicts that technology adoption in the future will shift from simple digitization of paper processes to a more sophisticated integration of hardware, software and people skills.


>"I'm hoping this synthesis can help grab all the lessons we've learned in the field and translate that to the next generation of builders."** **- Erin Khan

By viewing technology as a tool for knowledge capture, the adoption process becomes a way to honor the expertise of veteran builders while empowering newer teams. This long-term approach helps emphasize that technology doesn't replace human experience, but rather it preserves it.

**The fundamental truth: People lead construction technology change**

The most sophisticated software in the world is only as effective as the person using it. Supporting people through training, listening and empowerment is a critical way to ensure technology investments actually deliver results.

Technology is a tool for continuous improvement, but digital transformation depends on field teams seeing value in the tools they are asked to use.

----------------------------

Interested in a planning software that makes tech adoption simple? Check out Nialli™ Visual Planner.

[_Explore Visual Planner_](https://www.nialli.com/visual-planner)

A discussion on how putting the field teams first unlocks real progress.

Why culture is the secret to scaling construction technology

1193.webp

**Published in partnership with [CSC Robotic](https://cscrobotic.com/).**

**Authors: [Erin Khan](https://www.linkedin.com/in/erin-khan-655a761a/) and [Sandra Grigoletti](https://www.linkedin.com/in/sandragrigoletti/)**

Robots are beginning to change the way construction work gets done, but most have yet to reach the average jobsite, where the bulk of construction actually happens. Data centers and skyscrapers may grab headlines, but if robots only serve marquee projects, they will never truly transform the industry. Giving robots “sight” allows them to adapt to any project and deliver the productivity gains construction desperately needs.

**From String Lines to Layout Robots**

To understand where construction robotics may be headed, it helps to reflect for a moment on how far the industry has already come.

For centuries, construction layout relied on simple but effective tools: strings, stakes, a reliable plumb bob, tape measures, and geometry. While this traditional approach still works and remains in use today, it requires significant skill, time, and manual effort, resources that are increasingly scarce in today’s labor market.

![Traditional Tools vs Robotic Total Station](https://res.cloudinary.com/dfitptng8/image/upload/v1773680148/Section1_01edb12290.webp)

*Left: Traditional layout tools, Right: Robotic total station for digital layout ([source](https://www.thearchitectsguide.com/blog/plumb-bob)).* 

The introduction of the robotic total station was a major shift in the traditional layout process. By connecting digital models to physical space, total stations allowed crews to locate exact coordinates quickly and with high precision. In many ways, it became the first widely adopted robot on construction sites. However, it still introduced challenges in maintaining consistency across multiple trades using different layout methods. Robotic total stations offer extremely precise measurements, yet layout-related rework still occurs regularly on jobsites.

The next step, where the industry is today, was the emergence of BIM printing robots.  Systems such as Dusty Robotics, HP SitePrint, and Rugged Robotics print layouts directly onto the floor at full scale, putting the work of VDC teams directly in front of the tradespeople when and where they need it. This allows trades to access the digital model directly in the field, making BIM printing robots the next major robotic technology to gain traction on jobsites.

## **Robots Tackling Drilling**

The next generation of machines is meant to not just accomplish layout, but automate the work itself, starting with tasks like concrete drilling.  

Across nearly every type of construction project \- from hospitals to data centers \- crews must drill thousands of holes for anchors, seismic bracing, and structural connections. Over time, that repetitive strain takes a serious, often irreversible toll on workers.  In some trades, workers develop permanent injury in their hands after years of exposure to vibration and constant pressure from power tools. 

The work gets done, but it often comes at a physical and monetary cost. This is why anchor drilling is one of the classic “dull, dirty, and dangerous” tasks now being targeted by robotic solutions.

Among the drilling robots currently entering the market, two primary approaches have emerged. The first generation of work-performing robots relies heavily on extensive BIM preparation and robotic total stations.  A newer class of robots is beginning to rely on machine vision, giving robots the ability to “see” the jobsite rather than relying solely on digital models. These systems are also enabling multi-robot workflows.

The convergence of BIM printing robots and AI vision-enabled machines creates an opportunity for truly collaborative environments where humans and robots work side by side.  This kind of workflow could finally bring construction closer to the levels of automation that most other industries have achieved over the past forty years.

## **The Origin of CSC Robotic**

[CSC Robotic](https://cscrobotic.com/) was founded in 2019 after emerging from an incubation initiative within a major MEP contractor in Hong Kong. The company’s origin story begins with a problem many workers know all too well: **overhead drilling**.

Holding a heavy drill in an awkward position above your head while boring into concrete is one of the most physically taxing tasks on a jobsite. For workers performing the task hundreds of times a day, fatigue quickly becomes a reality.

Their first robot, introduced in 2020, was designed specifically to address that challenge. Mounted on a scissor lift, the machine automated both overhead drilling and anchor installation, while delivering consistent accuracy. 

![Drillcorpio Models](https://res.cloudinary.com/dfitptng8/image/upload/v1773680465/Section2_eb9f9b5e39.webp)

_Left: Drillcorpio (Model D2), Right: Drillcorpio (Model D3)_

In 2025 CSC Robotic made its global debut, adding an autonomously navigating, omni-directional drilling robot, Drillcorpio DF as well as a welding robot, Weldcorpio.Using technologies such as **LiDAR, AI Vision, and SLAM (Simultaneous Localization and Mapping)**, these machines can also understand their position within complex environments and move through jobsites in ways that were previously impossible.

![Drillcorpio and Weldcorpio](https://res.cloudinary.com/dfitptng8/image/upload/v1773680946/Section3_2f46790838.webp)

_Left: Drillcorpio (Model Df), Right: Weldcorpio_

Rather than being fixed to a single point, robots can now navigate spaces, locate tasks, and execute operations repeatedly with consistent precision.

CSC Robotic’s U.S Sales Director, [Sandra Grigoletti](https://www.linkedin.com/in/sandragrigoletti/), describes the process simply: you **“take the robot for a walk.”**

A worker places the robot in a work zone, and once positioned, it can autonomously move from location to location completing tasks, much like a skilled apprentice moving through the jobsite.

![Drillcorpio](https://dmvcepru7w3mm.cloudfront.net/image8.gif)
_Drillcorpio (Model Df)_

## **Teaching Robots to “See” the Jobsite**

CSC’s system approaches automation differently from many existing construction robots.

Most construction robots depend on highly detailed BIM models to operate. Every anchor point needs to be precisely modeled before work can begin. Anchoring components for MEP systems often represent **less than 20 percent of installed elements but nearly 40 percent of modeling time**. Updating those models every time conditions change can become a major bottleneck. There are also many drilling applications, such as rebar doweling, where modeling every individual point is not an effective use of limited digital resources.

When robots rely entirely on detailed digital models, they can only operate on a small fraction of jobsites. This reality locks many drilling robots out of the majority of construction projects, despite contractors overwhelmingly identifying drilling as a task worth automating.

**If robotics are to make a significant impact on productivity and safety, they need to work on typical job sites, not just highly digitized flagship projects. ** 

CSC’s robots instead rely on **visual AI and spatial mapping** to interpret the environment around it.  Using cameras, sensors, and SLAM navigation, the robot can understand the physical space, identify work locations, and drill to a simple mark on the ground.

This allows it to:

• Work from the same marks humans use \- whether a simple Sharpie X, a laser projection, or a printed BIM object

• When digital models are available, autonomously navigate to work locations

• Capture as-built information automatically during drilling operations

In essence, the robot is learning to **see the jobsite in a way that mirrors how human workers understand their surroundings.**

**Real-World Jobsite Applications**

The applications for robotic drilling extend far beyond experimental projects.

Common use cases include:

• **MEP installations**, where thousands of anchors must be drilled overhead  
 • **Rebar doweling**, connecting new concrete to existing structures  
 • **Seismic bracing installations**  
 • **Data center construction**, which often requires extremely consistent anchor placement

![Jobsites](https://res.cloudinary.com/dfitptng8/image/upload/v1773682440/Section4_9b0cba5f19.webp)

In infrastructure projects, the scale can become even more striking.  In the Hong Kong’s T2 Trunk Road project, CSC’s both drilled and installed over 17,000 wedge anchors for MEP systems.

One of the first Drillcorpio Df systems set to deploy into the US is drilling more than **20,000  holes** for aeration piping installations \- work that would be extremely demanding for human crews but well suited for robotic automation.

Depending on factors such as hole size, depth, density, and concrete hardness, CSC Robotic reports productivity improvements of **20–30 percent compared to manual drilling**.

![CSC Robo](https://res.cloudinary.com/dfitptng8/image/upload/v1773682252/image5_e62962e6a6.webp)

"*The innovative drilling robot developed for assisting MiMEP installation has significantly improved efficiency. It shortened the construction timeline from six months to four months and reduced labor requirements from five workers to just one. Thank you for your full support, which enabled us to achieve our project goals ahead of schedule.*"

***Project Manager,***   
***Dragages Hong Kong Limited***

![CSC Robo](https://res.cloudinary.com/dfitptng8/image/upload/v1773682299/image10_784e5f11a3.webp)

“*Drillcorpio (Model Df) has demonstrated outstanding capabilities in precision drilling and efficiency. This robot not only improved our productivity in our Effluent Polishing Plant Project but also ensured greater safety for our team members on-site.* 

*Thank you for your commitment to advancing construction technology and for providing us with a tool that consistently exceeds our expectations.*” 

***Project Manager,***   
***Jardine Engineering Limited*** 

## **The Next Evolution of Construction Tools**

As many of us know, technology adoption in construction rarely happens overnight. The industry has gradually moved from hand-crank tools to power tools, from corded tools to cordless ones, and from paper drawings to digital models.  As robotic machines become more capable of navigating real jobsites and adapting to field conditions, they stop appearing on projects as experimental technology, but instead as another practical tool in the contractor’s toolkit.

AI vision-enabled robotics may simply represent the next step in that progression.  As BIM printing continues to become a standard method of communicating layout information in the field, robots like CSC’s Drillcorp can read those markings the same way their human coworkers do.

As vision-driven systems like those being developed by CSC Robotic continue to advance, the industry may move toward workflows where humans and robots operate side by side.  This could help the industry address two of its most persistent challenges at once: improving productivity while protecting the workforce that keeps construction moving.

In the end, the goal of construction robotics is not simply automation, it is building better projects while protecting the people who build them.

*Interested in learning more? Contact [Sandra Grigoletti](https://www.linkedin.com/in/sandragrigoletti/) at: [sandragrigoletti@cscrobotic.com](mailto:sandragrigoletti@cscrobotic.com) and check out CSC Robotic’s [Website](https://cscrobotic.com/) and [LinkedIn](https://www.linkedin.com/company/csc-robotic-engineering-limited/) page.*

How a new generation of construction robots is improving safety, productivity, and the way work gets done on projects big and small.

A Little Relief on the Jobsite: How Next-Generation Robots Are Changing the Hardest Work in Construction

2056.webp

_Originally published by Bhragan P. on Last Week in ConTech on December 18, 2025_

[View original publication](https://contechroundup.substack.com/p/takeaways-on-the-future-of-construction)

---

_This article is written by [Erin Khan](https://www.linkedin.com/in/erin-khan-655a761a/). She is an established AEC technology leader who provides technology and innovation services to both contractors and construction technology startups at her consultancy, [Erin Khan Consulting](https://erinkhanconsulting.com/). Prior to founding EKC in 2023, Erin served as the National Director of Construction Solutions for Suffolk Construction._

Autodesk University has always been one of the most important events in AEC.

When I was the National Director of Construction Solutions at Suffolk Construction, attending conferences was valuable to understand where the market was heading and how emerging technologies might reshape project delivery.

Even though this conference is centered on Autodesk and its product suite, their roadmap offers one of the clearest signals of how the industry's digital ecosystem may evolve. Hearing how a major software provider interprets market trends helps place our own technology decisions in context. It shows what is feasible today, what is emerging, and when it might be realistic to pilot new solutions.

Now that I work as an independent ConTech consultant, I attend conferences for the same reason.

The insights are valuable because they highlight not only what Autodesk is building, but also how the broader sector is shifting. Here are my key takeaways from this year's event and what they signal about the future of construction.

Contents

-   Takeaway 1: AI Is Here, but It Still Needs Work

-   Takeaway 2: Data Security is Everyone's Problem

-   Takeaway 3: We Need More Content Creators for Education

-   Takeaway 4: The Trades are a Massive Untapped Opportunity

-   Final Takeaway: Ask the Right Questions Before Adopting a New Solution

### Takeaway 1: AI Is Here, but It Still Needs Work

One of the biggest announcements at the conference was Autodesk's introduction of '[neural CAD](https://www.autodesk.com/solutions/autodesk-ai/neural-technology)'.

It's a new category of generative AI foundation models trained to understand and reason about CAD objects.

They outlined two models being:

-   **Neural CAD Geometry**\
    This is a generative model that creates design from text prompts and spatial constraints. Users can then adjust and refine the generated geometry.

-   **Neural CAD for Buildings**\
    This is a model enabling architects to quickly transition between early design concepts and more detailed building layouts and systems, translating between a conceptual architectural massing model and building floorplan layout.

What was impressive was that the keynote speakers completed live demos of these models. Having done my fair share, the scope for failure or technical difficulties is large, proving the validity of this development.

The truth, however, is that while there is potential for AI and the examples were impressive, it just didn't seem like it was quite there yet. I have a healthy skepticism that intense, real-world applications would not be as smooth or seamless of an experience for the user, and it brought to mind how the early internet was. Initially it was clunky (anyone remember AOL dial up?)  but over time and with iterations, it became a new standard of how we operate and exist in the world.

For me as an attendee, I'd like to understand the adoption and see the models stress tested against critical use cases. Yes - it looked cool, but can it live up to the hype? My gut says yes, but it needs more time to mature.

What was more interesting was what the announcement says about the future of design.

Autodesk sees design shifting toward a prompt driven workflow, where initial concepts come from natural language inputs and designers spend more time editing, refining, and evaluating AI generated options. This places more capability directly in the hands of engineers and designers who historically relied on drafters or modellers for early iterations.

Additionally, Autodesk envisions being the 'all in one' tool; becoming a dynamic and intelligent platform to meet a wider range of project needs.

### Takeaway 2: Data Security is Everyone's Problem

One of the most eye opening sessions I attended was called 'Trust Enthusiasts Unite.'

It was a community meetup of cybersecurity and data experts. I was the only person from operations in the session, and what was evident was how construction professionals don't really think about data security. The (risky) assumption is that IT will handle it.

But as AI tools become embedded in day to day work, the risk profile is shifting - significantly. End users now have far more influence over where data goes, how it is handled, and the resulting risk level created.

For example, an engineer may upload a confidential report to ChatGPT to speed up their workflow without recognizing the security implications. They rarely consider the security implications, the data retention policies, or whether the platform is approved for that type of information. With AI, the guide rails are thinner and the likelihood of accidental exposure increases.

The question is no longer just, 'How does IT vet this solution prior to adoption?' It's also, "How do we reduce risk through behaviour and standards?"

Right now, the industry has no common approach.

Companies are creating their own AI policies, sometimes limited to a paragraph in an employee handbook that says "don't upload sensitive data." It's just not enough.

My take is that AEC needs a structured framework for safe AI usage, similar to how BIM standards define Levels of Development or how OSHA sets rules for onsite safety. Without shared definitions, training, and expectations, every company is reinventing governance in isolation.

Want to chat with me on this topic?  Please send me an email at: <erin@erinkhanconsulting.com> or send me a message via [LinkedIn](https://www.linkedin.com/in/erin-khan-655a761a/).

### Takeaway 3: We Need More Content Creators for Education

Most training content for AEC professionals kind of sucks.

It's mostly dry videos that aren't that exciting, or are really long and not the best quality. As we discussed in the Content Creators Breakout session, most people are finding content for self learning either on:

1.  LinkedIn Learning

2.  YouTube

3.  Company Learning Management Systems

There's no single source of high quality, practical learning content, and nobody in the breakout room could name one platform they consistently rely on.

The result is a knowledge bottleneck.

Most expertise lives in people's heads or inside proprietary company systems. When information is shared, it usually stays internal. Little of it reaches the broader industry or the next generation of talent.

This lack of accessible content creates two problems.

**1.  It slows down adoption of new tools and best practices.**

If the industry wants to scale AI, robotics, or new workflows, people need to understand them. Right now, the learning curve is too steep and the materials too outdated.

**2.  It hurts our ability to attract early career professionals.**

People learn on platforms like YouTube, TikTok, and Instagram. That is where attention is, and if we want the industry to be compelling, we need content that is clear, engaging, and easy to find.

Other industries have solved this by empowering practitioners to share knowledge publicly, and more recently, expanding to influencer partnerships.

This is where individuals who have captive, younger audiences share educational content, helping to connect industry roles to modern cultural trends. Examples include:

-  The rise [#BlueCollar Trades\
    ](https://www.wsj.com/lifestyle/careers/gen-z-plumbers-and-construction-workers-are-making-bluecollar-cool-0c386274)Creators like [Czumak-Abreu](https://www.youtube.com/@lextheelectrician), share day to day electrician work and earn over $200,000 annually through brand partnerships with companies such as Klein Tools and Carhartt.

-   John Deere's [#FarmTok\
    ](https://www.deere.com/en/stories/featured/tiktok-storytellers/)Recognizing growing curiosity about agriculture alongside a lack of understanding, John Deere created content aimed at Gen Z audiences who are increasingly disconnected from farming, highlighting modern technology, innovation, and new career pathways within agriculture.

-   The creation of [US Army Esports\
    ](https://en.wikipedia.org/wiki/U.S._Army_Esports)After failing to meet recruiting targets, the US Army sponsored an esports team to reach younger gamers. The program has since been widely cited as one of their [most effective modern recruitment tools](https://www.businessinsider.com/us-army-esports-team-twitch-livestreams-recruitment-2020-9).

Construction can do the same, but only if more people step forward to teach, publicly document their expertise, and be open to creative collaboration opportunities.

### Takeaway 4: The Trades are a Massive Untapped Opportunity

One of the clearest gaps highlighted at Autodesk University is how overlooked the trades remain in the current wave of construction technology.

Most startups are building for General Contractors, and the Subcontractors are told to just follow the GC. There's an entire layer of trade specific workflows, which, if these were optimized and integrated, we would be able to increase efficiency, reduce rework, and catch problems earlier.

This became obvious during [Augmenta's](https://ca.linkedin.com/company/augmenta-ai) session. Their product, which automates electrical system design, removes the repetitive, detail heavy tasks that bog down modellers. Instead of drawing lines or placing components one by one, users can be more creative, focusing on higher level design decisions and system optimization.

It's made possible by pairing AI with humans, and is the practical application of the vision Autodesk described with neural CAD, placing more modelling capability in the hands of engineers.

To unlock this opportunity at scale, the industry needs more trade experts partnering with startups or even founding their own. The next wave of ConTech breakthroughs won't come only from GC workflows or corporate model-based coordination. They will come from solving the detailed, high frequency tasks that shape every project but rarely get the software investment they deserve.

### Final Takeaway: Ask the RIght Questions Before Adopting a New Solution

When I go to these conferences, I feel optimistic and excited about the future of our industry. Everything is presented as a glossy vision for the future, changing how we build.

But it's also easy to get swept up in the excitement and lose sight of what matters most: choosing tools that work for your teams in the real world.

We can do so by understanding what the right questions are to ask when evaluating the new startups which are emerging.

And a mental shift I emphasize more often is this: to not think about a startup as a pure  technology purchase, but rather as a partner in workflow enablement and problem solving.

It's because startups act as the shared R&D of the industry.

When you buy a product, you're adopting a workflow that has been shaped by hundreds of conversations with end users like field teams, designers and project managers. In many cases it gives the mid market firms access to the operational systems that are often limited to the enterprise layer.

That's why due diligence needs to go beyond features or demos. You're assessing whether the underlying workflow matches how your teams operate (or should operate), where your bottlenecks are, and where you want to build capability.

The right question isn't, "Can the product do this?"

It's, "Does this workflow make us better?"

Given that, make sure you ask the right question to ensure the product and the workflow it represents align with your specific needs.

----

Autodesk University is always a glimpse into the future.

This year made one thing clear: AI's evolution is only just  beginning; the real shift ahead will be magnitudes greater than what we see today. The companies that will lead the next era of construction are those that lean into this moment - selecting solutions that truly matter, reshaping their workflows, and empowering their teams to use AI with skill and responsibility.

[Erin Khan](https://www.linkedin.com/in/erin-khan-655a761a/) is an established AEC technology leader, with over a decade of combined experience in construction operations, data and process analysis, and software implementation. Founding [Erin Khan Consulting](https://erinkhanconsulting.com/) in 2023, she currently provides technology and innovation services to both contractors and construction technology startups.

Prior to founding EKC, Erin served as the National Director of Construction Solutions for Suffolk Construction, overseeing national technology and innovation operations. Erin holds a B.S. in Civil Engineering from USC, a certificate in Business Analytics from The Wharton School, and is EIT, LEED AP BD+C, and OSHA-10 certified.

Early signals on how AI will reshape design, data, and construction workflows

Takeaways on the Future of Construction from Autodesk University

world-trade-center-new-york-downtown-usa.webp

_Originally published by Bhragan P. on Last Week in ConTech on July 17, 2025_

[View original publication](https://contechroundup.substack.com/p/how-construction-firm-size-and-digital)

---

How Construction Firm Size and Digital Maturity Impact Software Adoption

Understanding the structural factors influencing tech implementation

One of the challenges with innovation and technology adoption in construction is the industry's fragmentation.

According to the U.S. Bureau of Labor Statistics, [99.94% of construction companies](https://www.ooma.com/blog/industries-with-highest-percentage-of-small-businesses/) are classified as small businesses (having fewer than 500 employees) and [68.19% have fewer than five employees](https://www.ooma.com/blog/industries-with-highest-percentage-of-small-businesses/). While there is no direct data on how the workforce is distributed across firm sizes, the vast majority of construction professionals likely sit within the 'long tail of construction.'

This dynamic makes diffusing new innovations and adopting new processes challenging. Each firm has a different level of capability and speed when it comes to absorbing and scaling new technologies.

To help make sense of this, I've developed a 'Technology Adoption Matrix' which maps companies based on their size and technology mindset to identify their ability and speed of adoption.

This framework can be used by:

-   Industry Executives\
    To understand internal culture and realistically assess how quickly technology can scale across teams.

-   Construction Professionals\
    To identify the innovation appetite of prospective employers and the pace of change they can expect.

-   Startup Founders\
    To qualify target customers, tailor messaging, and assess which firms are likely to pilot or adopt new solutions.

In this article, I'll be sharing the matrix, how this affects the innovation cycle at companies and how to identify where a company sits including the opportunities and weaknesses that come with each profile.

---------

Contents

-   Technology Adoption Matrix

    -   Capability

    -   Speed

    -   Innovation Cycle

-   Types of Firms:

    -   Innovation Sprinters

    -   Trailblazers

    -   Laggards

    -   Followers

-   Qualifying a construction firm's position

--------

### Technology Adoption Matrix

The below matrix plots construction firms along 2 axes; Technology Mindset and Company Size.

![](https://lh7-rt.googleusercontent.com/docsz/AD_4nXcbrDmnMFv41V4BVHfO9DYIp7HZzVY41Gcc8v2G5f82cQhliDR6S2byslfUV2kH7BlVI_NTiVXFlmwdgUWtOpdwNAzZ43rvxKnpVEbqe1A-Dshwrer4JHuPE3CmvL519dM5SIpiQQ?key=HGkhOgxoc3K5XkTeh_6Xwg)

By mapping firms on these axes, we can better understand two core traits that influence tech adoption:

-   **Capability**
    A firm's internal capacity to successfully implement and sustain new technology.

-   **Speed**\
    How quickly a firm can test, evaluate, and make decisions about new technology.

Both capability and speed have further nuances.

### Capability

A firm's size often shapes its capability to scale technology. Larger firms tend to have more structure, resourcing, and institutional maturity, which leads to higher capability.

Key drivers of capability include:

-   Budget for technology investment (tools, training and support)

-   In-house talent available (IT, innovation team)

-   Project systems maturity (standardized workflows, documentation, data readiness)

-   Organizational bandwidth to trial and integrate new tools without disrupting operations

In contrast, smaller firms often operate with generalist roles and limited cash flow, which constrains their ability to deeply integrate and roll out new tools.

### Speed

A company's technology mindset (embracing or wary) shapes how quickly it moves from interest to action. This is further influenced by company size, with smaller firms typically able to move faster due to fewer layers and simpler decision-making.

Key factors influencing speed include:

-   Cultural openness to change

-   Leadership mindset (risk-taking vs. risk-averse)

-   Procurement complexity (simple vs. bureaucratic)

-   Innovation pathways, such as dedicated piloting frameworks that streamline testing and internal buy-in

Firms that embrace technology often have structured processes to evaluate, pilot, and scale new tools, giving employees a clear path to act on ideas and reinforcing a culture of innovation.

Understanding both the capability and speed of an organization is important as it helps us to identify the length of their innovation cycle.

### Innovation Cycle

The innovation cycle for the purposes of this article is the time it takes to move from an existing standard to a new standard or way of working.

It starts when a team recognizes that something isn't working well or sees an opportunity to do it better. This leads to a problem statement and exploring and discovering new processes or solutions, piloting them on a couple of projects and, if successful, enterprise wide rollout until the innovation is embedded in day to day operations becoming the new normal or standard operating practice (SOP).

![](https://lh7-rt.googleusercontent.com/docsz/AD_4nXfqBsqmsHVWeOEq-K9RbN8E9Et1YcbzWe6Jy2P_Mx7S4lgKbc5ZfFvyWzC9nAnVgOmwm0OFdNox-BDUe5qI-AaffL0hsEwQHAvWvx9u8hS7AuXk20XfzqcMxvD2XLNWINmD1fC0eg?key=HGkhOgxoc3K5XkTeh_6Xwg)

An example is the use and adoption of 360° cameras for site documentation.

A few years ago firms began to experiment with using these for site documentation. After successful pilot projects they began to expand to enterprise wide rollouts. Eventually they became ubiquitous and part of every new project's SOPs.

The time taken from the experimentation or problem identification to SOP is the length of the innovation cycle.

A firm's size and technology mindset directly influence the speed of its innovation cycle. Using our construction firm personas, Innovation Sprinters have the fastest cycle, followed by Trailblazers, then Followers, while Laggards often don't initiate an innovation cycle at all.

Let's look into each one in more detail as well as their strengths and opportunities for improvement.

### Innovation Sprinters

These construction firms combine low capability and high speed resulting in extremely short innovation cycles which may be the length of a pilot project or shorter if there is a positive experience.

This speed is largely driven by direct involvement from key stakeholders, such as the president or owner, who can make quick decisions and greenlight company-wide implementation without layers of approval.

However, these firms are constrained by their limited scale with smaller budgets, lean teams, and often no dedicated innovation staff. It means any new solution must be easy to implement with minimal training or troubleshooting, as no one has the time to manage complexity.

As a result, they fail fast and learn fast.

Startups working with this segment may experience shorter sales cycles, but will often need to provide more hands-on customer success support to ensure successful implementation.

Opportunities for improvement

For firms in this category, the enthusiasm for innovation can lead to tool overload or hasty decisions. To avoid this, it's worth investing in a dedicated IT or technology lead with a clear innovation mandate who can apply a strategic lens to new solutions, ensuring better alignment with company goals.

By bringing structure to the piloting process, rather than relying solely on a busy owner or executive, allows the business to evaluate tools more thoroughly and scale the right ones more effectively.

### Trailblazers

These firms have high capability but medium speed due to their size and layers of bureaucracy. As a result, their innovation cycles are neither rapid nor slow moving at a deliberate, strategic pace, especially when evaluating procurement decisions.

A characteristic is their defined innovation pathway which provides a formal process for solution identification, piloting and enterprise wide rollout. This structure supports innovation but also construction speed as adoption can only move as fast as the process allows.

These firms often foster a strong culture of innovation, with employees eager to try new tools. This leads to pockets of decentralized experimentation or 'surprise pilots' where teams bypass formal pathways to explore tools that solve immediate problems. While this can drive creativity, it also risks fragmentation and misalignment with strategic priorities.

Opportunities for improvement

A common challenge is technology fatigue. Given their size, Trailblazers may be locked into processes that once worked well, but now feel slow or overly rigid. At the same time, decentralized activity creates tension between control and creativity.

These firms have an opportunity to embrace structured flexibility by creating light-touch frameworks that encourage bottom-up experimentation while offering centralized support and scaling resources. Rather than suppressing 'innovation chaos,' they can harness it, turning informal pilots into validated, scalable tools that align with company-wide goals.

### Followers

These construction firms tend to be tech shy, having low speed yet high capability. They have strong internal processes and understanding of their delivery capabilities but a reluctance to introduce change. They'll tend to wait until they are forced off legacy solutions before considering new solutions.

For example, a firm using a 1990s ERP system may not begin exploring alternatives until the software is officially sunset or support is withdrawn. Only then does the innovation cycle begin, usually by looking at what peers have already adopted and proven effective.

This slow, conservative approach is a form of risk mitigation reducing their exposure by adopting only when solutions are validated in the market. But this mindset can create a blanket resistance to startups, as unproven tools are often ruled out before being considered.

Opportunities for improvement

Followers can evolve into Fast Followers by taking a more strategic approach. With the right mindset, they can leverage their resources to align on high-value areas and invest more confidently without being first movers.

Trailblazers are already testing and learning at speed. Followers should monitor what's gaining traction, then capitalize on these insights to shorten their own innovation cycles while maintaining low risk.

For startups targeting this segment, success depends on solving a clear and painful problem. Adoption improves when supported by social proof, peer case studies, and a clear ROI framing their solution as a necessity rather than a nice-to-have.

### Laggards

Laggards share many of the same characteristics as Followers, but with lower capability due to their smaller size and more limited resources.

These firms tend to adopt technology only when forced, resulting in very long or non-existent innovation cycles. They often lack dedicated innovation roles, structured processes, or a culture that embraces change making it difficult for new tools to gain traction.

Opportunities for improvement

Laggards have smaller backlogs and scale when compared to Followers and without proactive change they risk falling behind. Stagnation becomes a competitive risk, and doing nothing can be worse than taking a small, low-friction step forward.

They can begin by starting  small with proven, low-friction technologies. For example, tools like 360° cameras are now well-established in the industry and can offer quick wins without heavy overhead helping build momentum and confidence to engage in future innovation cycles.

### Qualifying a construction firm's position

When attempting to understand where a construction firm sits on the Technology Adoption Matrix, here are some broad, conversational questions you can ask an employee to get a sense of their size and mindset.

Note: This is not a formal benchmarking tool, it's a directional, anecdotal approach. If you're interested in exploring a more structured framework, please reach out.

**Size**

-   How many employees does your firm have?

-   What's the approximate annual revenue?

These give a quick indication of scale and resourcing.

**Internal Resources**

-   Do you have a dedicated innovation team?

-   Do you have a dedicated data team?

Lacking these typically indicates lower capability.

**Technology Mindset**

-   Do you have an internal innovation committee?

-   On your last project, did you use any tools outside your standard tech stack?

-   Is there a place for employees to suggest or experiment with new ideas?

-   How does IT respond when someone wants to trial a new tool?

Laggards: IT says no, too risky.

Tech-Embracing: IT works with you to find a solution.

**Technology Outlook**

-   How do people at your company talk about technology?

-   Does technology feel exciting or overwhelming to most?

-   Are tech tools regularly discussed during project meetings?

Based on these responses, you can begin to plot the firm's capability (size/resources) and speed (mindset/culture) on the matrix.

Understanding how a construction firm's size and digital maturity impact its ability to adopt new software is more than just a strategic lens. It is a practical tool for navigating innovation in a fragmented industry.

Whether you're inside a firm trying to lead change or outside selling into one, the Technology Adoption Matrix offers a way to ground your expectations, tailor your approach, and identify what success realistically looks like. Not every firm can sprint nor should they.

The goal is not to push every company to the cutting edge. It is to help them move forward in a way that aligns with their capacity, culture, and the tools that are right for them.

Progress in construction does not come from breakthroughs alone. It comes from thousands of small, strategic steps taken across the long tail of firms that make up this industry.

How Construction Firm Size and Digital Maturity Impact Software Adoption

skyline.webp

🚀  Did you know that construction tech funding skyrocketed from $1M in 2010 to over $5B by 2022?

That was the opening statement in my  Tech You Should Know  post late last year, emphasizing the startup superbloom currently happening in the construction industry.

This article expands on that post and highlights three solutions helping enable digital transformation and automation in AEC workflows today.

[Cogram](https://www.cogram.com/?utm_source=partnerships&utm_medium=long-form-article&utm_campaign=erin-khan),  [Beiing Human](https://beiinghuman.com/), and  [Kroo](https://www.getkroo.com/)  are three standout construction technology solutions actively engaging the AEC industry in meaningful ways.

Read on for more details.

* * * * *

Cogram: AI Platform for Architects, Builders, and Engineers
-----------------------------------------------------------

![Agentic AI](https://res.cloudinary.com/dfitptng8/image/upload/v1752864895/blog_1_6b91f5d95e.webp)

### Overview

From AI-assisted RFP bidding and automatic meeting minutes to AI-powered mail management and site reports, Cogram is designed to keep your projects on schedule, within budget, and out of disputes.

### Why We (EKC) Like It:

It's extremely easy to get started with the minutes and note-taking functionalities, and it's tailored specifically for tracking action items in AEC projects. The proposals and field report features also deliver an expanded platform that goes beyond meetings.

### Key Features & Benefits

-   AI-Assisted RFP Bidding  Cogram's RFP tool automatically extracts key details---scope, submission requirements, deadlines, and evaluation criteria---to help teams quickly make go/no-go decisions.For bids that proceed, Cogram references your firm's knowledge base and previous projects to draft tailored proposals in minutes. Its AI-assisted editing tools help cross-check data and refine content with speed and accuracy.

👉  [See how Cogram drafts a proposal from an actual RFP in a 20-minute live meeting.](https://www.cogram.com/project-bidding?utm_source=partnerships&utm_medium=long-form-article&utm_campaign=erin-khan)

-   AI-Powered Field Reports  The mobile app (iOS and Android) lets users combine voice and images to generate professional site reports. It also adds weather data and GPS coordinates to photos automatically. Cogram's speech recognition distinguishes between speakers---even in noisy environments.

👉[Book a live demo of Cogram's field reports](https://www.cogram.com/field-reports?utm_source=partnerships&utm_medium=long-form-article&utm_campaign=erin-khan).

![Construction Workers](https://res.cloudinary.com/dfitptng8/image/upload/v1752864932/blog_2_f2b528a39e.webp)

-   Automatic Meeting Minutes  Cogram generates structured minutes for both online (Zoom, Teams) and in-person meetings, automatically formatted using your firm's templates. Built for AEC, it offers high transcription accuracy for industry-specific terms and abbreviations. Privacy is also a priority---Cogram doesn't store audio or video recordings of the meetings, which contributes to its adoption.

👉  [Book a live demo of Cogram's meeting minutes.](https://www.cogram.com/notetaker?utm_source=partnerships&utm_medium=long-form-article&utm_campaign=erin-khan)

### Results and Impact

-   Create RFP proposals in 10 minutes instead of days
-   Save 4--5 hours each week by automating meeting minutes and field reports

### What Others Are Saying

> "When it comes to construction and buildings and architecture, there are just so many complexities... Cogram relinquishes the burden of taking notes while paying attention to what a client is asking for."


>—  _Jeremy McMartin, Director of Digital Practice, Kirkor Architects_

> "We captured four to five times the amount of information compared to traditional methods. Cogram made our audits more efficient and improved the quality and clarity of the information we deliver to clients. It's now central to our process."


>—  _Byers Wolf, COO & VP Design Engineering_

> "By integrating Cogram's AI we've taken our project management and communication to the next level. With note-taking and action items, we're streamlining workflows so we can focus delivering creative solutions to our clients."


>— _Alan Woods, Head of Engineering_

👉  [Explore the Cogram platform](https://www.cogram.com/?utm_source=partnerships&utm_medium=long-form-article&utm_campaign=erin-khan)

* * * * *

Beiing Human: AP Invoice, PO, and Delivery Ticket Automation
------------------------------------------------------------

![Template agnostic](https://res.cloudinary.com/dfitptng8/image/upload/v1752864978/blog_3_04e75b7e63.webp)

### Overview

Beiing Human is an AI-based document automation solution built for construction. It enhances the accounts payable process by automating invoice, purchase order, and delivery ticket workflows---reducing manual effort, increasing accuracy, and freeing up valuable time.

### Why We (EKC) Like It:

This is a smart application of AI---one that removes busywork from the construction accounting process and lets professionals focus on high-value tasks.

### Key Features & Benefits

-   AP Document Routing

Uses AI to streamline construction-specific AP processes, improving productivity and accuracy.

-   Paperless Operations

Beiing Human streamlines financial workflows by digitizing paperwork, automating invoice capture, and organizing documents in one centralized platform. It reduces manual errors, prevents lost files, and supports sustainability. With real-time access to digital records, businesses can boost efficiency, stay compliant, and focus on growth.

-   Flexible Workflows

Users can create a multi-level approval process in which documents are routed to multiple individuals for their approval, ensuring a streamlined and error-free workflow.

### Results & Impact

-   80% time savings  in manual data entry and document management
-   96% accuracy  in data extraction using advanced ML models
-   Supports over 11 document types,  including invoices, contracts, and receipts

### Success Stories

Users highlight significant improvements in accuracy and productivity after integrating Beiing Human into their AP workflows.

### Blogs & Insights

Their site also offers helpful content on AI in finance, document management, and business process improvement---keeping users informed and empowered.

### What Others Are Saying


>"Beiing Human has been a game-changer for our accounts payable process. Its accuracy in reading invoices is exceptional, capturing vendor details and invoice numbers flawlessly. Even in rare cases of uncertainty, the system flagged questionable amounts, ensuring everything was correct. The user-friendly interface and consistent layout make approvals seamless."


>— _Matt, Swain Electric Inc._

> "What you've done is essential for every company---no humans should be doing tedious data entry. You took care of a previous client of mine, Adiona Transportation out of Colorado. They were looking into streamlining their A/P process, and I steered them in your direction after learning about you through CFMA."


>— _Jordan Anderson, CCIFP_

👉  [Visit Beiing Human](https://beiinghuman.com/)

* * * * *

Kroo: Automating Data-Driven Insights for Construction
------------------------------------------------------

### Overview

Kroo is a modern data management platform built specifically for construction. If you don't have the resources to fully develop analytics infrastructure in-house (which can cost millions and take years), Kroo offers a powerful alternative---empowering any GC, specialty contractor, or owner to make their data actionable in just weeks.

### Why We (EKC) Like It:

Managing data effectively is a foundational step toward A.I. readiness. Kroo makes it easy to eliminate silos and take a proactive, data-driven approach to project delivery.

Kroo works with ENR-ranked contractors like Fortis Construction, Choate Construction, Hourigan, and Zwick Construction. Their platform includes turnkey data pipelines, managed warehousing, and easy-to-use dashboards.

### Key Features & Benefits

-   Easy Integration

Customers typically start with at least one of the following core data connections:

1.  Project Management (e.g., Procore, Autodesk Construction Cloud, HCSS, ProjectSight)
2.  ERP (e.g., Sage, CMiC, Viewpoint Vista)
3.  Scheduling (e.g., Oracle P6, Microsoft Project)
4.  CRM (e.g., Salesforce, Unanet Cosential, Microsoft Dynamics)

From there, you can launch a project health dashboard across all projects in just a few weeks.

-   User-Friendly Experience

Kroo can get new customers up and running with a project health dashboard like the following example ([also linked here](https://d5hvt204.na1.hs-sales-engage.com/Ctc/2Q+23284/d5HVt204/Jl22-6qcW7lCdLW6lZ3mxW2lt21w3P6JcCTPNbD8DnHTfW2tBP6F6HCRcTW3lhGnH90SkCSVnNjRY668q7CW9hg94S2Bk3GJW48t3lN6ZcWTSW2pS-Q-7LDfP3W5MbvHr1fQp9GW3g82PF4DH0y7N2JvCF49j7_hW6dF03B3KvGYBW5zKT9Z66m2B1W5Jv5Bk32HNCpW30Tggq1pvcWYW6T_tS_6pLSHJN7N_Y1QpC1PQW7_8CGz5x1tprW2gRYmy10nR67W3j8zxN3ghWt0W7sLQF36WRz_SW7HVw4k1pVPxvW6w8hym46mSyCMX2QnBHGT10f3JK7Fs04)) in a matter of weeks to use for all of their projects.

No need for code, complex queries, or extensive training. Kroo's onboarding is simple and intuitive---built with the busy construction professional in mind.

![Dashboard](https://res.cloudinary.com/dfitptng8/image/upload/v1752865023/blog_4_ad791c2026.webp)

-   Future-Focused Innovation

New integrations are being added regularly, specific to the construction industry ([see here for details](https://d5hvt204.na1.hs-sales-engage.com/Ctc/2Q+23284/d5HVt204/Jl22-6qcW7lCdLW6lZ3ntW6nsVHG2Yk-SLW8jDmTw2dtFCdW8GwrKn3b4dMjW3Z8h-j8qtg01Vv640J3z1ZM1W88tTVB2Xv-rgVR56LW8dZF_4W2lXCkg5lb86_V8-jyX6YZvLjN6spXDLQtBzgW3hjQcm82q6_RW9l5-328gy_HDW2D_btD1_lFFsV3TcmR5b6c7nVM_vWb7wsstSN9kTfNPryCB4VX7P9f34Gmm8W3-14T890jkSHV9r6365zvm75W2DVdSb4Y9vtrW32cng37dwQ4MW4wxTNg8GBTy9W8JSMbv513Ls4V4B_kB3CHw1-f27BzF404)), and Kroo is rethinking how dashboards and analytics are built. Imagine generating quick visuals for things like JTD costs versus budgeted costs, RFI impact trends or forecasted revenue by project type---instantly.  This will be a critical step towards democratizing construction analytics.

-   Making Data Accessible for Anyone

While larger construction firms have successfully built in-house tech capabilities, that path isn't feasible for everyone. Developing these solutions internally requires significant time, money, and effort.

As the gap in data management across the industry continues to grow, Kroo's mission is to bridge that divide and make analytics more accessible and achievable for all construction companies.

### What Others Are Saying

> "Kroo has solved a critical challenge for us, increasing our data transfer speed and visibility by 30x while eliminating the need for heavy manual effort. They've set the gold standard for vendor relationships with their responsiveness, flexibility, and reliability."


>—  _Trenton Baugh, Assistant to the CEO, Zwick Construction_

> "Kroo has revolutionized our data infrastructure, allowing us to centralize and manage data effortlessly through a turnkey solution. This streamlined connectivity has freed our team to focus on strategic initiatives, enhancing overall efficiency."


>—  _Troy Burns, Director of IT, Hourigan_

👉  [Learn more about Kroo](https://www.getkroo.com/)

* * * * *

Conclusion: This Bloom Is Just the Beginning
--------------------------------------------

The pace of innovation in construction tech is accelerating, and the AEC industry is seeing the results firsthand. Startups like  Cogram,  Beiing Human, and  Kroo  are proving that digital transformation doesn't have to be complex---it just has to be intentional.

Each of these tools tackles a critical gap: whether it's improving communication, streamlining back-office tasks, or unlocking the power of project data. They're not just nice-to-haves---they're catalysts for change.

Ready to dive deeper into these platforms? Reach out to their teams:

-   [Cogram](https://www.cogram.com/?utm_source=partnerships&utm_medium=long-form-article&utm_campaign=erin-khan)
-   [Beiing Human](https://beiinghuman.com/)
-   [Kroo](https://www.getkroo.com/)

And stay tuned for more  Tech You Should Know  spotlights. The next wave of innovation is just around the corner.

This article expands on that post and highlights three solutions helping enable digital transformation and automation in AEC workflows today.

A Startup Superbloom: Tech You Should Know

777.webp

_Originally published by Bhragan P. on Last Week in ConTech on Mar 13, 2025_

[View original publication](https://contechroundup.substack.com/p/how-do-construction-firms-identify)

* * * * *

Across the industry, new technology solutions are constantly being vetted and piloted by construction companies.

The challenge for startups is that this process varies from company to company due to their needs, available resourcing and how the vetting process was set up. It makes standardization of sales and implementation challenging.

Having spent over a dozen years in construction, both managing the adoption pathway at Suffolk and now as an independent Construction Technology consultant, I've seen there are a set of core principles or best practices for how contractors should engage with startups and adopt new solutions.

This process involves careful consideration and input from a wide range of internal stakeholders to ensure objections are preemptively addressed and the solution aligns with the needs of the field.

In this article, I'll be breaking down how we move from problem statements to shortlisting, vetting and piloting new solutions.

The goal here is to help construction companies understand how to identify and adopt new solutions and to help ConTech startups understand how this works behind the scenes.

Before we jump into the adoption process, lets first examine how innovation programs are set up and how they identify their focus areas.

* * * * *

***Contents***

-   *Scope of an Innovation Program*
-   *How to identify and vet solutions*
-   *Step 1: Understand the requirements*
-   *Step 2: Create a shortlist of solutions*
-   *Check the internal App Store*
-   *Complete a Market Scan*
-   *Do we need a custom build?*
-   *Considerations for AI startups*
-   *Step 3: Review shortlisted solutions*
-   *Sandbox Testing*
-   *A note on real life!*

*Reading time: 9 mins*

* * * * *

### **Scope of an Innovation Program**

When a construction company sets up their innovation program, the size of the firm will dictate how many resources will be allocated and what the solution vetting process will look like.

A small firm will be able to steer solutions faster while a larger firm, which has more internal stakeholders, can have a more time consuming and cumbersome process leading to longer sales cycles for startups.

For this article, we will examine the vetting process through the lens of a large organization, as it is the most complex and contains elements that apply to all construction companies. In this case, the large organization will already have business departments established which the innovation team must engage with and align their activities to.

The vision and goal of the innovation program should be [based on achieving the organization's strategic priorities](https://substack.com/redirect/70e468bf-a2b0-48d6-b93b-0754d7698500?j=eyJ1IjoiMnQ3Zmp1In0.ooOiDvSOabkIG4_RasyXkAG4LszUPE4MYKSGAWipg50). These strategic priorities should be based on stakeholder feedback and developed each year by the c-suite using a goal setting process and be funneled to the business departments.

Once these are defined, the innovation team will strategically pull the listed priorities from across the organization and do a matching exercise with new technologies they are seeing.

The scope of the priorities that the innovation program is servicing is dependent on who they support. They can support either:

**Only Operations** (the field)\
*Innovation for operations in construction is complex as you are dealing with differing:*

-   *Project requirements*
-   *Owner requirements*

*This creates a guaranteed scenario of variability as you don't know if what you are building today will be built the same way as your last project. It means that the innovation landscape for operations is going to have a wider breadth of solutions to explore and this characteristic is why the operations team usually has its own focused innovation team.*

**All business functions** (including back office such as HR, accounting, marketing)\
*Across the business, every department desires to improve the way in which they work. Back office business functions such as HR and Accounting usually know what they need to upgrade their function. This is unlike the field as their role requirements do not change significantly between projects. It means they may be able to self manage their innovation process with support from the IT department.*

Depending on the above focus, the innovation team is able to filter the strategic priority list helping to identify where to focus their short to medium term innovation efforts.

*The priority list is a mechanism to prevent or de-risk the business from taking on too much work at once.*

Now you have identified problems and created a priority list, what's next?

### **How to identify and vet solutions**

At this stage, the business [has an innovation team setup](https://substack.com/redirect/9e02f21c-3c65-461e-9c17-fdfab7ab0287?j=eyJ1IjoiMnQ3Zmp1In0.ooOiDvSOabkIG4_RasyXkAG4LszUPE4MYKSGAWipg50), scope identified and priority list established.

From this priority list, the innovation team will identify the highest priority focus area and undertake an evaluation to identify how to improve processes.

This involves talking to the affected team(s) to understand the root cause of the problems they face.

For example, if the problem is a rise in the number of safety incidents or 'close calls' between equipment operators and workers on sites, the solution may not require tech and involve additional training or the implementation of a culture change program.

However, if it is identified that the problem is critical and a technology solution is required, then the innovation team will propose technology solutions which meet the team's use case such as a solution to automatically power off mobile equipment when a worker enters the 'Equipment Exclusion Zone.'

Let's break down the process of how the team identifies and vets new tech solutions.

### **Step 1: Understand the requirements**

The first step is to create a checklist to identify the key requirements the solution needs. This involves talking to key stakeholders including:

-   The project teams / site personnel facing the challenge
-   IT
-   Legal
-   Anyone else affected

For each one write down their minimum requirements. Additionally, for the project team only, ask for their wishlist items of what they would love to see.

As you are early on in the process, we don't know yet what the market is offering and the wishlist items might be readily available from a provider, impacting the final buying decision.

Some common examples of checklist requirements might be:

-   IT requiring single sign on or SOC 2.0 certification
-   Legal may want the contract to stipulate who owns the data

This process is valuable as IT and Legal, which typically aren't involved in the evaluation process are aligned with concerns addressed early. It helps to prevent last minute vetoes by preemptively addressing issues and concerns.

Additionally, by engaging with key stakeholders, each feels like their requirements were heard, helping to create internal advocacy for the final chosen solutions improving the chances of successful adoption.

### **Step 2: Create a shortlist of solutions**



[![](https://ci3.googleusercontent.com/meips/ADKq_NajSGzCop_WFhBv8psvo_QgdeHU4DJP10H4_AMIELjLht-EfNdk57dhv1vqpvPTxj3WBWUSnDH6RoyaWNHbWtKj-Wcx4x4IK8W5Sh6v4kXtfYqETfSTv-XbQ0rDV8dx9qp555BF7_CqhotTe3SwDpkpKXfoC7GxK2nX5o2PpkVD9B9cTH3MlaufEVd7-hZNSqki36Mlde2QStztfQWGFM8Xxgk7xNtmkgNzi9kU0FLQ0UJPtVK8c_8_ZdlqX2uxwasZNyiC9M5oD8iEnD0Sq67YPTLJOJVJG4v-wSfsNeS_eF4DIJmkQljuP3E=s0-d-e1-ft#https://substackcdn.com/image/fetch/w_1100,c_limit,f_auto,q_auto:good,fl_progressive:steep/https%3A%2F%2Fsubstack-post-media.s3.amazonaws.com%2Fpublic%2Fimages%2Fb3eb8c02-cbe8-4cdf-8252-a4db3dfcc8f9_1342x1044.png)](https://substack.com/redirect/eeb22631-6615-4069-aafc-7710885eada8?j=eyJ1IjoiMnQ3Zmp1In0.ooOiDvSOabkIG4_RasyXkAG4LszUPE4MYKSGAWipg50)

 

Expanding software search process

Now that the requirements have been clearly articulated, the innovation team is to complete a detailed review process to identify potential solutions.

#### **Check the internal App Store**

The first step is to determine if there is an off the shelf product which meets the requirements.

Most large organizations have an internal app store or software marketplace where staff can easily download approved applications like Revit or ProjectWise. These apps might be dated, or not targeted enough, and in fact the cause of the issue.

Nonetheless, these must be checked to determine if there is a readily available, supplementary feature set currently not being used, which could meet the checklist requirements.

#### **Complete a Market Scan**

If a solution is not readily available on the App Store, the next step is to scan the market for potential solutions.

These solutions could be sourced from an online search query, asking within the team's wider network or knowledge of the industry, from the affected project team's awareness of solutions, or from the innovation team's database of potential solutions.

From this, a list of startups which could meet the checklist requirements is established.

#### **Do we need a custom build?**

If the results of the market scan are not fruitful, the team may need to consider if they need to build a custom or unique software. This can also occur if the company's tech stack is very unique and not easy for a new solution to integrate with.

An intermediary and cheaper measure to a full custom build, is to identify if a shortlisted solution could integrate with the company's tech stack via a custom plugin.

#### **Considerations for AI startups**

When evaluating AI solutions, there are additional considerations the innovation team needs to consider. Primarily, they want to identify if the solutions shortlisted from the market scan are a:

-   **True Innovation**\
    A startup developing new or specialized AI capabilities for construction specific challenges which are not readily available on the market.\
    *e.g. an AI which reads and contextually understands how construction drawing sets relate to each other.*
-   **Wrapper**\
    A startup adding basic AI functionality to existing solutions to meet a construction specific use case.\
    *e.g a solution which ingests photos and notes and uses an existing LLM to create a formatted site report.*

This is important to understand as if the solution is a wrapper, a consideration may be, can my inhouse developer team build it and deploy it throughout the company at lower cost?

To identify if a solution is a True Innovation or a Wrapper, we can follow Nate Fuller's [AI framework](https://substack.com/redirect/b90dc33b-078b-4473-8e11-b611d40d54e9?j=eyJ1IjoiMnQ3Zmp1In0.ooOiDvSOabkIG4_RasyXkAG4LszUPE4MYKSGAWipg50) and ask:

1.      What can your AI product do that ChatGPT can't?

2.      What is the AI expertise of executives at your company?

3.      How focused is your AI on construction problems exclusively?

4.      How is my data handled and treated?

From this, the innovation team can gauge the type of AI company and if the cost is justified.

When making this cost estimation as it relates to AI Wrappers vs their internal dev team, the innovation team must also consider:

-   **Opportunity Cost**\
    Your development team's time could be spent on other higher value strategic projects.
-   **Ongoing Costs**\
    Maintaining and improving the solution requires ongoing resources.
-   **Implementation Costs**\
    Training the team and scaling the solution across the organization requires significant effort.

Startups which deliver AI Wrapper solutions address the above by providing further value such as:

-   Immediate implementation (no waiting for internal development)
-   Dedicated training and support for your workforce
-   Continuous product improvements and feature updates

These must be considered when evaluating the final cost of the AI solution and creating the shortlist.

* * * * *

### **Step 3: Review shortlisted solutions**

Now that the comprehensive internal and external market scan is complete, the innovation team may have identified over 10 potential solutions which meet their checklist requirements.

The next step is for the innovation team to go through the shortlisted solutions to identify which to pilot.

Their aim is to undertake a deeper analysis of the solutions to evaluate alignment to the project team's needs. With this information they will prioritize the solutions and identify the top 3 or so they wish to learn more about or trial.

For this process, the team will identify an internal Subject Matter Expert (SME) to undertake the analysis. This could be:

-   An innovation team member who has had prior direct experience of the problem (i.e. worked in the field).
-   A member of the Project Team who is facing the problem (ie. the end user).



[![](https://ci3.googleusercontent.com/meips/ADKq_NZ_I_38aFEOa2wE1XXwWHQIbae77pq68Ra_eMqciJJ1dCFZH0JwYRy0rNZcCTEhMVIU8iHrMRAdVq3G6aS6Kz-9bcfDOD8Ph-pWosqKb2ErYieR7-l1NZ9wJYlXsg5KLx6WCBj9NTrgMlawH41AWUsaBkAQDSiTo3Va0w7jk2G74LVCX51geFyTEMBSaYdiSFhhbmG7IYxHusti55Y53QqEQdvvJh2LaR80F5_6IZyfmhkWYNi5GHveIRJUbqbXpuqKjZ_uHQE9-3LWCCcWmtgTSdFa2dSWWv_18NKHmADgqFRhk7BToQ58Yg=s0-d-e1-ft#https://substackcdn.com/image/fetch/w_1100,c_limit,f_auto,q_auto:good,fl_progressive:steep/https%3A%2F%2Fsubstack-post-media.s3.amazonaws.com%2Fpublic%2Fimages%2F64d9b6e9-a691-4d81-ba10-67e6a3d1bb0b_1536x844.png)](https://substack.com/redirect/bc29c40b-2db5-4c92-a00a-6c6bd23e7559?j=eyJ1IjoiMnQ3Zmp1In0.ooOiDvSOabkIG4_RasyXkAG4LszUPE4MYKSGAWipg50)

 

Solution identification and vetting process

This person will use the checklist and undertake a desktop study (e.g. review website and public materials) of each identified startup. For solutions with promise, the innovation team and the SME will connect with the startup, reviewing pricing and undertaking a demo to ensure it can meet the checklist requirements.

Armed with this information, the SME will select up to around three solutions which are to be tested. In some cases, fewer solutions may be evaluated due to constraining factors such as urgency of site conditions.

#### **Sandbox Testing**

Once the top solutions have been selected, a sandbox environment should ideally be set up for initial testing. This is an environment where we can place dummy / test data and it won't affect live or operational data.

It will be set up for each of the selected solutions so that it can be safely tested by end users.

The testing process will be managed by the innovation team and involves:

1.      **Identify a list of end users to test the solutions who:**

-   Have knowledge of the processes to be tested
-   Have a willingness and interest to engage with the tech solutions\
    *(these could be [internal change agents)](https://substack.com/redirect/8bbc1c97-1883-4d81-97e4-3126667bda20?j=eyJ1IjoiMnQ3Zmp1In0.ooOiDvSOabkIG4_RasyXkAG4LszUPE4MYKSGAWipg50)*

2.      **Provide the testing scope to the end users**\
This includes the core process or crucial workflows defined in the checklist requirements.

-   For example, for a safety solution, an end user may need to ensure that they can log a safety observation and the Project Manager is notified.

3.      **Provide the end user with context**\
This includes a user story of what the solution is, what it looks like and how it should work:

-   We are looking to upgrade our safety system.
-   Here is the solution we are evaluating.
-   Trial this solution for 1 hour this week and next week we will provide an alternative.

4.      **Provide a survey to each participant to receive their evaluations.**

The innovation team will then aggregate the evaluations from end users and rerank the solutions. The highest ranked solution is to be piloted on a live project (this live piloting process will be examined in another article).

[pullout quote] - This vetting step is key in ensuring that the field is aligned with the solution you offer prior to live piloting and to prevent a failure of adoption.

#### **A note on real life!**

The process described above is the best practice for vetting and reviewing new solutions. In reality however, this process is often not followed. The reason why is that some projects are desperate for a solution, need it immediately and can't wait till it becomes a departmental priority.

An example is if there is a focus on safety but a critical issue arises where daily reports are being completed by hand impacting reporting and decision making. These cases don't have time to complete a thorough stakeholder engagement and market scan process. In many urgent cases, teams end up undertaking their own 'Surprise Pilots', as I like to call them, resulting in a new innovation scenario that has unique benefits as well as consequences.

The innovation team will be required to assist with 'surprise' pilots, choosing which parts of the overall adoption process can be applied given the limited timeframe.

These issues can be mitigated by ensuring that the innovation team is in regular contact with project team members. It allows them to preempt challenges and be incorporated into the solution identification process early. The more time available, the more thorough the solution identification and evaluation process is, maximizing the chances of adoption success.

* * * * *

Successfully identifying and vetting new technology solutions in construction is a structured yet dynamic process. While best practices involve stakeholder alignment, market scans and sandbox testing, the reality is that urgency often drives innovation outside formal channels. By maintaining strong communication between innovation teams and project teams, construction firms can better anticipate challenges and proactively identify solutions before they become urgent.

For ConTech startups, understanding this process is crucial. Startups that align with innovation priorities, engage key stakeholders early, and clearly demonstrate real-world value have the best chance of securing and succeeding in pilots.

At the end of the day, the goal is the same for both startups and construction firms: finding the right technology solutions that solve real problems and drive meaningful improvements across projects and business functions.

* * * * *

*[Erin Khan](https://substack.com/redirect/14679628-afa5-4122-bcdd-3c88bb90188e?j=eyJ1IjoiMnQ3Zmp1In0.ooOiDvSOabkIG4_RasyXkAG4LszUPE4MYKSGAWipg50) is an established AEC technology leader, with over a decade of combined experience in construction operations, data and process analysis, and software implementation. Founding [Erin Khan Consulting](https://substack.com/redirect/3628035f-71b3-4688-a46b-8ffee17c92f2?j=eyJ1IjoiMnQ3Zmp1In0.ooOiDvSOabkIG4_RasyXkAG4LszUPE4MYKSGAWipg50) in 2023, she currently provides technology and innovation services to both contractors and construction technology startups.*

*Prior to founding EKC, Erin served as the National Director of Construction Solutions for Suffolk Construction, overseeing national technology and innovation operations. Erin holds a B.S. in Civil Engineering from USC, a certificate in Business Analytics from The Wharton School, and is EIT, LEED AP BD+C, and OSHA-10 certified.*

A framework for identifying, shortlisting, and piloting new solutions.

How Do Construction Firms Identify and Vet New Startups?

1679.webp

_Originally published by Bhragan P. on Last Week in ConTech on September 5th, 2024_

[View original publication](https://contechroundup.substack.com/p/why-do-so-many-solutions-fail)

---

Each year 100s of new AEC solutions go to market representing hard work, sweat and endless stress from the founding team.

Despite this grit, so many fail to gain traction or raise funding. It’s disappointing for founders and the industry alike, and through my years in the industry I have witnessed startups make the same mistakes time and time again.

After spending time coaching a few teams through the common traps, I decided to consolidate these learnings into a framework to follow, a ‘Maslow’s Hierarchy of Needs’ if you will, for selling to GCs.

This is not a full guide, but should provide a starting point and help sharpen go-to-market approaches for new contech teams. And hopefully, as we used to say, help you to avoid being ‘graveyarded’ - becoming a solution which never makes it past a pilot.

-------------------------------

Contents

- Why do so many solutions fail?
- Industry Integration
- Solution Alignment
- Project Fit and Adoption
- Reading Time: 9 mins

--------------------------------
### Why do so many solutions fail?

The number one question I am asked is why so many solutions seem to fail in construction. 

Each case I have seen is nuanced and varied, however they fall broadly into one of the following three categories:

- **Industry Integration**\
This where a solution fails due to a lack of industry knowledge or failing to understand the unique organizational structures.
- **Solution Alignment**\
This is where a solution fails due to shortcomings with the product itself or not understanding the broader value drivers for the target construction team.
- **Project Fit and Adoption**\
This is where a solution fails as it doesn't fit the specific needs of the pilot project chosen or the people present on site.

![Why Solutions Fail](https://res.cloudinary.com/dfitptng8/image/upload/v1739383814/Why_Solutions_Fail_updated_7194f5240a.webp)

As seen in the graphic, the categories build upon each other and a founding team ideally needs to meet the lower tiers before attaining project fit and adoption within an organization.

Understanding the framework helps founders to diagnose and address potential risks at each stage of the solution’s lifecycle and mitigate them. Let’s dive into each category and the common failure modes within them.

### Industry Integration

Construction is commonly referred to as an ‘industry of industries.’ This is because construction has multiple distinct sectors which are varied and unique to each other. For example, building an apartment building is quite different from building a bridge, with different construction methodologies, designs and regulatory needs such as zoning requirements or labor laws.

Due to this, each sector has specialized processes and most contractors and designers tend to specialize in one or two of the sectors.

What is common across the sectors is the general ‘process of construction’ and the project stakeholders. These nuances between the industry sectors can be complex and unfamiliar to those external to the industry which brings us to our first common failure:

**(1) No Construction Experience**

When we review solutions to use on site, a red flag often is if the team has no construction experience or background.

To build an MVP which addresses a real pain point, industry expertise is a must. It can be overcome through customer discovery or advisors, however the majority of solutions which don’t have this understanding, end up missing the critical perspective which addresses a real problem.

A common trap is attempting to reengineer an existing workflow as it appears, from the outside, inefficient. While this may be true, no one on site is willing to try a new method of working unless:

1. There is immediate and obvious value.
2. They trust you and your solution.
3. The integrity of the workflow is maintained.

Without having industry expertise, it is unlikely that your MVP will meet a critical pain point immediately, and if you don’t speak the language of the project team or have a proven track record, they won’t trust you. On site the most common question is, _‘How do you know what you are talking about?’_

To overcome, embed a construction industry advisor, mentor or early hire in your team.

**(2) Understand the organizational and enterprise requirements**

Every construction company has unique processes and requirements (or ‘hoops’) which startups have to ‘jump’ through. They can appear archaic or unnecessary, but proving that you are prepared to work with the organization to meet their requirements is necessary.

The reason is that as an industry, we are heavily regulated due to the inherent risk associated with building. Construction failure can result in the loss of lives.

Even if your solution alleviates a critical pain point, if you don’t show a willingness to listen to feedback and develop new features, contractors will disengage and are likely to turn down a future pilot.

An example is IT often has specific security factors which must be met before a solution can be adopted.

As the startup team, you can show your flexibility by having a willingness to listen, show effort on your side by including it in your roadmap or placing it as a strategic priority.

**(3) Approvers and Users are different**

One solution I worked with had incredibly successful pilots and feedback. However, they found that their solution wasn’t being adopted or used at scale.

The reason is that the approver, the person making the purchasing decision, was different to the piloting team and had limited awareness of the success and utility of the solution.

As a startup, it is important to recognize that the person paying can be different than the person using the solution, and the onus may be on you to communicate between these parties.

I advise startups to identify this approver role early, and to make a concerted effort to collect as much data as possible from early pilots.  Assuming a positive experience, startups can then provide a concise report of the pilot results to the project team, and ultimately to the approver.  This ensures the approver is looped into the process, and that they have all the convincing data ready at their fingertips to support a purchase after a successful pilot.

### Solution Alignment

Once a team has embedded construction expertise and understands the broader industry context, the next focus is the solution itself. The founding team must ensure that the product aligns with the needs and workflows of the construction team. The solution has to work and be adopted on site leading to my next learning:

**(1) K.I.S.S.: Keep It Simple, Stupid**

Some solutions are very effective but from the outside don’t look fancy or seem like ‘boring’ tech.

They gain strong adoption, however, as they significantly improve the life of the user.

A simple and relatable example is when Bluebeam Revu added a feature which allowed users to apply the same markup to all pages at the click of a button. When you need to copy and paste the same call out on a 200 page drawing set, it saves hours and makes people enthusiastic adopters.

As a startup, constantly ask the question to the project team, does my solution significantly improve their day to day?

In the early stage your solution needs that ‘golden button’ or killer feature which significantly improves their lives. It doesn’t have to be flashy. It just needs to work.

**(2) Solution is too difficult to use**

On the same trend, I often find that startups have a killer feature but it is simply too hard to use or access. It might have just one too many clicks or taps to get to the true value of the solution.

This is quite the dilemma for an innovation team, because while a solution may be fantastic at solving a problem, it will not drive any value if the project team just isn’t willing to learn how to use it, or give up because using the solution is too difficult.

In construction, solutions have to be fast, easy and reliable. First impressions matter and no one will talk about your solution if it is just ‘ok.’ Conducting site walks where your support team observes the project team using the solution can help optimize user experience and ensure integration into daily workflows.

**(3) Measure Your Promoters**

Net Promoter Score is a tool used to measure a customer’s loyalty by understanding their likelihood of recommending a given business, with the general question format, _‘on a scale of 1 - 10 how likely are you to tell someone else about this product or solution.’_

While there is some debate around the NPS metric, it generally is a solid indicator of pilot growth potential. In my experience, solutions needed to have an NPS of around 80 (lots and lots of promoters saying great things!) or more to gain adoption on site and be rolled out organically throughout the organization. Keep this in mind when reading the innovation champion part in the next section.

**(4) Don’t forget about support**

The sale of your solution doesn’t end at the confirmation of the pilot. It is inevitable that something goes wrong during the process of rollout to the project team.

How you handle issues which arise and how you support the project team in understanding and learning your solution is critical for success.

The reason is you might have an error, but if the project team thinks you provide fantastic support and are willing to call you up to overcome it, you have developed a level of trust and reputation which will scale throughout the organization.

Unfortunately, oftentimes a team tries a solution, runs into an issue and can’t get a hold of the support. They end up throwing out the solution and never trying it again. Reputation matters.

### Project Fit and Adoption

After aligning the solution to the needs of the target users, success ultimately depends on pilots. For startups it’s critical that they are selling to the right customer and the right projects which leads to our next failure:

**(1) Identify your target project early**

When you are selling your solution, you should know what your target project is. For example, you may know that your solution works great on warehouse or data center construction projects. Developing this specificity early can help build a proven track record in a segment, making it easier to sell to future customers.

I have observed solution mismatch, where the solution is applied on multiple different projects such as an indoor fit out as well as an infrastructure project.  The feedback on the solution is then likely to come back with mixed results, and dilute any positive momentum achieved on good project fits.

While a general approach can work if the solution is broad enough, focusing on a best-fit project segment and scaling within it can help optimize growth for products and services that have targeted value drivers. This also has potential to maximize powerful word of mouth referrals within a segment, and cement a foothold in the industry.

### (2) Find your innovation champions

Sometimes you will sell your solution to a project and then realize that no one is actually interested in trying out your solution.

Once you have sold to your target project, find an innovation champion (or two!).  These are the people on the project team who are highly engaged in your solution and are your ‘hype’ person.

They are valuable as they will push your solution along the project and distribute it as appropriate.

If you don’t have one, you may have to be on site more with extra hand holding, or find that no one is using the tool and/or responsive to your feedback requests.

Find someone who is really excited to use the solution and can be a catalyst.

**(3) How do you get on more job sites?**

Once you are on a pilot, recognize that your solution could be providing value across the entire project team. If you have sold initially to the GC, the other stakeholders such as the consultant, architect and asset owner may have other projects that your solution might be well suited for.

Understand their pain points, how they could find value from your solution and how it could be rolled out through their project portfolios.

This helps increase the virality coefficient (the number of new users an existing user generates) of your solution.

------------------------

Selling to the construction industry requires a holistic approach for adoption. It spans from deep industry integration and understanding to thoughtful solution design and support and, finally, to strategic project level adoption.

Each tier of the framework plays a role in determining if a solution will thrive or fail. By addressing these with care and precision, startups can increase their chances of not just success, but becoming indispensable to the project teams they serve, ultimately helping them avoid becoming 'graveyarded.'
    

Building a framework for ConTech solution adoption

Why do so many solutions fail?

high-angle-view-buildings-against-sky-sunset.webp

_Originally published by Bhragan P. on Last Week in ConTech on May 2nd, 2024_

[View original publication](https://contechroundup.substack.com/p/top-tips-and-pitfalls-to-avoid-when?utm_source=post-email-title&publication_id=1791925&post_id=144230369&utm_campaign=email-post-title&isFreemail=true&r=2t7fju&triedRedirect=true&utm_medium=email)

---

What does a digitally enabled contractor truly look like?

Does it involve the full adoption of BIM? Is it a company which seamlessly pilots and adopts new solutions? Or is it a contractor who has imbued a culture of innovation in its people - a world where everyone continues to explore better ways of working and are supported in doing so?

The answer shifts for every company and is defined by the sector they operate in, the nature of their projects, their business and strategic goals.

One thing is key though, contractors need an innovation or ConTech team to realize this future.

Here’s what I’ve learned on how to build, grow and develop sophisticated innovation teams to enhance the adoption of technology and transform your organization.

---

### Contents

1. Why do we need an innovation team?
2. Who should be on the team?
3. Top Tips and Pitfalls to avoid when building ConTech teams
4. Measuring Success
5. Takeaways for startups

_Reading Time: 8 min_

---

### Why do we need an innovation team?

Innovation is often discussed but seldom acted upon. It exists within all companies as people naturally seek to improve the way they complete their work to save time and allow them to focus on what’s important.

Having a team is valuable as it provides a pathway and mechanism to connect the innovative tendencies of your workforce to your strategic business priorities. They can monitor, seed and support innovative practices within your business and ensure there is no duplicative effort by connecting siloed business units. Additionally they will collaborate with the c-suite to understand business goals and foster directed innovation to help maintain and grow market position.

This team has four key pillars:

- **Awareness & Education**\
The team supports communication and education on innovation    to the organization. This helps improve the visibility of innovative    projects to reduce duplication and enhance organization scaling of solutions.
- **Management**\
The team supports the operational management and testing of new solutions. They work with teams to identify problem statements, discover possible solutions and manage the implementation and coordination of pilots including defining success metrics.
- **Strategy**\
The team supports the businesses strategic goals by prioritizing projects and coordinating on resource allocation. This is as the team's priorities are defined through a strategic goal setting process with the C-suite.
- **People enablement**
The team provides support to the organization and offers a pathway for ideas on improvement to be shared. This allows the naturally curious and innovative people to be supported in deploying their ideas. Without this support they can become disengaged and leave to competitors.

### Who should be on the team?

The team needs a wide variety of skills and experiences. Determining which skills to prioritize is dependent on the size and budget of the team.

If your organization can afford only one person to be focused on innovation, this person doesn’t actually need to be a ‘techy’ person. Tech can be learned.

The key skills required in a team of one is:
- The person needs to be passionate and driven in finding a better way.
- The person needs to be a strong communicator and adept at cross functional relationship building.
- The person needs to have the personality to support and spur culture change. Innovation can be a lonely endeavor fraught with pushback and setbacks.

If you have the budget and support for a team, this means one person doesn’t have to have all the skills. Here are the key skill sets to cover on the team:

* **An IT person**
    * IT support is required for software approval including assistance on security, software compatibility and setting up sandbox environments.
    * Having dedicated IT support allows pilots to be expedited and technical issues to be quickly resolved.
* **A Culture Change person**
    * This person is focused on driving engagement amongst the team’s stakeholders.
    * They are on the ground talking to people and bringing them together to find better processes and workflows.
    * They need to be passionate, have great communication and collaboration skills and have high emotional intelligence.
* **A Field person**
    * This person is an important link between the technology experience of the team and the pain points of the users.
    * They should have project experience, understand how things are built and have experienced the challenges the end users will face.
    * Most importantly they should be able to speak the language of the field.
    * People in the field don’t always trust the office. They want to know they are heard, understood and know someone who is ‘one of them.’
* **A Data person** (nice to have)
    * This person will help with exporting pilot data into reports and integrating new software into existing reporting platforms to streamline workflows and improve real time visibility.

### Top Tips and Pitfalls to avoid when building ConTech teams

1. **Have somebody from the field with building / project experience**\
This team member is a key internal stakeholder to convince before sharing pilots with the field.
2. **A key team KPI should be the number of walks of a job site.**\
It is important to set a goal and have the team on site. This allows them to hear first hand experience from the project team on their workflows, what is working (or not) and to develop relationships which support the team’s goals.
3. **Be outstanding collaborators.**\
There are a lot of people who need to work together for successful adoption including:
    * The customer success team from the startup
    * The project team running a pilot
    * The IT team providing operational and technical support/
 
    The team's ability to form relationships with all of these stakeholders to identify and resolve issues quickly is critical to success and building trust in their role.

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>_Tech adoption is not set and forget. It takes a team of people working together to train, support and push the roll out of a product._

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### Pitfalls

1. **Don’t be just from the field.**\
Team diversity is important. It brings new ideas and networks of internal relationships.
2. **No processes.**\
Have clearly defined processes that are continuously updated with lessons learned. An example is there should be a clear pilot process documentation which can be shared with stakeholders such as legal and IT so they understand their involvement and expectations.
3. **Don’t throw tech out for its own sake.**\
Often a higher up will see a new exciting tool or trend and force a pilot. Don’t do that. Trust the team and process to be intentional in finding what is needed and will be adopted.

### Measuring Success

Innovation teams in construction companies can struggle to gain internal support as their contribution to the bottom line and ROI is not always clear.

As a team it is important to build case studies and data points which provide the contribution of your team to the business's strategic goals. Some ways this can be done are:

* **Provide hard metrics**
    * At the start of the year create a list of business goals and processes which can be compared against at the end of the year.
    * For example if a goal was reducing safety incidents on site, track and show the number of improvements including the initiatives the team supported.
* **Track the adoption rate of technology**
    * Use metrics such as number of users or number of logins to understand adoption saturation.
    * This will help to identify hot spots, prove success and identify innovation champions whom you can highlight as successful case studies.
* **[Long Term] Track the change in business priorities**
    * Over a 3-5 year period the businesses strategic goals should have shifted and changed as innovation practices help to achieve them.
    * For example if in Year 1 a key goal was safety and in Year 3 this is no longer a key goal, safety has improved and it could be attributed to the success of your team.

Overall, building a construction tech / innovation team is critical to the long term success of your organization. Being able to understand its value, how to build the team and to track and sell its success to the C-suite is integral in advancing the digital transformation of the industry.

### Takeaways for startups

* There is strong alignment between how the innovation team at a construction company is structured and the composition of the accounts / support team.
* The key takeaways which the customer support team of your startup should follow are:
    * **Have a clear piloting process**\
    For every new project there should be a clear piloting process where your team engages with the key company stakeholders (legal, IT, project team, innovation team) to understand what they need and how you can help. Have an internal document on who manages each key relationship and where you track and share your learnings on the company's priorities.
    * **Have Field experience**\
    A member of your team should be from the field. They need to be able to speak the language of the field so that the project team knows that they are heard and the solution was built for them and the startup team has experienced and resolved the challenges they will face.
    * **Track Site Walks**
    Have your team (ideally someone with Field experience) on site walking with the project team. This will help you to proactively resolve queries and ensure a successful pilot.
    * **Provide seamless reporting**\
    For every pilot the innovation team must report on the success of the pilot, alignment to strategic objectives and potential for enterprise scaling. Make this process as easy as possible for the team by providing easy reporting and customizing to their internal system requirements. This will help you understand what their priorities are and ensure your team focuses on these.









What I’ve learned on how to build, grow and develop sophisticated innovation teams to enhance the adoption of technology and transform your organization.

Top Tips and Pitfalls to Avoid When Building ConTech Teams

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