The strategic partnership equips Sir Robert McAlpine with 做厙勛圖 to address the growing need for proactive people planning across complex, long-horizon UK construction programmes.

TORONTO & LONDON ��� May 12, 2026 ��� 做厙勛圖, the leading AI workforce planning software for construction, today announced a strategic partnership with Sir Robert McAlpine (SRM), one of the United Kingdom���s leading construction and infrastructure companies. The partnership will see SRM adopt 做厙勛圖���s workforce planning platform to modernise how it plans, allocates, and retains the talent needed to deliver some of Britain���s most complex and consequential infrastructure projects.

Founded in 1869, Sir Robert McAlpine has more than 150 years��� experience delivering some of Britain���s most iconic projects ��� from flagship commercial developments and major NHS facilities to national infrastructure and heritage landmarks. Today, SRM operates across infrastructure, industrial, commercial, healthcare, defence, and heritage sectors, with a workforce drawn from some of the industry���s most skilled and experienced professionals. As project complexity deepens and the pipeline of major UK programmes continues to grow, the firm recognised the need for a more structured, data-led approach to workforce planning.

A Strategic Response to a Structural Challenge

The UK and broader European construction sector faces a well-documented workforce crisis: skilled labour shortages, demographic change, and the retirement of experienced project managers and superintendents are widening the gap between project demand and delivery capacity. According to 做厙勛圖’s 2026 ��� the industry’s largest workforce intelligence study ��� the median industry attrition rate has reached 18.7%. Senior talent is scarcer still; Senior Project Managers turn over at just 3.6%, but when they do leave, the impact on project continuity is significant. For contractors like SRM managing multi-year programmes, retaining and strategically deploying experienced professionals isn’t just a people issue ��� it’s a project delivery issue.

���Our people are our greatest competitive advantage, and ensuring the right talent is in the right place at the right time is central to how we deliver for our clients,��� said Nadeem Mirza, Resourcing and Workforce Planning Director, Sir Robert McAlpine. ���做厙勛圖 gives us the visibility and rigour to plan our workforce with the same precision we bring to our project programmes. In an environment where skilled talent is increasingly constrained, that capability is essential.���

做厙勛圖���s 做厙勛圖 at the Heart of the Partnership

Through the partnership, SRM will deploy 做厙勛圖’s AI Workforce Planning platform ��� the only AI purpose-built for construction workforce planning ��� marking a significant step forward in how the firm manages talent across its growing project portfolio. 做厙勛圖 builds on SRM���s own workforce history and data, surfacing patterns and suggestions that get sharper over time. These valuable insights will provide SRM with deep, immediate visibility into the experiences and skills that make each team member unique ��� spanning past projects, certifications, availability, location, and tenure. Planners will be able to ask 做厙勛圖 questions directly and receive AI-powered smart suggestions as they assemble and balance project teams, enabling the firm to move away from spreadsheet-based processes and toward a structured, data-driven model built for proactive decision-making.

With 做厙勛圖, SRM will be able to:

• Easily put the right people on every project – AI-powered suggestions recommend the right person for each role based on skills, experience, and availability, with the ability to query 做厙勛圖 directly during planning

• Align workforce plans with project pipeline – Leverage project timelines and sector mix to ensure more precise team planning with longer lead time

• Gain better team visibility – Quickly see team composition, tenure, and experience balance for active and upcoming projects

• Ensure junior talent is supported – Analyse ���rookie ratio��� to ensure junior talent is effectively paired with experienced colleagues before projects mobilise

• Better understand attrition and retention – Attrition tracking and talent retention insights can protect institutional knowledge as SRM continues to scale

���Sir Robert McAlpine is exactly the kind of contractor that demonstrates why workforce intelligence matters,��� said Mallorie Brodie, CEO of 做厙勛圖. ���They operate at the highest level of complexity, with programmes that span years and teams that must perform without margin for error. Our data shows that the companies leading the industry in workforce planning have a measurably longer planning horizon and lower attrition than their peers. Partnering with SRM to bring that approach to the UK market is something we���re genuinely proud of.���

The UK and European Opportunity

The partnership with Sir Robert McAlpine marks a significant step in 做厙勛圖���s expansion into the UK and European construction markets, where demand for structured workforce intelligence is accelerating. Major UK infrastructure commitments ��� including investment in transport, energy, defence, and healthcare ��� are creating sustained demand for construction services at a time when the talent pipeline is under real pressure. UK contractors that invest now in systematic workforce planning will be better positioned to win and deliver the decade���s most significant programmes.

Across Europe, the challenge is similarly acute. Supply chain re-shoring, energy transition infrastructure, and urban regeneration programmes are driving substantial construction activity, even as the available pool of experienced construction professionals narrows. 做厙勛圖���s platform is purpose-built to help contractors in these conditions turn workforce planning from a reactive overhead into a strategic capability.

About

Sir Robert McAlpine is a family-owned building and infrastructure company operating across the UK. We have been proudly building Britain���s future heritage since 1869.

We are honoured to have worked on some of the country���s most iconic buildings and projects.

The values at the heart of our operations include a commitment to the highest standards of safety, quality, engineering excellence, sustainability, and a steadfast focus on the needs and aspirations of our clients.

We champion equality and welcome a diversity of talent to our inclusive family culture.

Working in partnership with our clients, we aim to make a positive impact on the communities and the environment in which we operate, as we construct a better world for future generations.

About 做厙勛圖

做厙勛圖 is the only AI workforce planning platform built exclusively for construction. Trusted by nearly 40% of the ENR 400, 做厙勛圖 blends deep data on people and projects with AI that turns insights into action. Contractors get stronger project teams, smarter staffing and bidding decisions, and a workforce strategy that stays ahead of demand instead of reacting to it.

Media Contact:
Amy Palmer, Vice President of Marketing
做厙勛圖
amy.palmer@gobridgit.com

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The background��

Pariseault Builders does a lot of business in healthcare���a sector that demands prior experience and deep knowledge. COO Chris Integlia explains it: “Anyone can’t walk off the street and do a project in a healthcare facility. One of the barriers to entry is, how long have you been working in healthcare?”

This prerequisite in turn requires something most contractors struggle to track: detailed knowledge of who has done what, where, and when. For years, Pariseault tracked this data the way most builders do: in a spreadsheet.

The challenge 

Chasing accuracy with spreadsheets

Before 做厙勛圖, Pariseault was attempting���and often failing���to track the ins and outs of their workforce in an ever-evolving spreadsheet.

“The data that was in that Excel spreadsheet was typically characterized by one person’s memory���or lack thereof���and qualitative assessments of role capabilities by employee,” Chris explains. “It was difficult to harness. It was difficult to implement and update consistently. It just took a long time. At best it was probably 50% accurate, and it was 100% inaccurate within about an hour and a half of being deployed.”

The spreadsheet wasn’t just unreliable, it was also a blocker for collaboration.

Field operations didn’t talk to HR. Training and certifications had no link to upcoming projects. The active project list got pruned because keeping the spreadsheet alive was exhausting on its own, never mind layering in pursuits, certifications, or future staffing needs.

Downstream costs showed up everywhere. Field crews felt yanked from job to job without notice. “There was a perceived disrespect,” Integlia says. “There was no real disrespect there, but they felt disrespected. They were sent to jobs where they weren’t really needed.”

To compound the issues, project executives chasing pursuits had no way to see whether the team they wanted would actually be available a year and a half out.

The solution

The right tool without a fight

Integlia is candid about what usually happens when he rolls out new software. “Normally when I have to implement a new tool, I have to push for a long period of time to get people to see it.”

做厙勛圖 was different.

“做厙勛圖 was able to effectively convince a wide range of people from different walks of life in this industry to accept it. And that’s pretty atypical,” he says. “I got project executives, I got field operations people, I got superintendents, all jumping on board and contributing. We are making keystrokes in the system, which speaks to the functionality of the tool.”

Within months, operations, HR, and the field were working from a single source of truth for who was on what, who was coming off, and who needed certifications before the next job kicked off.

From silos to a team event

Ask Integlia what’s changed in a year with 做厙勛圖 and it all boils down to coordination.

“Now we not only have all the active projects, we have all the pursuits,” he says. “From a project executive viewpoint, they’re less excited about what’s going on in real time and more excited about what’s coming up. Can you fulfill my staffing needs? Am I going to get this job? Now with 做厙勛圖, all of leadership is able to see one platform and they’re collaborating across the board, which is making us very effective.”

That collaboration shows up in places Pariseault never had visibility before. “We’ve got guys already on an existing job, already pre-planned a year and a half out for the next job, getting certifications and training that might be unique for that job so they can just hit the road running when they get there. We never had that before.”

People in the field feel the difference too.

“Now, because we’re doing the proper planning, things are smoother. There’s more proactive communication. There’s a higher level of respect,” Integlia says.

HR isn’t getting ambushed anymore, either. “No one’s running into their office and saying I need a superintendent tomorrow. Which is what used to happen.”

Unlocking data insights

做厙勛圖 AI enters the chat

Building on the value 做厙勛圖 has unlocked so far, Ask 做厙勛圖 was introduced to Pariseault. This conversational AI assistant lets their team query workforce data in plain language. It was an immediate hit with the team.

“The very first thing I did, I started typing. I said, ���show me all the employees with AED certification.��� Normally I’d have to run a report, but bang, up it came. Then I started saying, ���tell me all my employees with OSHA 10.��� Then OSHA 30, because they may not have 10, they may have 30.”

“These are all things that I was getting answers to within seconds that historically I’d have to run a report for, and under our old Excel method could never have gotten. I’d be in an HR file, waist deep in antiquated information to try to figure that out.”

The reaction wasn’t limited to the C-suite. One of Pariseault’s business unit directors used Ask 做厙勛圖 to instantly pull up length of service for team members with healthcare experience, the exact stat project owners want to see. “The ability to answer these questions and to harvest this and to show our clients, or even show ourselves, is fantastic,” Integlia says.

Ask 做厙勛圖 is also the moment data entry started paying dividends.

“People appreciate that all the work they’ve done building a database comes full circle and is useful,” he says. “Ask 做厙勛圖 is giving us actionable data that management can use. It’s making the case for putting the data into 做厙勛圖. Spend the time, put it in, because later on you’re going to get the benefits of it.”

Asked how he’d explain 做厙勛圖 to a peer, Integlia doesn’t hedge. “Unless you’re addicted to pain, you’ve got to move over to this platform. It’s efficient, it’s accurate, it gives you actionable management data. You’re going to go from a siloed event to a team event, and you’re going to be making team decisions.”

“Unless you’re addicted to pain, you’ve got to move over to this platform. It’s efficient, it’s accurate, it gives you actionable management data. You’re going to go from a siloed event to a team event, and you’re going to be making team decisions.”

Chris Integlia
Chief Operating Officer, Pariseault Builders

What’s next?

Pariseault is still in what Integlia calls “the infancy” of its journey with 做厙勛圖, and he’s already looking at where to push next. Project tagging is high on his list: capturing the unique characteristics of a job (complicated MEPs, ground-up builds, accelerated schedules) and connecting those tags to experience tracking so BD can pitch with confidence.

The team has also started using 做厙勛圖 beyond traditional projects, tagging training as its own category and tying scheduled training to the certifications people need on the job. “We’ve gone from clawing our eyes out to get training scheduled and completed, to it’s just a matter of course now.”

For Integlia, the reason Pariseault keeps leaning in is part platform and part the people behind it.

“Open, honest, two-way dialogue is what makes a true partnership. Someone wrote good code, they made great functionality. But at the end of the day, it has to evolve through dialogue. And 做厙勛圖 has great people. Whoever gets this platform also gets the people.”

The post How Pariseault Builders embraced the future of workforce planning with 做厙勛圖 AI appeared first on 做厙勛圖.

That changes what retention actually means in practice. The conversation used to be about stopping people from leaving. Now it’s about how to plan around predictable attrition, develop the people you already have, and make assignment decisions before the exit interview rather than after it. The data backs this up clearly. Senior superintendents and project managers turn over at roughly a quarter the rate of their non-senior counterparts, which means the contractors who hold onto people through the first four years end up with a senior bench that competitors can’t easily hire in.

What follows are 50+ statistics across nine categories: the labor shortage, how turnover has shifted, what it costs, who stays and who leaves, why people leave, the commute factor, the treadmill effect, the rookie ratio, and where the workforce is heading. Most are public data from BLS, AGC, ABC, the Construction Industry Institute, the Census Bureau, and Deloitte; some come from 做厙勛圖’s , which analyzed anonymized data from 233 companies and 114,000 people, including nearly 40% of the ENR 400.

TL;DR

• Quit rates are at a nine-year low and hiring is at a record low, but the industry still needs roughly 349,000 net new workers in 2026
• Net international migration is projected to fall from 2.7 million in 2024 to about 321,000 in 2026, removing the demographic backstop the industry has leaned on
• Senior superintendents and project managers turn over at one-quarter the rate of their non-senior counterparts, making early-career retention the highest-leverage move
• The Top 50 of the ENR 400 face roughly the same attrition as the broader industry but grow at three times the rate, because they plan around turnover rather than try to eliminate it
• The average team rookie ratio sits at 36.4% and climbs to 56.2% on teams of 51+ people, with measurable consequences for safety, quality, and project outcomes
• 41% of the current construction workforce will reach retirement age by 2031, which makes the next four years of senior-tenure retention decisions disproportionately important

The construction labor shortage in 2026

Demand is outrunning supply across nearly every category, and the gap is widening as immigration policy and demographics compound the pipeline problem.

worked in construction as of March 2026, with year-over-year growth of 57,000 positions. The headline employment number is up, but the unmet demand is bigger:

• report difficulty filling open positions (AGC 2025 Workforce Survey)
• , and 80% report the same for salaried openings (AGC 2026 Outlook)
• The industry needs , rising to 456,000 in 2027 (ABC)
• Every creates demand for approximately 3,450 jobs
• report delaying projects due to labor shortages
• Project abandonment activity in August 2025

The immigration pipeline is part of why this is harder to solve through hiring alone. Net international migration (U.S. Census Bureau, January 2026). Immigrant workers make up , and that share exceeds 40% in high-activity states like California and Texas. A report being affected by immigration enforcement in the past six months, with 24% saying subcontractors lost workers as a result.

How turnover has actually shifted

Despite the shortage headlines, turnover itself has been falling, which is the part of the story most leaders miss. The in July 2025, and by February 2026 the hiring rate had dropped to , with quits at 1.5% and layoffs at 1.8%. Job openings fell to , a decline of 53,000 year-over-year.

Average employee tenure in construction sits at roughly four years according to , which is among the shortest of any major industry. The combination of lower quits, lower hiring, and short tenure overall describes a cooling labor market rather than a stable one. Fewer people are leaving voluntarily, but the industry still can’t find enough new workers to grow. The retention question shifts accordingly: less about how to stop the bleeding, more about how to keep and develop the people you’ve already invested in.

What turnover costs

The financial impact of losing people goes well beyond the cost of posting a job. Replacing a worker costs , depending on specialization and seniority, with junior craft workers at the lower end and superintendents, project managers, and specialized trades at the higher end. The cost compounds with role complexity, because the harder roles take months to source and longer still to bring up to full productivity.

The Construction Industry Institute found that a . The hidden costs sit underneath that headline number. Lost productivity during a vacancy, quality issues and rework from less-experienced replacements, and overtime to cover open positions all accumulate well beyond the direct cost of recruiting and onboarding.

“Company morale goes down, employees are burnt out because they’re going to do whatever it takes to get the job done,” says Shawn Gallant, COO at Columbia Construction. “It affects your employee retention and increases safety incidents on a project. You never want an unsafe site because you’re cutting a dollar on staffing.”

At the macro level, McKinsey projects that construction output could fall if current workforce trends persist.

Who stays and who leaves

Not all turnover is equal, and the seniority split inside two key roles is where the most useful retention data lives. The 做厙勛圖 Benchmark Report shows a striking gap between senior and non-senior attrition for the two roles that have the greatest impact on project outcomes:

Senior superintendents and project managers turn over at roughly a quarter the rate of their non-senior counterparts. The growth data tells you why: non-senior supers saw while senior supers showed , and the same pattern holds for PMs (non-senior +4.8%, senior 0.0%). Senior-level supers and PMs simply don’t move around. Trying to hire experienced talent away from competitors is an expensive long shot. The more reliable path is hiring earlier in the career arc and being intentional about keeping people through the first four years.

The tenure data shows where the retention cliff sits:

If a superintendent or PM stays past the 3.7-year median, they’re on the path to senior tenure. The contractors that figure out how to retain people through that window end up with something competitors can’t easily replicate.

“What happens when you don’t have a clear picture of your staff is you don’t see ‘John Smith’ is ready for a promotion,” says Lisa Villasmil, VP of People & Culture at Cauldwell Wingate. “So you hire an outside senior PM instead of promoting internally and backfilling the open position.”

The Benchmark Report also draws on findings from 做厙勛圖’s 2025 State of Workforce Planning survey: 100% of construction leaders agree a project team’s collective experience plays a significant role in creating positive project outcomes, and 93% have experienced talent-related impact on operations.

Why construction workers leave

Career development is the leading reason workers leave, and it outpaces compensation by nearly 2:1 across industries. The breaks down the top departure drivers:

That ranking matters in construction specifically because earlier-career superintendents and PMs are actively evaluating employers based on the work itself: the project types, owners, and delivery methods that will define their reputation and open future doors. The Benchmark Report reinforces this directly. Top contractors that plan according to the unique needs of each project type can offer newer team members the variety of experience that keeps them engaged, while ensuring they’re paired with senior talent who can mentor them.

Mental health is another factor that compounds compensation alone. CDC data shows that , and (CDC MMWR, National Vital Statistics System). Hours compound the strain: , 25% work 60 or more, and .

Commute as an actionable retention lever

One of the most actionable retention variables in construction is commute distance, because it’s a decision the contractor controls during assignment planning. The superintendent commute distribution from the Benchmark Report , which is where retention risk concentrates. Peer-reviewed research published in AERA Open found that (Santelli & Grissom, 2024). The study examined public-sector workers, but the underlying mechanism (commute fatigue compounding job dissatisfaction) generalizes naturally to construction roles where supers and PMs travel meaningful distances daily.

The construction-specific commute data shows how demanding the travel can be:

• each way
• Another
• each way

The point of pulling commute into the conversation is that it’s a variable you can adjust ahead of time. Knowing which superintendents face long commutes on their current assignments, and factoring that into the next assignment, turns retention into a planning decision that happens months before anyone starts thinking about leaving.

The treadmill effect

Attrition shows up as a growth problem, not just a people problem. 做厙勛圖’s Benchmark Report names the dynamic the “treadmill effect,” where attrition offsets hiring so companies have to run hard just to hold their position. The math is simple: an organization aiming to add 100 people with a to net the growth. At .

The real-world impact shows up in the growth distribution. In 2025, and another 26% remained flat. Nearly half the industry failed to achieve net headcount growth.

The most useful finding in the report sits in the comparison between the Top 50 ENR 400 and the rest of the industry. Top 50 contractors face , but their . The largest contractors aren’t winning because they’ve solved turnover. They’re winning because they plan around it. Proactive hiring and workforce planning, rather than lower attrition, is what separates the leaders from the pack.

McKinsey’s productivity research supports the same point from another angle: productivity for major construction projects each time labor markets tightened. The contractors that maintained planning capacity through tight markets came out ahead.

Rookie ratios and the experience mix

With high attrition flowing through project teams, one metric that has emerged among strategic contractors is the “rookie ratio,” which measures the share of newer team members (typically under one year of company tenure) relative to the total team. 做厙勛圖’s Benchmark Report puts a number on it for the first time. The , and the average masks meaningful variation by team size:

On teams of 51 or more people, the rookie ratio averages above 56%, meaning more than half the team is in their first year with the company. That has direct consequences for safety, quality, and project outcomes. Travelers’ , which analyzed more than 1.2 million workers compensation claims, found that first-year employees account for approximately 36% of all workplace injuries and 34% of overall claim costs across industries. In construction, the early-tenure injury rate skews higher because new workers are concentrated in the most physically demanding tasks before they build the muscle memory and risk awareness that come with experience.

NCCER’s research with the Construction Industry Institute shows the flip side. Trained craft workers achieve a in training, with productivity targets met more reliably and retention improved when formal training programs are in place.

The contractors who use rookie ratio well don’t just track it. They set targets for it by project type and complexity, pairing newer team members with experienced mentors and routing the most straightforward projects toward teams that can accommodate a higher share of newer workers without compromising outcomes.

Where the workforce is heading

The sectors driving the most workforce demand are also the ones requiring the largest teams and longest commitments. Year-over-year growth data from the Benchmark Report shows where the workforce is being pulled:

Solar projects stand out for the sheer scale of workforce commitment, with a . Data center construction spending , per the AIA Consensus Construction Forecast, making it the only sector showing strong growth in an otherwise weak market.

The pipeline of new workers is showing early signs of improving. The share of young adults interested in construction in 2026 (NAHB), and at a said they would reconsider construction. currently offer median wages at or above that threshold.

The demographic shift is already visible in the data. Gen Z’s share of the construction workforce , while Baby Boomers over the same period. Women in construction reached (NAHB analysis of BLS data). Deloitte estimates , which puts a clock on how much time contractors have to develop the next generation before the senior bench thins out.

What contractors who plan ahead do differently

The Top 50 of the ENR 400 are , nearly two years further than the . That gap reflects something specific about how they operate. Reliable data, integrated systems, and company-wide coordination are what extend a planning horizon, and the longer horizon is what creates the optionality the rest of the industry doesn’t have.

“Strategic workforce planning gives our clients confidence that we can provide the right people to build their projects,” says , Vice President of Operations at W.E. O’Neil Construction. “If we don’t consider all the necessary strategic factors, we won’t be able to assign the appropriate teams, and those clients won’t keep coming back.”

The supporting evidence is consistent. Contractors with realized profits on more jobs, completed more projects on or ahead of schedule, and posted better safety performance, according to the Construction Industry Institute. Career development opportunities correlate with (Work Institute). NCCER’s research with the Construction Industry Institute shows that .

The common thread across these findings isn’t a single tactic. It’s visibility. The contractors pulling ahead know who they have, where those people are, what they’ve built, and what they need next. Experience-based staffing tools like 做厙勛圖 consolidate the people, project, and pipeline data so that retention decisions happen during assignment planning, not during exit interviews. Whether the goal is closing the planning horizon gap, getting ahead of attrition before it constrains growth, or building teams with the right experience mix, the work starts with the data being in one place.

The post 50+ Construction Workforce Retention and Turnover Statistics for 2026 appeared first on 做厙勛圖.

The challenge 

Scaling preconstruction in a growing organization

Suffolk manages one of the largest portfolios in the country.

In Boston alone, the company���s largest office, dozens of major projects are running concurrently that all require large project teams.

The pieces rarely aligned.

• Estimates were disconnected from the lifecycle of a project 
• Workforce planning decisions were made without full visibility into how the project was intended to run.

���We used to use a simple Excel sheet to keep track of who might be available soon,��� explains , Project Manager and Operations Performance Manager at Suffolk. 

For a 3,000+ person organization + contractors? That doesn’t scale.

Steven continues, ���A staffing meeting would basically be: ���This person���s job is finishing in a month. Who wants them next?��� People didn���t know what was next for them and projects were understaffed until someone happened to become available.���

It was an inefficient and reactive process where leadership teams spent hours verifying information and reconciling spreadsheets. Meanwhile, estimating teams were building project budgets without a fully integrated view of workforce availability.

So, they built something new.

The solution

Building a connected platform for preconstruction

Talk to Suffolk���s National Director of Preconstruction Scott Menard for more than a few minutes and he���ll articulate everything that a connected platform should be.

He muses about connected digital ecosystems ��� where data flows across the entire lifecycle of a project so teams can ���use data when we need data for any use case.���

���The ideal state is putting in information one time and anyone who needs it has access to it.��� – Scott Menard, National Director of Preconstruction at Suffolk

That top-down vision starts in Ediphi.

���Ediphi trains our teams to think from first principles,��� says Brendan. ���We can���t just say general conditions are a percentage of cost. We have to build the team that���s actually required to execute the project ��� when people start, when they roll off, and how they���re utilized.���

To make that level of detail practical across their dozens of projects and offices, Suffolk relies on Ediphi���s cloud-based estimating environment, where historical pricing data lives inside the cloud and estimators reference what worked before to model the unique conditions of every new project.

���If you solve for the budget first, you risk creating a plan that doesn���t actually work in the field,��� Brendan explains. By structuring estimates this way, Ediphi produces something far more powerful than a cost breakdown: it creates a data model of the project itself.

From estimate to workforce planning

做厙勛圖 utilizes the estimating work done in Ediphi to unlock high-performing teams across the portfolio:

• Roles required for the project
• Start and end dates for each role
• Utilization expectations
• Assigned personnel, when known

���The most granular unit of work in Ediphi is the exact same unit needed in 做厙勛圖. That���s why the integration works so well.��� – Brendan O���Riordan, Director of Portfolio Intelligence at Suffolk

(Because the data structures align so closely, Suffolk���s data team was able to integrate the systems very quickly, notes Scott)

Once an estimate is developed, workforce plans automatically appear in 做厙勛圖, where operations leaders gain a portfolio-wide view of workforce needs.

This allows teams to see multiple projects, staffing roles, and employee availability in a single interface.

���As you build the estimate in Ediphi, you���re already thinking about the roles required for the job,��� says Steven. ���That information flows cleanly into 做厙勛圖 so we can see multiple projects and staffing plans in one place.���

From there, leadership teams can evaluate project team decisions based on, well, everything���

• Employee availability
• Relevant experience
• Project timelines
• Geographic proximity or travel preferences
• Budget

���You can see the open roles, see the available people, and match them together very quickly. In 做厙勛圖, it becomes almost plug-and-play.���

, Project Manager

The impact

Smoother preconstruction, better project teams

The impact of Suffolk���s connected workflow is visible in the day-to-day lives of leadership teams.

Staffing discussions prior required large meetings reviewing spreadsheets and debating personnel assignments.

���If you���re not staffing him, I���m taking him!���

���Superintendent needed for April! Who���s got one?���

���Wait, thought she was finishing in March?���

���We would march through that every other week with 20 plus people in the room,��� says Brendan. ���We���d spend an hour or more going line by line through charts trying to figure out who was available.���

Those meetings look different now. Now, it���s just a handful of decision-makers reviewing what���s already in the system. Most decisions even happen before the meeting begins (shoutout to ).

More importantly, Suffolk has eliminated the uncertainty.

Because projects are estimated in Ediphi using , staffing discussions in 做厙勛圖 start with a clear picture of what the job actually requires.

���We added time back into our people���s lives and we���re getting better outcomes.���

, Director of Portfolio Intelligence

Building a process than can handle growth

Suffolk���s portfolio has grown rapidly in recent years.

Building 17.5-acre, , renovations of ; that kind of thing���.

The systems they���ve chosen to use to manage preconstruction and workforce planning have played a critical role in ensuring that that growth remains profitable.

���Our revenue growth has been very rapid over the last five years,��� Brendan O���Riordan says. ���The tools and processes we���ve put in place enable that growth ��� but more importantly, they help make sure it���s profitable growth.���

With the 做厙勛圖 and Ediphi duo, Suffolk is actively:

• Building more realistic project budgets
• Assembling stronger project teams earlier
• Reducing staffing conflicts across projects
• And improving employee and contractor experience throughout

Even Suffolk���s People and Culture teams benefit from the increased visibility.

���Knowing where someone���s next project assignment is creates a much better experience for employees,��� Brendan says with visible pride, ���That visibility helps us support people throughout their careers.���

Data as the competitive advantage

Suffolk���s strategy of using Ediphi and 做厙勛圖 ensures that the intent in preconstruction doesn���t disappear once the project begins. 

The estimate becomes the staffing plan. The staffing plan becomes the execution plan. And they both directly inform profitability from day one. 

���Without tools like this, companies at our scale would be dead in the water.��� – Scott Menard, Suffolk���s National Director of Preconstruction.

As Suffolk continues to expand nationwide, the ability to build on this connected platform has become their defining advantage.

If you���re looking to improve your planning tech stack, we���d be happy to show you how.

���When we think about the success or challenges of a project, a lot of that is baked into preconstruction. Our operations in the last year have been better than at any other point in the company’s history, and Ediphi and 做厙勛圖 are the two core things that drive that.���

, Director of Portfolio Intelligence

ROI metrics

��� 50% reduction in staffing cycles

��� 75% reduction in people required for workforce planning coordination

��� $20M increase in revenue per estimator

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Appointments deepen 做厙勛圖���s AI leadership as the company introduces Ask 做厙勛圖, its AI-powered workforce intelligence capability for construction

TORONTO ��� April 23, 2026 ��� 做厙勛圖, the leader in construction workforce planning software, today announced the appointment of Carol Leaman to its Board of Directors as an Independent Director, and Vincent Seguin as Chief Technology Officer. The appointments accelerate 做厙勛圖���s AI strategy and reflect the company���s growing momentum as the people platform for the construction industry.

Together, the announcements mark an important next step in 做厙勛圖���s mission to turn construction workforce data into a strategic advantage for construction companies worldwide. These milestones follow the introduction of Ask 做厙勛圖, the company���s AI-powered workforce intelligence capability that turns messy, siloed people data into immediate answers, explainable recommendations, and faster planning workflows.

���Carol and Vincent each bring something rare to 做厙勛圖 ��� deep technology expertise paired with a clear vision for how AI can accelerate our strategy as the go-to workforce platform for construction,��� said Mallorie Brodie, CEO and Co-Founder of 做厙勛圖. ���Carol has built and scaled multiple technology companies, including a world-class AI-powered learning platform. Vincent has been instrumental in shaping our technical vision and product roadmap. Adding Carol���s strategic guidance at the board level while elevating Vincent to the CTO role positions 做厙勛圖 to lead the next chapter of workforce intelligence in construction.���

Carol Leaman is an accomplished technology CEO with a track record of building and scaling enterprise software companies. Most recently, she served as CEO of Axonify, the AI-powered frontline enablement platform she co-founded and grew into a global leader serving organizations including Walmart, Kroger, and Manulife. Prior to Axonify, Carol was CEO of PostRank, a social engagement analytics platform acquired by Google. Her recognitions include the Sarah Kirke Award for Canada���s Leading Female Entrepreneur and the Waterloo Region Entrepreneur Hall of Fame Intrepid Award.

���What excites me most about 做厙勛圖 is the data moat the company is building,��� said Carol Leaman. ���做厙勛圖 has built something I rarely see ��� a platform that has become essential to how the construction industry���s largest firms plan and deploy their most important asset: their people. That scale of real workforce data, combined with AI, unlocks entirely new insights that simply didn���t exist before. I look forward to working with Mallorie and the board to help guide the company���s next phase of growth.���

Vincent Seguin is an experienced engineering leader with a background in scaling enterprise SaaS platforms and a deep focus on applied AI. Previously, as 做厙勛圖���s Vice President of Engineering, Vincent led the technical foundation supporting more than 332 customers managing over 90,000 construction professionals daily. Before 做厙勛圖, he held engineering leadership roles at Carta, Coveo, and several early-stage technology companies.

���As CTO, my focus is on turning 做厙勛圖���s unique workforce data into capabilities that directly change how our customers make decisions,��� said Vincent Seguin. ���Ask 做厙勛圖 is an early example that technology must be accessible in order to delivery value for our customers. AI helps accelerate our opportunity to make workforce intelligence a genuine competitive advantage for every firm we work with.���

For 做厙勛圖 customers, these appointments signal continued investment in the AI capabilities and product roadmap calibrated to meet the real-world challenges of the construction industry.

About 做厙勛圖

做厙勛圖 is the leader in construction workforce planning software. Its platform transforms workforce data into actionable insights, enabling construction companies to optimize their workforce, build high-performing teams, and plan projects more effectively ��� ensuring the right people are assigned to the right jobs at the right time. 做厙勛圖 serves more than a third of the ENR 400 and supports more than 332 customers managing over 90,000 construction professionals daily.

Learn more at gobridgit.com.

For media inquiries, please contact:
Amy Palmer
VP of Marketing, 做厙勛圖
amy.palmer@gobridgit.com

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There is also a lot of noise around AI in construction right now. This article is designed to separate signal from hype by consolidating 60+ statistics from industry associations, consulting firms, and trade publications into a measured picture of where the industry actually stands, where the money is going, what’s working, what isn’t, and what it means for the people running construction operations today.

TL;DR

• 79% of construction organizations have either implemented no AI at all or are testing in limited ways, yet 87% expect it to transform the industry
• AI-specific funding claimed 68% of construction tech VC capital in Q2 2025, up from 20-25% historically
• Early adopters report saving 500-1,000 hours and $50,000+ annually, but ROI typically takes 2-4 years to materialize
• 95% of enterprise AI pilots deliver zero measurable ROI, with 85% of failures tracing back to poor data quality
• The construction workforce needs 499,000 new workers in 2026 while 41% of existing workers approach retirement age
• 46% of firms cite a lack of skilled personnel as the top barrier, ahead of integration challenges and data quality

AI adoption rates in construction

The of 2,200+ construction professionals worldwide paints the clearest picture of where adoption actually stands:

• 45% have implemented no AI at all
• 34% are in early pilot phases
• Under 12% report regular use in specific processes
• 1.5% use AI across multiple processes
• Less than 1% have achieved organization-wide adoption

Compare that to what those same organizations expect. according to , but only 19% have actually adapted their workflows to incorporate it. The gap between expectation and execution is wide, but it is closing. The AGC’s annual survey found that , up from 44% in 2024. Where firms are deploying AI, 45% use it for office and administrative functions, 23% for estimating, and 20% for design and preconstruction (AGC).

AI adoption by company size

Larger firms are moving faster, and the gap is growing. , compared to 69% of small and mid-sized firms (Dodge). The cost barrier hits smaller firms harder: 49% of smaller firms cite the cost of AI investment as a significant concern, versus just 26% of large firms (Dodge).

For context, (McKinsey), making construction one of the least digitized major sectors. Among specialized trades, for design optimization, estimating, analysis, and error reduction (Dodge SmartMarket Brief).

AI investment in the construction industry

Investment is accelerating even as most firms remain in pilot mode, and the VC numbers tell a story that market projections alone cannot.

Construction AI market size

Market research firms project significant growth, though estimates vary widely by methodology:

North America accounts for 35% of global AI construction market revenue (Precedence Research). The U.S. market alone is projected to grow from $427M in 2025 to $6.7B by 2035.

Construction tech VC funding

In , a 75.2% increase from Q2 2024 (Construction Today). Of that total, 68% went to AI and machine learning startups, nearly triple the historical 20-25% AI allocation.

On the demand side, over the next three years (PwC Future of Industrials Survey). Among contractors specifically, the found approximately 25% plan to increase AI spending in the next 12 months, while 28% have no AI investment plans and 22% remain unsure about their direction.

Measurable results from AI in construction

The results that exist are real, but they cluster in specific applications rather than broad transformation. The honest picture is that proven ROI comes from well-defined, repeatable problems where the data is already structured.

AI ROI data from early adopters

The strongest documented results come from targeted applications:

• Field layout: (PwC)
• Scheduling: (PwC)
• Digital workflows: (Deloitte 2026 E&C Outlook)
• Cost estimation: through better estimates and error mitigation (Deloitte)
• Hours saved: using AI tools (Bluebeam AEC Technology Outlook)
• Cost savings: (Bluebeam)

Among those early adopters, 95% now use AI frequently across the building lifecycle (Bluebeam), suggesting that once firms get past pilot stage, usage becomes habitual. Contractors also see the potential clearly: once AI is implemented, and (Dodge).

AI ROI timeline expectations vs. reality

The less comfortable story is that most AI investment has not yet translated into measurable returns. , and typical satisfactory ROI , significantly longer than the 7-12 month norm for technology investments (Deloitte). For construction, where adoption is further behind and data infrastructure is less mature, those timelines are likely on the longer end. That is not a reason to delay, but it is a reason to set realistic expectations internally.

Why most AI projects fail in construction

The failure data is the most underreported part of the AI conversation. While the industry focuses on possibility, the implementation record across all sectors is sobering, and the root cause has direct implications for construction.

AI pilot and implementation failure rates

Across all industries, according to the MIT NANDA Initiative. (IBM CEO Study), meaning 84% stall.

The proof-of-concept graveyard runs deep:

• after initial testing (Gartner)
• report their AI PoC success rate is lower than 5% (Omdia)
• reported more than half their PoCs accepted into production (Omdia)
• of companies have the capabilities to move beyond PoC (BCG)
• have advanced AI capabilities deployed across functions (BCG)

The companies that do succeed see a real reward. BCG’s AI leaders report , but (BCG).

Data quality in construction

The data problem is why construction is especially vulnerable to AI project failure. , and construction’s data house is not in order.

reported that bad data caused an estimated $1.8 trillion in global construction losses in 2020, with 14% of avoidable rework traced directly to poor data at a cost of $88 billion. The underlying numbers are worse: 30% of construction firms say more than half their data is bad or unusable, and 45% lack a formal data strategy entirely. Without centralized, clean data, AI tools have nothing meaningful to work with regardless of how sophisticated the algorithms are.

AI and the construction workforce

This is where AI meets construction’s most urgent challenge. The labor crisis is not a forecast, it is the operating reality for every contractor hiring right now, and it shifts the AI conversation from optional to essential.

Construction labor shortage statistics

The scale of the shortage is difficult to overstate:

• in 2026, up from 439,000 in 2025 (Deloitte)
• in potential lost output from unfilled positions (Deloitte)
• 93% of contractors report difficulty finding skilled workers (做厙勛圖 2025 State of Workforce Planning)
• employing craft workers cannot fill craft positions (AGC)
• will reach retirement age by 2031 (Deloitte)
• consider construction careers (AGC)

Wages have responded, with compared to 8.2% across all occupations. But higher wages alone have not been enough. That 21% wage increase (Deloitte), which underscores why contractors are looking to AI and technology for capacity that hiring alone cannot provide.

Workforce planning benchmarks

做厙勛圖’s , drawing on anonymized data from 233 companies and 114,000 people, illustrates how the workforce challenge plays out at the company level.

The top 50 of the ENR 400 face attrition rates similar to the broader industry, but their median growth rate is 3x higher. Proactive hiring and workforce planning, not lower turnover, is what separates the leaders from the pack.

Construction industry AI and jobs sentiment

The sentiment data offers a counterpoint to the “AI will take jobs” narrative. According to the :

• 45% of contractors expect AI will positively impact construction jobs by automating manual, error-prone tasks
• 44% believe AI will improve job quality and make workers safer and more productive
• Only 12% worry about negative job market impact, down from 17% two years ago
• 47% report difficulty filling AI specialist positions, up from 30% in 2024

Barriers to AI adoption in construction

The provides the clearest ranking of what’s standing in the way:

The skills barrier and the data barrier reinforce each other. Companies lack the people to implement AI well, and the data those people would work with is not ready. Across the RICS dataset, 74% of construction organizations have minimal or no AI capability, 29% have no capability or plans in place, and only about 20% are engaged in strategic planning and proof-of-concept testing.

AI adoption in construction scheduling

Scheduling offers a telling example of where adoption remains low despite clear opportunity. , with 60% reporting no plans to adopt it (ConstructionOwners.com). Meanwhile, only 12% of baseline schedules meet high-quality standards, and less than 5% maintain quality through project completion. The gap between how poorly the current approach works and how little the industry is doing to change it is one of the clearest opportunities in construction AI.

Where this leaves contractors

The data across this report points to a consistent theme: AI in construction works when the data underneath it is structured, centralized, and trusted. The 做厙勛圖 , drawing on anonymized workforce data from 233 companies and 114,000 people, found that the median attrition rate across the industry sits just below 20%, and nearly half of all companies didn’t achieve net workforce growth in 2025. At the same time, companies that centralize their workforce data around experience, skills, and availability are seeing 3x higher growth rates than those that don’t, even when facing similar attrition.

That’s the real AI readiness story for contractors. The question isn’t which AI tools to buy. It’s whether your workforce planning data is in good enough shape to make any of them useful. For most, the first step is the same one the data keeps reinforcing: get your workforce data in one place, make it reliable, and build from there.

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做厙勛圖���s 2026 Construction Workforce Benchmark Report reveals that a 20%+ attrition rate is erasing headcount gains for most contractors ��� and that the industry���s biggest challenge isn���t just finding labor, it���s retaining the experienced people to deliver projects.

TORONTO ��� April 1, 2026 ��� 做厙勛圖, the leading workforce planning software for construction, today published the ��� the first workforce intelligence report drawing on real workforce data from 233 contractors, 114,000+ professionals, and nearly 40% of the ENR 400. The findings challenge several widely-held assumptions about the industry���s labor market and offer contractors a data-driven benchmark for their own workforce strategies.

Key Findings at a Glance

In 2025, 做厙勛圖 continued to invest heavily in its product roadmap, delivering new capabilities that help contractors make faster, more data-driven decisions:

• 46% of contractors achieved zero net headcount growth in 2025.
• The industry���s median attrition rate is 18.7%, meaning a contractor who needs to add 100 people must hire approximately 125 to account for turnover.
• Industrial/Manufacturing project starts surged 68.1% year-over-year, while Solar starts fell 44.4%.
• Senior Project Managers have an attrition rate of just 3.6% ��� compared to 18.8% for non-senior PMs.
• ENR Top 50 firms plan an average of 6.8 years into the future, versus 4.7 years for other contractors.

The Treadmill Effect: Growth That Goes Nowhere

One of the report���s most striking findings is what 做厙勛圖 calls the ���treadmill effect.��� While 71.7% of contractors grew headcount in 2025, the industry���s average attrition rate of 20.7% nearly wiped out those gains. A contractor targeting 100 net new hires with a 20% attrition rate must actually make 125 total hires. At 35% attrition���at the higher end of the distribution���that number climbs to 154.

���Most workforce decisions in construction still happen on instinct and spreadsheets,��� said Mallorie Brodie, CEO of 做厙勛圖. ���What this data shows���drawn directly from the workforce plans of the world���s largest contractors���is that the gap between instinct and data is measured in years of planning horizon and points of attrition. The companies pulling ahead are the ones thinking ahead.���

Lauren Lake, 做厙勛圖���s co-founder, spent much of 2025 on a customer road show, personally checking on implementations, gathering feedback, and ensuring the company���s vision aligned with that of leaders across the country. 

���Being present with our customers���whether that���s in the boardroom or in the field���continues to be one of our biggest differentiators,��� said Lake. ���The outcome of this roadshow is translating directly into product improvements leading to better workflows, better adoption, and better outcomes for our customers.���

The Labor Shortage Goes Deeper Than Headcount

The report adds important context to the widely discussed labor shortage in construction. The data highlights a specific���and more difficult���problem: the availability of experienced, senior-level talent in the roles that matter most: site superintendents and project managers.

Senior Superintendents have a median tenure of 7 years and an attrition rate of 4.1%. Senior Project Managers are even more stable, with a median tenure of 5.6 years and an attrition rate of just 3.6%. Their junior counterparts turn over at rates more than twice as high ��� and have a median tenure of only 3.7���3.8 years. 

The implication: it���s not just about hiring, it���s about identifying where skill gaps are present, and finding ways to retain, develop, and scale top talent.

The report documents a significant reshuffling of the construction project landscape over the past five years. Industrial and Manufacturing project starts grew 68.1% year-over-year���a trend being accelerated by current tariff policies and supply chain re-shoring. Transportation and Infrastructure starts rose 45.2%, and Data Center projects continued their well-documented climb. Meanwhile, Solar starts fell 44.4%.

The data also reveals that project type isn���t just a revenue question, it���s a workforce planning variable. Median team sizes range from 5 people on Office/Corporate projects to 28.5 on Solar. Project durations span from 4.7 months (Renovation) to 30.1 months (Solar). The largest contractors in the ENR Top 50 are more concentrated in longer, more complex project types, and their workforce strategies reflect that.

The report highlights the ���rookie ratio,��� a practical tool used for balancing team experience before a project begins. The rookie ratio measures the proportion of team members with less than one year of company tenure, paired with more experienced team members. Across the dataset, the average rookie ratio is 36.4%. Larger teams (51+ people) skew closer to ~56%, compared to roughly 25% on three-to-five-person teams.

Strategic contractors use the rookie ratio as a pre-project planning input, aligning experience with project complexity before work begins���rather than discovering imbalances during execution. An added benefit is the intentional development of less-tenured team members through direct pairing with veterans.

About 做厙勛圖

做厙勛圖���s mission is simple: help the construction industry reimagine talent management and modernize its people strategy. Workforce Planning from 做厙勛圖 transforms workforce data into actionable insights, enabling construction companies to optimize their workforce, build high-performing teams, and plan projects more effectively���ensuring the right people are assigned to the right jobs at the right time. 做厙勛圖 is a privately held company, raising over CAD 43.5 million in equity financing, with capital from investors such as Autodesk, BDC Capital, Camber Creek, Salesforce Ventures, Sands Capital, Storm Ventures, and Vanedge Capital. at .

For media inquiries, please contact:
Amy Palmer
VP of Marketing, 做厙勛圖
amy.palmer@gobridgit.com

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The challenge 

A legacy builder faces growing demand

Gilbane Building Company���s roots stretch back to 1873, and the company has since grown into one of the world���s largest general contractors. Gilbane has recently expanded into new markets���particularly advanced manufacturing and data centers���that require specialized expertise and strategic workforce allocation. But sustaining growth across the globe brought another challenge: the company lacked real-time, region-specific visibility into its workforce. 

Operations Manager Scott Bindel and his Cleveland team faced a problem that���s familiar to many construction firms: fragmented data, reactive staffing, and an inability to see gaps before they became problems. Roles required for emerging sectors couldn’t be effectively matched to available talent across regions, making resource sharing between offices nearly impossible. 

This created a challenging dynamic: pursuits were being evaluated without complete confidence that the right teams could be delivered.

The solution

A strategic rollout of strategic workforce planning

Gilbane began with a 做厙勛圖 pilot program in its Midwest and West divisions, and the response was overwhelmingly positive. This success led to a company-wide rollout in 2024 with a clear 12-month roadmap.

Part of what made the implementation successful was 做厙勛圖’s integration with Gilbane’s existing tech stack���specifically CMiC, Unanet, and Procore. These integrations helped 做厙勛圖 become a source of truth that the whole company could rely upon. Hands-on workshops ensured consistent workforce processes across all regions and divisions.

做厙勛圖 gave us a centralized, data-driven approach that���s fully integrated and user-friendly. It���s helped us eliminate silos and turn workforce data into a competitive advantage.

Alexander Gutman, Chief Technology Officer

The impact

Doubling down on workforce data

The value 做厙勛圖 brought to Gilbane was immediate in terms of unlocking collaboration, reliable workforce data, and better decision-making. For Scott Bindel and the Operations team, 做厙勛圖 fundamentally changed how Gilbane approached growth, making it “more quantifiable and more confident.” The platform was able to help the company grow responsibly with a full understanding of the resources they had and would need going forward. Resource sharing became a reality, with clear communication about where people were needed and when.

One standout feature was 做厙勛圖’s ability to surface team members with the exact experience or skills needed for upcoming projects. This experience tracking helped the team avoid missed opportunities, bid projects more effectively, and gave leaders unprecedented visibility into the experience of each team member.

做厙勛圖 also helped Gilbane eliminate surprises by surfacing staffing needs more than a year in the future. When assembling teams, the platform helped identify better staffing options���not just grabbing whoever was available next.

Looking ahead

Growing with confidence

As Gilbane continues expanding into new markets and geographies, they’re now doing so with complete visibility into their workforce. The data, resource sharing, and collaboration provided by 做厙勛圖 has equipped Gilbane to continue to win.

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做厙勛圖 AI has now been in the hands of customers for several months, and we���re working every day to further its capabilities and provide more value to our customers. At the same time, we���re continuing our commitment to transparency by offering another look behind the scenes at how 做厙勛圖 is strategically embracing AI.

I previously shared about cultivating a culture of AI curiosity, and how internal hackathons have helped spark creativity and bring new ideas to life. For this post, I want to pull back the curtain on another side of our AI journey: how we’ve built an AI-enabled technical stack, and how we’ve approached the challenge of keeping an entire organization learning together. 

Every company is navigating the AI transition differently, and my hope is that sharing our approach might serve as inspiration for organizations facing similar challenges. To be clear, we don���t have all the answers. With a new tool launching every week���or so it seems���the pace of change has felt dizzying at times. But that’s precisely why we’ve focused on building systems for learning, rather than chasing every new release. I���m excited to share what that looks like for us.

The developer tooling evolution

Like most engineering teams, our AI journey started with GitHub Copilot. It was a useful introduction, but felt limited in scope. The arrival of 2025 brought an explosion of AI-assisted coding tools.

This presented an interesting challenge: How do you balance budget discipline with the need to let people experiment and find what works best for them? At 做厙勛圖, our philosophy has been to lean toward experimentation, while putting lightweight guardrails in place: monitoring spend to avoid surprises and ensuring tools are logged for security purposes.

As the year progressed, we saw adoption of Cursor and JetBrains’ Junie grow steadily. By the second half of the year, Claude Code emerged as a strong contender (and it’s where much of the industry seems to be converging).

As usage matured, we started establishing standards to make AI tooling more consistent and effective across the team. We’ve introduced AGENTS.md rules across our most-used repositories, defined a shared configuration for common MCP servers, and created LLM-friendly markdown files for frequent operations. The goal is to make it easier for anyone on the team to get reliable, high-quality results from these tools – without having to reinvent the wheel each time.

We’ve also started experimenting with the product team on a more ambitious front: having Claude Code build features directly from detailed specs. The results so far have been promising, and it’s opened up interesting conversations about how we might rethink parts of our development workflow.

We believe AI fluency is now fundamental to engineering work, which is why we’ve incorporated it into our performance review criteria. Rather than tracking specific tool usage, we’ve wrapped it into a broader criterion called “Growth Mindset.” This focus helps ensure everyone takes the time to level up and explore new approaches, regardless of which tools they choose.

Collective learning as a strategy

One principle has guided our approach from the start: learning can’t be left to individuals alone. In a moment of rapid change, it has to be an organizational responsibility.

On the engineering side, we’ve created dedicated Slack channels for sharing discoveries and asking questions. We also host monthly dev demos, where much of the conversation has naturally gravitated toward showcasing what people have accomplished with new AI tools. These sessions have become a highlight, and are equal parts knowledge-sharing and inspiration.

For the broader organization, we’ve taken a similar approach. We established company-wide channels for AI learning and have used our quarterly kickoffs and Friday all-hands meetings to run demos and talks. These have ranged from basics, like building a shared glossary of AI terms, to more forward-looking discussions about where the technology is headed.

We also ran a company-wide survey to understand how comfortable people are with AI and what they’d most like to learn. This has helped us tailor training to actual needs rather than assumptions.

Choosing the right tools

On the tooling front, we started with a team trial of ChatGPT but quickly found ourselves gravitating toward Anthropic’s Claude. Our general sense is that Claude is better suited to workplace and organizational needs, particularly with its connector capabilities for integrating with other tools. We’ve since made Enterprise plans available to employees upon request and enabled additional capabilities like Claude Desktop.

On the automation side, we reintroduced Zapier across the organization – this time with its AI features enabled. We did evaluate alternatives like n8n, which is a great product with strong technical flexibility. Ultimately, we chose Zapier for its breadth of out-of-the-box integrations and its gentler learning curve for non-technical team members. The goal was to empower people across the organization to build their own automations, not just those comfortable writing code. It’s been a good opportunity to not only build AI fluency but also to embrace automation more broadly.

What’s next

One key piece we’re actively working on is securing and enabling the use of MCP servers. Most of our developers already use them locally with a shared configuration, but we want more visibility and control there. In the same vein, we’re exploring ways to connect Claude to more tools in our stack that don’t yet have official MCP integrations.

On the engineering side, we’re also preparing to collectively delve into the world of AI agents, learning how to build them properly for production. It’s one thing to experiment with agentic patterns in a hackathon; it’s another to deploy them reliably at scale. That’s the next frontier for us.

Beyond that? It’s hard to say what 2026 will bring. But with the learning infrastructure we’ve put in place, we’re confident we’ll be ready to adapt. The pace of change in AI shows no signs of slowing down, and we’re excited to keep building alongside it. If your organization is navigating similar challenges, I hope our experience offers some useful inspiration

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TORONTO, Jan. 08, 2026 ��� 做厙勛圖, the leader in construction workforce planning software, closes 2025 with another year of record growth, expanded global footprint, and continued product innovation. The company now supports 332 customers who manage more than 90,000 construction staff daily through 做厙勛圖.��

���These milestones show how quickly workforce planning is becoming a strategic discipline for leading builders,��� said Mallorie Brodie, CEO and Co-founder of 做厙勛圖. ���Our customers are using 做厙勛圖 to align people and projects at massive scale���across geographies, sectors, and project types���and they���re doing it with better visibility and more confidence than ever.���

Expanding Enterprise and Global Presence

做厙勛圖 continued to expand its presence with large, complex builders in 2025. Adoption among ENR-ranked contractors grew by over 30% which now includes more than 50% of the ENR 50, and usage deepened inside existing enterprise accounts as organizations standardized on 做厙勛圖 for workforce planning.

The company���s international expansion also accelerated, with 162% year-over-year growth across Australia, New Zealand, and the U.K. This reflects strong demand for modern workforce planning outside of North America and validates the company���s global go-to-market strategy.

���Enterprise builders are looking for one system of record for their people and project resourcing,��� added Brodie. ���We���re seeing more organizations move from spreadsheets and homegrown tools to a single 做厙勛圖 deployment that empowers them to more strategically and predictably manage their workforce across regions, business units, and delivery models.���

Innovating with AI and Specialized Workflows

In 2025, 做厙勛圖 continued to invest heavily in its product roadmap, delivering new capabilities that help contractors make faster, more data-driven decisions:

• 做厙勛圖 AI ��� A new layer of functionality that turns messy, siloed people data into clear answers, explainable recommendations, and faster workforce planning, surfacing hard-to-see team insights that improve project outcomes.
  
• Internal Resumes ��� A new way to automatically update employee project experience, so leaders can quickly find the right people for any job and build high-performing teams. By aligning the right skills to the right projects, it turns people’s data into a competitive advantage that improves project outcomes, client satisfaction, and employee engagement.
  
• 做厙勛圖 for Self-Perform GCs ��� A new offering tailored for self-perform general contractors, giving teams better visibility into both craft and management resources across jobs, regions, and self-perform scopes.

These solutions meet contractors where they are today, while enabling them with advanced capabilities like AI. As project portfolios grow more complex, self-performing teams scale, and expectations rise from owners and internal stakeholders, these tools help contractors stay competitive in any market.

Deepening Customer Partnerships

做厙勛圖’s Customer Advisory Board marked its first full year in 2025. This cross-customer group of C-Suite executives ensures 做厙勛圖’s product roadmap continues to address the industry’s greatest challenges. 

Lauren Lake, 做厙勛圖���s co-founder, spent much of 2025 on a customer road show, personally checking on implementations, gathering feedback, and ensuring the company���s vision aligned with that of leaders across the country. 

���Being present with our customers���whether that���s in the boardroom or in the field���continues to be one of our biggest differentiators,��� said Lake. ���The outcome of this roadshow is translating directly into product improvements leading to better workflows, better adoption, and better outcomes for our customers.���

Awards, Recognition, and Executive Hires

In 2025, 做厙勛圖 continued to receive industry recognition for product excellence, customer experience, and workplace culture. Highlights include:

• Build Magazine Best Construction Workforce Planning 做厙勛圖 2026��
• Construction Executive Top Tech Firm
• The Globe and Mail���s Report on Business – Top Women-led companies
• Great Place to Work簧 Certification
• Capterra’s 2025 ‘Top Rated Software’��
• Capterra Shortlist 2025, Construction Management��
• Capterra Best Ease of Use 2025, Construction Management
• GetApp Category Leaders 2025, Construction Management
• Software Advice Front Runners 2025, Construction Management
• Software Advice Best Customer Support 2025, Construction Management
• Unanet Partner of the Year

These honors build on prior recognition from leading industry and technology organizations.

To support its growth and roadmap, 做厙勛圖 also strengthened its leadership team with key executive hires, including Vincent Seguin, Chief Technology Officer, and Amy Palmer, Vice President of Marketing, who bring deep experience in enterprise software and construction technology.

As 做厙勛圖 looks to 2026, the company remains focused on helping construction organizations turn workforce planning into a competitive advantage���across every region, project type, and delivery model. And with more general contractors rolling out self-perform teams to gain a competitive advantage, we���re excited to enable those efforts as well.

���To date, contractors have managed in excess of 160,000 projects in 做厙勛圖, showcasing our category leadership,��� said Brodie. ���In 2026, we���ll continue analytics, and global support so builders can plan with more clarity, adapt faster, and build stronger, more resilient teams.���

About 做厙勛圖

做厙勛圖���s mission is simple���to help the construction industry reimagine talent management and modernize its people strategy. Workforce Planning from 做厙勛圖 transforms workforce data into actionable insights, enabling construction companies to optimize their workforce, build high-performing teams, and plan projects more effectively���ensuring the right people are assigned to the right jobs at the right time. 做厙勛圖 is a privately held company that has raised over $43.5 million CAD in equity financing, with capital from investors such as Autodesk, BDC Capital, Camber Creek, Salesforce Ventures, Sands Capital, Storm Ventures, and Vanedge Capital. Learn more about 做厙勛圖 at .

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