Research and development teams don’t always get the spotlight, but they play a huge role in where our industry is headed. R&D folks sit at the very forefront of tech development, and this puts them in the best position to anticipate what’s coming next.
It’s always exciting to hear what they have to say, and this episode of Digital Builder allows us to do exactly that. I’m joined by Fope Bademosi, Circular Economy and Construction Researcher at Autodesk, and Lorenzo Villaggi, Principal Research Scientist, also from Autodesk.
Fope and Lorenzo pull back the curtain on what the Autodesk Research team has been working on, shedding light on future-focused projects around AI and sustainable construction.
Here are some highlights from our discussion.
We discuss:
As the team responsible for exploring new technologies, Autodesk Research works years ahead of where the industry is today.
“Autodesk Research explores how technology can be applied to emerging design and make challenges to prepare our industries for the coming future. What's unique about our approach to research is our teams are working five to 10 years ahead in the future across all the industries that Autodesk serves,” explains Fope.
Fope and Lorenzo focus specifically on AECO, and they collaborate with internal and external stakeholders to turn long-term ideas into applied research. One example of this can be seen in the Autodesk Research residency program, which houses a community of innovators from academic, industry, and entrepreneurial sectors.
“This allows us to cross-pollinate ideas that end up being applied research projects. We try to prove and test our workflows on actual construction and design challenges. And the Autodesk Technology Center is where these research projects come to life.”
Beyond working ahead of the curve, Lorenzo says that the ability to test ideas directly with customers sets the team apart.
“We’re in a unique position, and it’s a privilege to be thinking so far ahead in the future. We explore the possibility to test things directly with customers, being right there in the industry, doing research in the field.”
AI is top of mind for any futurist, and the Autodesk Research team is no exception. One of their key focus areas, as far as AI is concerned, is sustainability.
Why? Because the numbers are hard to ignore. As Fope points out:
“We've been thinking a lot about AI for net-zero buildings in the past years or so. And one way to achieve net-zero carbon buildings is to reuse as many materials and buildings,” shares Lorenzo.
According to him, the team has developed two AI innovations that help make reuse more practical and easier to act on. The first is a solution that assesses existing buildings by leveraging limited and multimodal data. The second AI innovation is all about using AI agents to develop low carbon wall assemblies.
Let’s explore these in more detail below.
An AI tool that predicts what’s inside a wall
Have you ever opened up a wall only to be surprised by what’s inside? Let’s say you’re working with an existing structure and are tasked with identifying materials that can be reused. Doing this can be difficult because you rarely have the full picture. Much of what matters is hidden behind walls or ceilings.
This is one of the challenges that Autodesk Research set out to solve.
The team developed a prototype that lets users point a tablet at a wall and see, in real time, what materials and systems may be hiding inside, almost like X-ray vision.
"What we're showing here is just the final step of this AI tool that predicts what is inside the wall. It’s the result of a custom large language model workflow we devised. We mix limited and multimodal data together, and this is data that is typically available with existing building projects,” explains Lorenzo.
Beyond simply revealing what’s behind the drywall, the tool is designed to support better decisions much earlier in the process. And according to Lorenzo, this tool is just one step in a bigger pipeline of innovations that help teams move from assessment to action.
“We start with step one, which is predicting what is inside the walls or the material composition of an existing building. And then we derive an inventory of materials. From there, it’s about helping teams make use of the information, so they can start designing low carbon assemblies that involve reusable materials,” Lorenzo explains.
“With all of this in mind, we believe that this can really help us achieve our goal, which is ultimately helping architects achieve low carbon futures,” he adds.
In addition to sustainability, the tool can also enhance the crew’s safety. Fope points out that existing buildings often contain materials crews would rather not discover the hard way.
"I think we also see a future where the tool becomes used on projects and it's able to also predict and identify the presence of hazardous materials. We're talking about old buildings that have been around before LED and asbestos were forbidden. That could also evolve into a tool like that," she says.
An AI workflow for low carbon assemblies
Once the team understands what materials exist inside a building, the next question is obvious. What do you do with all of it? That is where the second AI innovation comes in.
This part of the research focuses on designing low carbon assemblies that make use of reclaimed materials, not just in theory but in practice. Fope describes it as the third step in a broader workflow, one that moves teams from insight to action.
“This is step three of our workflow, where we’re leveraging AI to be able to generate and design low carbon assemblies that integrate these existing materials,” she explains.
The process starts with intent. Users prompt the system with what matters most for their project. That could be cost, carbon reduction, performance targets, or a mix of all three. They also define project requirements, such as insulation values and fire ratings. From there, a group of AI agents goes to work.
“It’s a multi-step agent process,” Fope says. “You have a supervisor agent, a research agent, the designer, and others. Based on the user intent and the project requirements, it comes up with the best possible new design that integrates some existing materials.”
The system does not assume everything should be reused. New materials still play a role, especially when performance or code requirements demand it. The difference is that the AI actively looks for lower carbon options. It pulls from databases like 2050 Materials and EC3, giving teams access to EPDs and performance data for materials such as cork or mycelium-based products.
“It also gives you all the information like the carbon calculation, the performance ratings, and all of that,” Fope explains. “So, it gives you different options. You’re able to pick what’s best for your project.”
Fope also stresses that the designer stays in control. “This is an iterative cycle. It’s not final,” she says. “The decision lies in the hands of the designer.”
Under the hood, those decisions are shaped by multiple agents working together. Lorenzo describes it as a collaborative loop between humans and machines.
“We’re really interacting and collaborating with the machine,” he says. “We’re human agents working with machine agents. You can say, ‘I’d like to swap this with something less carbon intensive,’ and the agents go back to work.”
The goal is not automation for its own sake. It is about giving teams better options, faster, and making low carbon design a practical starting point rather than an afterthought.
Digital Builder is hosted by me, Eric Thomas. Remember, new episodes of Digital Builder go live every week. Listen to the Digital Builder Podcast on:
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It’s no secret that the labor shortage is keeping many construction pros up at night.
According to the 2025 Autodesk State of Design & Make: Construction Spotlight report, 53% of construction leaders cite lack of skilled talent as a major or moderate concern, and 55% say it’s a barrier to growth (up from 40% in 2024).
These numbers aren’t surprising. Leaders know that having talented teams in their corner is a make-or-break factor, which is why attracting and retaining skilled workers has become a top priority.
This is where technology comes in.
When evaluating employers, today's workforce is paying close attention to the tools they’ll use and the opportunities they’ll have to grow. So, if your firm has a solid tech stack and clear paths for learning and development, you’re far more likely to attract people who want to build a career, not just take a job.
There are several reasons why talent is so tight in the construction industry. One of the major ones is retirement-driven labor loss. Seasoned construction professionals who are exiting the industry are leaving a skills gap that’s hard to fill.
Industry data backs this up: Autodesk research shows that 63% of leaders view the aging workforce as a significant concern.
But it’s not just about people leaving. Not everyone today has the know-how they need to succeed. As digital tools and data-driven processes become part of everyday construction workflows, the current workforce is being asked to adapt to new ways of working.
On top of that, demand for AI and digital fluency is rising fast. In fact, 47% of leaders say AI skills will be a top hiring priority in the next few years.
Technology may not be the first thing that comes to mind when it comes to talent shortage solutions. After all, wages, benefits, and jobsite safety still need to come first.
That being said, technology does play a significant role in shaping how construction firms attract and keep talent. Consider the following.
The youngest people in today’s workforce grew up in a world where digital technology was always within reach. From smartphones to social media, technology has shaped how they communicate and go about their day. Being digital-first is the norm in pretty much every aspect of their lives, and they expect their workplace to be just as modern and connected.
It’s no wonder then that digitally mature firms have an advantage when it comes to attracting younger workers. Based on our findings, 82% of digital leaders in construction actively attract young talent, compared to 62% of emerging users and 55% of beginners.
This tells us that modern tools do more than improve productivity. They signal that a company is forward-looking and willing to invest in tools that make employees' lives easier.
Technology also supports broader diversity goals across the industry. Digital tools can reduce physical barriers, create more flexible roles, and open doors to people who may have been excluded from construction in the past.
That matters, especially as 64% of organizations say they’re aiming for a more diverse talent pool.
Firms that invest in technology can be better positioned to attract talent from different backgrounds and build more inclusive teams.
Being a tech-forward firm requires taking intentional steps and real follow-through. Here’s what to keep in mind.
Digitally mature firms don’t just have the latest tools; they also foster a culture of adaptability and innovation. You can strive to adopt the latest technology, but if the underlying culture is rooted in resistance to change, then implementing tech (and ultimately attracting and retaining fresh talent) will be an uphill battle.
That’s why it’s important to take an honest look at how your teams deal with change and technology, and then assess whether there’s an opportunity to shift people’s mindset and approach.
You can have the shiniest tech, but if it’s not easy to use, then adoption will fall flat. So, make it simple for folks to get started and succeed without a steep learning curve.
Accomplishing that starts with the right tools. When your tech solutions are intuitive and easy to pick up, adoption—even enthusiasm—will quickly follow.
Nothing motivates people to change faster than seeing their peers succeed. Spotlight employees who embrace new tools and show real results. From there, let those wins spread naturally across teams.
New technology sticks when people understand the why behind it. Bring leaders, managers, and frontline teams into the conversation early. Share clear goals, listen to feedback, and show how the tools make day-to-day work easier.
Make sure obtain buy-in from all levels. Doing so will pave the way for smoother implementation.
Internal training plays a big role in closing today’s skills gap. In fact, 64% of construction leaders say they’re implementing continuous learning programs. At the same time, 44% say they lack the resources to design those programs, up 10 points from the previous year.
The takeaway here is clear: training works, but it needs structure, leadership support, and the right tools behind it.
It’s also worth noting that your learning programs shouldn’t just train people for the tech they’re using today. They should also prepare teams for what’s coming next.
Future-ready construction firms are already investing in AI and digital skills that will matter tomorrow. That might start with basic data literacy or hands-on experience with AI-powered tools.
Over time, it creates a workforce that feels confident in adapting to change rather than reacting to it. This approach doesn’t just protect your business. It gives employees a reason to stay and grow.
Ready to leverage tech to attract and retain construction talent? Here are the steps you can take to steer your org in the right direction.
It’s time to rethink the role of technology in your firm. Yes, the right tools can streamline your operations and improve project workflows. But beyond that, technology can also be leveraged to attract and retain talent.
Firms that invest in modern tools, ongoing training, and a culture that supports learning are better positioned to compete in a tight labor market. The companies that win won’t just fill roles. They’ll build teams that want to stay, grow, and help move the industry forward.
Walk any active jobsite and you’ll see the same pattern: constant motion, evolving conditions, and thousands of decisions being made in real time. Construction is one of the most dynamic data-rich environments in the world, yet it has historically been one of the hardest to understand. Teams take thousands of photos on their smartphones, record observations, and document progress across drawings, forms, and reports, but without a way to make sense of all that information, teams are often left without a clear picture of what’s actually happening.
In recent years, AI in construction has been positioned as the solution to this complexity. But most of the advances people talk about – large language models, document summarization, chatbot-style assistants – are built for text. They’re designed for office workflows, not the jobsite. Construction, however, is a reality-first industry. The most important information isn’t buried in a paragraph; it’s visible on the slab, in the walls, and across constantly changing site conditions.
That’s why one of the next biggest transformations in construction will come from Spatial AI – intelligence that understands space, movement, and context in the physical world.
Over the last decade, construction teams have embraced reality capture: 360° cameras, drones, smartphones, and laser scanners. These tools created a visual record of jobsites, but capturing data isn’t the same as understanding it. Without intelligence, huge volumes of images turn into digital clutter.
Spatial AI changes that. It allows systems to:
This is the foundation of what we call visual intelligence – a shift from collecting images to using them to make timely, confident decisions. Instead of asking teams to read through logs or interpret scattered notes, visual intelligence uses imagery, spatial context, and AI to answer questions instantly: What’s here? What changed? What needs attention? Instead of describing conditions, AI will simply show them.
The goal is to give teams a way of working that mirrors how they already operate – by looking, deciding, and getting things done.
And because many builders use Autodesk Construction Cloud, now part of Autodesk Forma, as their system of record, tools like OpenSpace integrate directly with Autodesk Build – syncing drawings, issues, and photo documentation to keep office workflows aligned with verified, reality-based intelligence from the field.
Language models excel at creating summaries and documents, but construction problems are spatial problems:
These aren’t questions you answer by predicting the next word in a sentence. You answer them by understanding physical reality.
Spatial AI does what language AI cannot. It builds a coherent understanding of the jobsite: how rooms connect, how materials evolve, where teams are working, and what’s changing day by day. With that foundation, entirely new categories of field workflows become possible.
One of the greatest breakthroughs enabled by spatial AI is AI Autolocation – a technology that turns the phone in your pocket into a real-time indoor positioning device.
GPS stops working once you step inside a building or facility. Beacon systems are expensive to set up and maintain. And, jobsite conditions are simply too unpredictable for most indoor location systems to hold up.
AI Autolocation takes a different approach. It uses:
As you move through the building, the system matches your phone’s signals to a constantly updating site map. The result is accurate, evolving indoor positioning – no special hardware required.
When location becomes automatic, workflows that used to be painful suddenly become fast and unambiguous:
This is where spatial AI becomes a true system of work, not just a source of data.
Construction has long relied on forms, text fields, and manual reports, despite the fact that jobsites are inherently visual. Image-first workflows flip that dynamic. The smartphone becomes the front end of the jobsite – not just for documentation, but for action.
With spatial AI and features like AI voice notes, teams can simply talk through what they’re seeing, and the system fills in assignee, due date, description, and location, automatically. It’s fast, natural, and aligned with how field teams actually operate.
And because visual intelligence organizes imagery by place and time, teams get instant clarity to questions like:
These aren’t abstract queries; they’re spatial questions. The answers come from imagery anchored to real-world context.
Something powerful happens once teams adopt spatial AI. Every 360° walk sharpens the positioning model. Better positioning makes issue logging faster. More issues create richer context for progress tracking, and better progress tracking strengthens decision-making – all of which encourages more capture.
This is the flywheel of visual intelligence: more capture → more intelligence → more value → more capture.
Crucially, none of this works without one principle: ease of use. Technology only matters if the field actually uses it. The most impactful systems don’t demand training, rework, or new behaviors; they slot into existing rhythms: walk, look, talk, act.
AI Autolocation is a major step forward, but it’s also a foundation. As visual intelligence evolves, the real opportunity is helping AI understand not just what it sees, but where it is and why it matters.
Over time, we expect the jobsite experience to evolve in ways that feel more supportive and intuitive for builders. AI will become:
None of this replaces human expertise. Instead, it strengthens it to give builders a clearer, real-time understanding of their projects so they can make faster, more confident decisions.
Visual intelligence is ultimately about creating a jobsite where information flows naturally, insights come faster, and teams can focus on what they do best: building.
The construction industry doesn’t need more dashboards or text-based analyses. It needs tools that understand the jobsite the way builders do: spatially, visually, and in real time.
Spatial AI is the backbone of that shift. It turns the jobsite into a living information system – always visible, always current, and never in doubt.
AI has officially moved past the hype phase in construction, and the reality is a bit more nuanced than the headlines suggest.
As we've found in Autodesk's State of Design & Make: Construction Spotlight report, AI continues to be top of mind for construction leaders. Early adopters are using AI to help them analyze more variables, move faster during design and planning, and reduce manual work.
That said, folks aren’t as enthusiastic about AI as they were a year ago, and we found that just 32% of construction leaders say they’ve met or are close to meeting their AI goals.
Regardless of how you feel about AI, it’s definitely here to stay. Firms that have a solid grasp of where the technology is heading will be better equipped to harness AI effectively in 2026 and beyond.
With that in mind, we reached out to 25+ construction experts to get their take on the AI construction trends that will shape 2026.
Take a look at their input below.
"AI is becoming indispensable in our industry, although it is still not fully structured. By 2026, AI agents will be more common and widely democratized. I expect AI usage to become more standardized, supported by structured libraries. AI will also enable stakeholders to take advantage of multiple options during the design stage. The client, the architect and the contractor will be able to generate and simulate several design alternatives with a single click and select their preferred option based on specific criteria.
The growing reliance on cloud services might quickly lead to saturation, creating challenges with connectivity and data security. This will push companies and authorities to work on-premises and continue building data centers to maintain data sovereignty. When the cloud keeps growing, we shouldn’t be surprised by the rain. We just need to be prepared for it. AI remains highly energy-intensive and will need to be used wisely."
"In 2026, AI will make the biggest impact in everyday project management and field operations. Instead of feeling like a separate tool, AI will become a built-in assistant that quietly supports teams by summarizing RFIs, drafting meeting recaps, organizing punch lists, and identifying schedule or cost risks earlier than before. This will help project managers and superintendents spend more time making decisions and less time processing information.
AI will also improve accuracy and visibility on the jobsite. Tools that combine AI with reality capture and model-based workflows will help teams understand what has been installed, what is missing, and where potential issues may be forming. This will reduce rework, improve quality, and support more reliable progress tracking.
Another major shift will be the accessibility of AI for smaller firms. As AI becomes easier to use and more integrated into existing platforms, companies of all sizes will be able to improve coordination, documentation, and risk management without adding more administrative burden."
Steven Bloomer
GHD
"In 2026, I expect AI to be far more embedded in day-to-day project delivery, not as a standalone feature, but as a practical layer that supports faster decisions, cleaner data, and smoother coordination across teams.
One of the biggest changes I see coming is how people interact with project information. Instead of switching between platforms or digging through documents, AI will make it possible to simply ask for what you need and receive it instantly, drawings, specifications, past decisions, or model updates. This shift will cut out a lot of unnecessary searching and reduce delays.
I also believe AI will play a larger role in keeping data consistent and complete. It will quietly handle routine checks, highlight gaps, and keep information aligned across disciplines. Designers, engineers and construction teams will spend more time focusing on what matters, problem-solving, while AI manages the background housekeeping."
"AI is already embedded in construction workflows today, and its role will continue to expand in 2026. AI chatbots will remain a powerful tool for everyday tasks such as summarizing documents and assisting with communications—making routine work faster and more efficient. At the same time, I expect to see progress in domain-specific applications. Generative AI will continue to be leveraged for automated creation of parametric design alternatives.
As organizations invest in enterprise AI adoption, priorities will shift toward transparency, governance, and adaptability. There will be growing demand for clear AI performance evaluation workflows, robust support for training and customization to meet organization-specific needs, and strong measures for cybersecurity and data privacy. Despite these advancements, the human element will remain indispensable, and human oversight will continue to play a critical role."
Hammad Chaudhry
Cupix
“In 2026, AI systems for construction are going to start to draw more on spatial context–in other words, accurate captures of the world around us. Most AI systems today have been trained on textual data (documents, schedules, structured records), but not visual data. They can optimize a plan, but can’t detect if the plan is executable or not based on site conditions. The result is often insight that looks correct on paper but fails in the field.
This is where spatial grounding starts to matter. When AI systems are connected to visual and spatial data from the job site, they gain a form of situational awareness. They can begin to reconcile what the schedule says with what the site shows. That does not magically solve execution, but it closes a critical gap between digital intent and physical reality.
This feels like the missing link in many AI stacks today. Not more intelligence in isolation, but intelligence grounded in what is actually happening. In that sense, spatial AI is less about prediction and more about verification. Less about replacing judgement and more about scaling it.”
"In 2026, AI will transition from experimental to essential becoming a foundational layer of modern construction operations. Project teams will increasingly rely on AI to read drawings, analyze field data, monitor inspections, summarize reports, and surface early indicators of risk. This shift will allow teams to spend less time compiling information and more time making informed decisions.
Predictive capabilities will accelerate. AI will help identify schedule impacts, procurement risks, and coordination challenges before they materialize, improving planning accuracy and strengthening project outcomes. The value will not be automation alone; it will be the ability to anticipate issues early enough to act. Ultimately, AI will enhance, not replace, the construction workforce by accelerating decision-making and capturing the expertise that sustains successful projects."
"The use of AI tools will create a significant bifurcation—companies that adapt will see better returns in 2026, with that advantage compounding through 2027 and beyond. 2026 marks the shift from AI as a 'future trend' to 'industry baseline.' Firms that fail to adopt risk losing contracts to competitors who deliver faster, safer, and more sustainably. Early adopters will capture a disproportionate value as AI scales from pilots to production deployment, establishing competitive moats that will be difficult to overcome."
"Perhaps I’m too pessimistic, but I don’t believe AI will be terribly transformative in construction in 2026. I regularly tell people that training AI is akin to educating a child – and AI for construction is still, in my opinion, too early in its training fulfill the big promises being made by the tech sector. That said, as AI is more heavily relied upon, I think concerns around legal liability and intellectual property will help the construction industry focus on how to best shape its use of AI technology going forward."
"I’m predicting a major shift in how we trust, adopt, and ultimately depend on AI in 2026. AI is already helping us analyze data, automate tedious takeoff tasks, and even forecast outcomes. That impact grows exponentially when all project data—from every stage of the construction lifecycle—lives in one connected environment.
This year’s customer conversations have reinforced a key insight: AI’s next frontier isn’t just doing tasks for us but helping teams understand their projects more deeply and far faster than ever before. Traditionally, “learning a project” meant hours of studying drawings, reviewing models (when available), performing takeoffs, hunting down updated costs, and combing through massive spec books.
In 2026, AI will start transforming that process. It will digest these documents, summarize what matters, surface actionable insights, and highlight every scope area that needs to carry a cost. The anxiety of missing something in a bid—the highs, lows, and second guessing—will become a thing of the past."
"On the AI side, my view is simple, you either get on the bus, or you get left standing at the stop. The last time the industry saw this level of hesitation around new technology was when the internet showed up, and anyone who resisted it found themselves playing catch-up for years. I do not believe AI replaces expertise, but it absolutely accelerates it. I use AI to generate a fast, accurate foundation, then I layer in the human judgment, constructability awareness, and project nuance that only experience provides. The companies that figure out how to blend the speed of AI with the decision-making of real builders will outperform the rest, and they will do it at scale."
Emmanuel Graves
Autodesk
"In 2026, AI will continue to move from being a buzzword to becoming a differentiator in how contractors and project teams are awarded projects. Owners and general contractors will seek partners who can demonstrate how AI is embedded into project workflows—from preconstruction through operations and closeout. Teams that can leverage AI to reduce risk earlier, streamline operations, and improve schedule accuracy will stand out, shifting industry norms from reactively putting out fires to proactively driving decisions.
As the return on investment from AI becomes clearer, the role of AI consultants and internal specialists will continue to grow. These roles will help organizations train AI on project-specific data and simplify how AI integrates into existing systems through technologies like Autodesk MCP Servers. This shift will move teams beyond generic, chat-based tools toward AI agents that can audit documents, review plans, and prepare project information—allowing teams to review and validate deliverables while remaining grounded in trusted project data that resides in a single source of truth."
"By 2026, I see AI taking a central role across architecture, engineering, construction, and real estate, becoming a trusted partner from the earliest stages of a project. AI systems will help clients generate project requirements, technical specifications, and BIM-driven facility-management criteria based on a deep understanding of the business' needs and historical facility data. These integrations will ensure buildings' digital information are delivered with strong interoperability and seamless integration across facilities management platforms, digital twins, and operational systems.
Beyond construction, AI will start to reshape real estate through precise market analysis, portfolio optimization, strategic planning, and predictive insights into demand, risk, asset performance, and sustainability trends. These systems will synthesize financial data, spatial analytics, and user behavior to support smarter decisions across the property lifecycle."
Artificial intelligence is moving rapidly from experimentation to operational advantage across the construction lifecycle. In 2026, leading organisations are applying AI not as a standalone innovation, but as a practical layer that improves predictability, safety, and decision-making across planning, design, and delivery.
AI-powered scheduling, forecasting, and risk analysis are enabling teams to predict schedule delays, resource constraints, and cost impacts far earlier than traditional methods, allowing for proactive intervention rather than reactive recovery. In early project stages, generative design is accelerating optioneering by automatically producing multiple alignment, grading, and routing scenarios that balance cost, carbon, and regulatory constraints, making decisions faster and more evidence-based.
On-site, AI-driven safety monitoring uses computer vision from cameras and drones to identify unsafe conditions, PPE non-compliance, and hazardous behaviours in near real time, helping reduce incidents before they escalate. AI is also transforming quality management by comparing LiDAR and drone scans against design models to automatically detect defects and deviations early, minimising costly rework. Across commercial workflows, machine learning–based quantity extraction automates takeoff from PDFs, DWGs, IFCs, and point clouds, significantly reducing manual effort and improving the accuracy and consistency of estimates.
"In 2026, artificial intelligence will move from isolated experiments to fully integrated, mission-critical workflow tools that function as the nervous system of the modern job site. AI will be used across all project roles to improve work experiences and enable better, faster decision-making through data-driven insights, significantly improving project certainty through advanced prediction and scenario planning. Project teams will move beyond static Gantt charts to dynamic, AI-driven “what-if” analysis, allowing planners to quickly test schedule disruptions, resource reallocations, and sequencing adjustments. Cost and workforce forecasting will also become more accurate, with AI models trained on vast historical datasets enabling better conceptual and detailed estimates as well as data-driven resource planning.
On the job site, AI will increasingly focus on safety, quality, and productivity, with computer vision systems automatically detecting safety violations in real time, reality capture tools comparing as-planned versus as-built conditions, and robotics—particularly collaborative robots—taking on repetitive and high-risk tasks alongside human crews. Ultimately, the true value of AI in 2026 will lie in its ability to connect previously siloed structured and unstructured data."
"During 2026, AI will be deeply integrated into core construction workflows rather than used as a standalone tool. We’ll see AI automating model-based coordination, generating takeoffs, optimizing schedules, and analyzing progress through image recognition and sensor-based data. AI assistants will play a major role—acting as virtual project engineers that can answer technical questions, track daily tasks, detect safety risks, and automatically produce reports.
With predictive analytics powered by digital twins, teams will be able to identify delays and cost overruns months earlier and respond proactively. Instead of replacing professionals, AI will enhance human decision-making and free project teams from repetitive administrative work—resulting in safer, faster, and more predictable project outcomes."
"AI becomes the digital co-pilot for mission control. In the office, AI will become the indispensable digital co-pilot for project teams. Its primary role will be to automate administrative burdens—summarizing daily reports, analyzing the sentiment of RFIs, and flagging high-risk items in submittals. This is what enables the "mission control" concept - it frees up project managers from reactive firefighting and empowers them with the data to make proactive, strategic decisions."
"In 2026 AEC companies will use AI in two significant ways. First, AI will analyze design and construction data to identify potential challenges and reveal opportunities for optimization. By evaluating historical project data, material costs, and supply chain information, AI will facilitate risk mitigation. It can also be used to improve quality methods by analyzing process and audit data, comparing digital plans against actual delivery, and help to automate inspection. Second, AI and particularly through model context protocol (MCP) will be used to build more robust digital workflows by connecting capabilities and automating manual and error prone tasks.
The primary benefit will be providing data translation between heterogeneous design and collaboration tools. AI will enable building design tools to explore wider set of building solutions and empower optioneering for building components. Additionally, MCP will connect design tools supply chain data to provide access to material costs, availability and sustainability information improving early design decisions and accelerating workflows. "
"In Canada, the construction industry is entering a phase where technological, geopolitical, and security considerations are becoming structural. Growing reliance on foreign digital platforms, combined with the current global political climate, is accelerating interest in digital sovereignty, data security, and technological independence, influencing how digital infrastructures and information flows are governed across projects. At the same time, increased investment in defense, critical infrastructure, and resilience is raising expectations around data protection, traceability, and risk management. In this context, data has become a strategic asset. Architects, aFrom a Canadian perspective, artificial intelligence will be firmly embedded in the construction industry by 2026 as a professional enabler, not a substitute for expertise. Within Canada’s regulatory and risk-conscious environment, AI adoption will focus on automating repetitive and low-value tasks such as document production, baseline compliance checks, data analysis, and reporting.
This shift will allow architects and project teams to concentrate on higher-value activities—professional judgment, advisory services, strategic thinking, and complex problem-solving. AI will function as a co-pilot, improving efficiency and consistency while preserving human accountability. Used responsibly, AI should not weaken professional thinking but elevate the complexity and value of the challenges architects are able to address, reinforcing trust, ethics, and professional integrity."
"This is a big topic. AI will continue to inform virtually everything in construction in the coming years, whether it’s preconstruction, bidding, design, or construction operations. That “digital footprint” of past construction projects with labor, subcontractors, materials, and supplies to costs can and will be informing future projects that would be similar in nature to those past projects. This will result in huge time savings and cost efficiency gains with labor, material and supplies procurement, and project management."
"AI is moving at a rapid pace across all sectors and potentially the most disruptive technology that we will experience in our lifetime. I see opportunity where the hype moves into practical use for instance with estimating, scheduling, and proactive risk management for construction. We know that AI workloads will continue to fuel the data center demand and there will be a significant intersection between these projects harnessing AI to drive planning, design, installation, commissioning, and proactive operation management."
"AI is rapidly moving from concept to co-worker on construction sites, and 2026 is shaping up to be a turning point. Building on recent momentum, firms are deploying AI to monitor safety and progress in real time, flagging hazards before they become incidents. Machine learning and generative AI are streamlining repetitive tasks like document processing and clash detection, freeing teams to focus on higher-value work. These advances not only ease labor shortages but also boost speed, quality, and decision-making.
At the same time, trust and transparency are becoming just as critical as innovation. While most construction leaders believe AI will enhance the industry, concerns around data privacy and ethical use are growing. Companies are responding with governance frameworks and tools, such as AI Transparency Cards, that provide clear disclosures on how AI features operate and how data is protected. Solutions that keep sensitive project information within secure ecosystems are gaining traction, ensuring confidence as adoption accelerates. 2026 will be the year AI proves its value not only through efficiency and safety gains but also through responsible, trustworthy integration into everyday workflows."
"In 2026, AI in construction will move from "nice-to-have" to normal operational practice - driving smarter planning, automated progress updates, and more accurate forecasting through digital twins. Routine administrative tasks such as reports, document handling, and digital forms will be increasingly automated. On-site team will benefit from AI-powered Assistant or AI agent with instant access to updated information. Ultimately, AI will not replace people but will supercharge the project team by simplifying workflows, reducing human errors, and transforming them into data-augmented decision makers.
"So far, most of the buzz has been about AI in the field with progress tracking, image recognition, safety, and so on. By the end of 2026, I expect the more important story to be AI showing up in the least forgiving parts of the business: finance, compliance, and controls. Those workflows don’t have room for hallucinations, so you’ll see AI paired with structured rules and approval paths to handle invoices, pay apps, change orders, lien waivers, and vendor compliance, with humans focused on the edge cases and commercial judgment instead of re-keying data.
B2B SaaS usually follows the patterns in the consumer world: once people get used to an assistant living inside the tools they use every day, they expect the same thing at work. I expect construction software to follow that arc: starting with simple summarization and search, then quickly moving to AI that can propose coding, spot financial risk, and help orchestrate multi-step workflows across field and back-office systems—quietly raising the bar on accuracy and speed without trying to replace the people running the projects. I think 2026 is the year when that becomes not only possible but widely adopted across the industry."
"In 2026, AI will shift from a separate layer of innovation to a true partner in daily decision making. AI will help teams understand the immediate impact of design and planning choices by assessing constructability, cost, energy performance, and scheduling simultaneously. This will sharpen coordination, align intent with execution, and give teams the confidence to explore more options with less rework. AI agents built specifically for the AEC industry will monitor project conditions, flag risks early, recommend alternatives, and automate the repetitive tasks that slow teams down today. These agents will be supported by computer vision and automated progress tracking that give teams a clearer picture of what is happening in the field.
AI will also begin turning years of project knowledge into insights that anyone can use, narrowing the gap between veteran expertise and rising talent. The organizations that gain the most will be those that adopt AI with intent and build a culture grounded in curiosity, transparency, and steady improvement. For leaders who pair smart tools with strong collaboration, 2026 will mark a turning point where this innovative mindset produces real results."
In 2026, I believe one of the most prominent areas of advancement for AI in the construction industry will be safety and health. Every year, countless accidents occur across global industrial sites, and construction teams have long relied on safety guidelines, inspection procedures, and monitoring systems to prevent these incidents. However, there are clear limitations to relying solely on human oversight to monitor and control every potential hazard in real time.
Against this backdrop, AI-powered vision-based safety systems have been rapidly expanding. By analyzing video feeds from CCTV, drones, and wearable devices in real time, AI can detect potential risks—such as fall hazards, heavy equipment proximity, missing PPE, or unauthorized access to dangerous zones—and immediately alert site managers. This technology is quickly becoming a new standard for proactive safety management.
In addition, AI-driven predictive safety technologies leveraging BIM data are advancing rapidly. By analyzing 4D BIM models and construction schedules, AI can identify potential process conflicts, equipment path interference, and worker exposure risks before they occur, shifting safety management from reactive measures to true prevention."
"The year 2026 is expected to provide further insights into the practical applications of AI in daily operations. Significant advancements are anticipated, particularly with the establishment of additional industry standards. These improvements will likely enable AI to automate a greater proportion of manual tasks within the AECO sector, especially regarding BIM model development, Scan-to-BIM processes, clash detection, and building site monitoring. Furthermore, AI holds the potential to enhance both the quality and the maturity of As-built documentation. With appropriate guidance, AI may serve as a valuable tool for improving design practices and contributing to the development of more sustainable buildings for the future."
What does the future hold for the construction sector in 2026? No one has a crystal ball that can predict what will happen with 100% certainty. But we can make intelligent forecasts based on industry trends and expert insights.
And so far, the data is clear. Autodesk’s State of Design & Make: Construction Spotlight report shows that construction leaders are grappling with many of the same pressures hitting other industries. Economic uncertainty, labor shortages, rising costs, and supply chain delays are just some of the headwinds we’re all facing.
But it’s not all doom and gloom, especially for firms that have invested in digital maturity and more connected ways of working. The research shows that 62% of leaders still feel positive about the future of the construction industry overall.
This finding tells us that companies that embrace technology, data, and process improvements feel better equipped to navigate uncertainty and adapt to what’s coming next.
So what exactly *is* coming next?
To better understand what that future could look like, we caught up with 25+ construction experts to hear their perspectives on what’s ahead for the industry.
Check out what they have to say.
"In 2026, the construction industry is expected to see a significant increase in modular construction and prefabrication solutions. The design and engineering phase will need to be more precise and clash-free, utilizing highly accurate 3D models. This will allow construction teams to focus on execution and deliver projects faster while managing increasingly complex designs.
We will also see a growing number of projects focused on storing both virtual and physical assets—such as data centers for digital information and facilities dedicated to preserving human heritage, including museums and similar institutions.
The adoption of IoT technologies will accelerate, making smart buildings the new standard alongside digital twin implementation. Sensors embedded throughout facilities will monitor energy consumption, structural health, and environmental conditions in real time. This data-driven approach will improve efficiency, reduce maintenance costs, and enhance occupant comfort and safety, while supporting sustainability goals through optimized resource usage."
"In 2026, construction will continue moving toward a stronger focus on project outcomes, communication, and operational excellence. Owners in the public and private sectors are expecting contractors to bring more clarity, more professionalism, and more consistency to every phase of a project.
I also predict a significant shift toward upgrading and modernizing existing facilities. Many organizations are choosing to renovate and improve what they already have instead of pursuing large new developments. These types of projects often take place in active environments with complex logistics and multiple stakeholders, so fundamentals like planning, documentation, schedule management, and transparent communication will be more important than ever."
Steven Bloomer
GHD
"I believe that during 2026 we’ll see a major shift in how construction projects are designed, managed, and delivered. Safety on site will continue to improve as systems get better at spotting risks early and helping teams respond before an incident occurs. The focus will be on prevention rather than reaction. I see design tools will finally move beyond the traditional point-and-click approach. With AI working quietly in the background, we’ll be able to describe what we want, set the intent, and let the tools build out the detail, check requirements, and handle the repetitive tasks for us. The value won’t be AI itself, but the time it frees up.
I also believe that project information will be easier to find than ever before. Instead of digging through folders, file structures, or old emails, we’ll be able to pull up the exact drawing, decision, or piece of data we need in seconds. The time we currently lose searching for information will drop dramatically."
"Digital transformation will remain a key trend in the construction industry in 2026, with organizations continuing to invest in automation and advanced technologies to improve asset planning, delivery, and operation. Additionally, best practices emerging from sectors such as healthcare and datacenter are expected to influence the broader industry, promoting more integrated workflows and automated quality control. This evolution reflects a growing commitment to leveraging technology and lean processes for improved project delivery.
In response to economic uncertainties and workforce shifts, companies will place greater emphasis on data analytics to enhance risk mitigation and support informed decision-making. Owners will play a more active role in driving the adoption of digital solutions such as Common Data Environments (CDE), fostering collaboration among stakeholders, and enabling more connected construction practices."
"By the end of 2026, the construction industry will make a shift toward connected, data-driven project delivery. Successful organizations are already moving away from fragmented systems and adopting unified platforms where models, schedules, cost data, quality workflows, and field execution operate together. This level of connectivity will become the new baseline for high-performing teams.
Schedule certainty will rise to the forefront. With advancements in site capture, progress analytics, and integrated scheduling tools, project teams will rely on objective data to understand performance and forecast outcomes. Owners will increasingly expect transparent schedule health metrics, updated continuously, not monthly."
"Construction in 2026 will be defined by divergent market conditions and accelerating technology adoption. Data centers and specialized infrastructure—driven by hyperscalers—will command focused investment and aggressive deployment of AI and automation tooling. Traditional commercial sectors will experience more subdued activity, with potential pickup towards the end of 2026. Persistent labor shortages will make digital transformation and automation essential for survival, not optional. Companies that invest strategically in these areas, secure key partnerships, and adapt to rising material costs will thrive, while those clinging to legacy approaches will struggle."
"Looking ahead, the construction industry is set to be transformed by several emerging trends in 2026. There will continue to be an increasing shift towards earlier and more integrated decision-making driven by the need to build faster, safer, and with greater certainty, while reducing rework and material loss. Teams will seek tools that make processes more efficient and help to eliminate ambiguity. There will also be a surge in extended reality enabled planning, where teams validate logistics, safety and project phasing before breaking ground.
Firms will continue to want more confidence in projects. The tools that thrive will be those that help people step inside of their decisions—together."
"I believe the construction industry will continue to adopt technology at a greater degree in 2026 as it has for the last few years now. A big way I think this will manifest is through greater adoption of robotics and automation in construction. As retirements continue to vastly outpace the new blood entering the industry, increased use and capacity of robotics will be required to keep up with the demand for construction."
"I’ve been fortunate to sit in hundreds of customer conversations this year, and it’s left me more optimistic than ever about where technology adoption is headed. In 2026, construction won’t be resisting change — it will be leaning into it. Automation will start chipping away at long-standing inefficiencies, and platforms that connect design, construction, and operations will unlock stronger collaboration across the entire project lifecycle.
This isn’t just about doing things differently; it’s about doing them better, faster, and with less risk. We’ll finally start turning lessons learned from past projects into tangible improvements on future ones. Innovation has been accelerating every year, and 2026 will be the moment our industry truly capitalizes on that momentum and embraces meaningful, positive change."
"From a mission critical perspective, the biggest force shaping 2026 will be the continued surge in power demand. Data centers and battery plants are being built at a pace the industry has never experienced, and the megawatt requirements for each new campus keep climbing. This creates two major impacts. First, long lead times on critical equipment and materials will remain one of the biggest risks for project delivery, simply because so many of these mega jobs are being built simultaneously across the US. Second, the scale of electrical infrastructure needed to support this growth will push both engineering and construction teams to think differently about prefabrication, coordination, and speed to market. The power race is not slowing down, and the industry will be adapting in real time."
Emmanuel Graves
Autodesk
"In 2026, Digital Project Delivery (DPD) will continue to progress from an innovation strategy to a contractually expected standard across the construction industry. This shift will be most prominent on projects requiring regulatory approval. Owners, developers, and governing authorities are increasingly requiring projects to operate within a digital, model-based, data-driven framework that connects design, construction, and operations through a Common Data Environment (CDE).
What initially began as a push for collaboration and productivity is now evolving into a standard of care—reducing contractual risk, improving data reliability, and establishing clearer expectations for how projects are executed. Legacy delivery methods built on fragmented data, manual handoffs, and siloed teams are no longer sustainable as project complexity and regulatory demands increase."
"By 2026, I predict construction teams will actively integrate IoT technologies on site to improve safety, reduce risk, and capture real-time project insights. Sensors, wearables, and connected equipment will shift from optional add-ons to essential policy and contractual requirements. I also expect clients to increasingly mandate compliance with international standards such as ISO 19650, 7817, 16739 and others to ensure consistent, high-quality information throughout the asset lifecycle. Together, these changes will drive a more connected, data-driven, and accountable construction industry."
"As the global construction industry enters 2026, firms are navigating a complex mix of resilience and constraint. Public investment, digital maturity requirements, and persistent workforce pressures are reshaping how projects are planned, procured, and delivered. The following themes highlight the structural forces most influencing outcomes across major markets.
Infrastructure continues to outperform the buildings sector, driven by sustained government-backed investment in transport, energy, and utilities, which is helping to stabilise civil construction despite broader economic softness. At the same time, labour and skills shortages are intensifying across major markets, pushing up labour costs, extending project schedules, and accelerating reliance on automation and modular construction methods.
Owners are also tightening expectations around digital delivery, with ISO 19650 compliance, structured data, and demonstrable common data environment (CDE) usage increasingly embedded in procurement requirements across the UK, Europe, the Middle East, and APAC. Despite these rising digital standards, hybrid delivery models remain the reality in 2026, as most contractors continue to rely on DWGs, PDFs, spreadsheets, and partially modelled data due to inconsistent and variable upstream design information—less a matter of preference than a practical response to input quality. Compounding these challenges, supply chain volatility persists, with material cost fluctuations, import delays, and geopolitical instability prompting firms to embed supply risk modelling more deeply into project planning and delivery strategies."
"The industry is moving from a traditional, fragmented model to one that is more integrated using digitalization, prefabrication, and data-driven methods, where the right expertise is integrated into the project delivery process at the right time. Some things stand out, including acceleration of mega projects in the mission-critical, life sciences, and healthcare sectors; the industrialization of building with modular and prefabricated construction becoming the norm; and the ongoing skilled labor shortage remaining the most critical long-term challenge, compounded by an aging workforce."
"In 2026, the construction industry will continue accelerating its shift toward digital-first and data-driven project delivery. We’ll see a major rise in modular and prefabricated construction as owners push for faster schedules, stronger cost certainty, and reduced environmental impact. Digital twins will become more mainstream—linking BIM with real-time schedule, cost, and field progress data for better risk mitigation and transparency.
With skilled labor shortages and material cost volatility still present, contractors will adopt smarter planning and leaner workflows supported by technology like drones, 3D scanning, robotics, and AI-based project controls. Ultimately, technology will evolve from a support function into the operational backbone of construction, driving productivity, quality, and collaboration across all phases of a project."
"My core prediction for 2026 is the transformation of the job site into a "smart jobsite." To power this, AI needs better data, and the industry will finally invest heavily in retrieving that data directly from the builders themselves. We'll see more physical tech in the field—like dedicated stations for interaction, QR codes as simple entry points to digital tools, and large-screen displays that provide thoughtful, actionable guidance for teams instead of just lagging metrics. This turns the construction office into a "mission control center," using real-time field data to guide the project, much like controlling a rocket launch."
"In 2026, AEC companies will respond to industry pressures on cost, waste, and efficiency by embracing productization for building components. Many AEC companies have recognized that traditional methods prevent them from scaling their business and are exploring new means to build more effectively, reduce waste, and serve more customers, resulting in increased margins. Repeatability is the core principle required to change the AEC industry.
This pattern is used to define a component as a building product. Productization allows subcontractors, fabricators, and building product suppliers to define the components they make as configurable products that an architect or general contractor can design with. Designing with these building products ensure geometric accuracy during design, that any given component will always be manufacturable, and reduces risk across the entire project lifecycle."
"In Canada, the construction industry is entering a phase where technological, geopolitical, and security considerations are becoming structural. Growing reliance on foreign digital platforms, combined with the current global political climate, is accelerating interest in digital sovereignty, data security, and technological independence, influencing how digital infrastructures and information flows are governed across projects. At the same time, increased investment in defense, critical infrastructure, and resilience is raising expectations around data protection, traceability, and risk management. In this context, data has become a strategic asset. Architects, as major producers of building data through BIM models and technical documentation, are increasingly positioned as responsible stewards of that data."
"I think there’s evidence that increased AI, machine learning and robotics will continue to permeate the industry, both in terms of preconstruction, bidding, and estimating, through operations and finance. Construction and infrastructure rehabilitation will continue, primarily funded by the federal government (see airports, bridges, train stations, etc) but commercial construction will see mild growth as well. However, margins on commercial construction projects will continue to be thin, as pressures on labor and materials continues to persist."
"In 2026, the APAC construction industry is expected to experience selective and uneven growth, with strong momentum in sectors such as infrastructure, healthcare, advanced manufacturing, and data centers, while traditional office and retail markets remain relatively subdued. Data centers in particular will play a major role in driving recovery, as hyperscale and AI-ready developments accelerate across key hubs including Singapore, Tokyo, Mumbai, and Sydney, fueled by cloud adoption, AI demand, and data sovereignty requirements.
At the same time, the industry will continue to face persistent challenges such as skilled labor shortages, power constraints, and cost escalation, though earlier contractor engagement is expected to unlock greater benefits from modular construction and Design for Manufacture and Assembly (DfMA). In Australia, regulatory pressure will also increase, with climate-related financial disclosures becoming mandatory from 1 July 2026 for medium-sized entities across all sectors, requiring construction businesses to produce audited sustainability reports aligned with AASB standards and comprehensive Scope 1–3 emissions reporting."
"Like a skyscraper rising from steel and concrete, the construction industry in 2026 will build its future on technology. Automation and AI are no longer buzzwords; they’re becoming the backbone of modern job sites. Intelligent machinery and robotics are taking over repetitive tasks, while predictive analytics sharpen planning and execution. Digital twins, BIM, and immersive AR/VR tools are transforming collaboration, letting teams simulate, monitor, and troubleshoot projects in real time. Modular and prefabricated methods are speeding up timelines with factory-level precision, tackling labor shortages head-on. At the core of this shift is data: unified platforms are turning raw project information into actionable insights, reducing costly rework and boosting efficiency.
But tech isn’t the only game-changer; sustainability and talent are shaping the next chapter. Firms face mounting pressure to reduce their carbon footprints, adopt circular building models, and comply with climate disclosure rules. Low-carbon materials, recycling, and green design are becoming standard practice. Meanwhile, workforce investment is critical: companies are doubling down on upskilling programs to keep pace with innovation and close persistent labor gaps."
"The construction industry in 2026 is likely to see a major shift towards smarter, more automated and integrated project delivery. AI-driven planning, real-time digital twins and automated progress verification will accelerate how projects are coordinated and monitored, reducing delays and reworks. Prefabrication and industrialized construction will grow as companies push for faster, more controlled production environment, supported by robotics, automated quality checks and digital tracking. On-site, wearable tech or beacon tags, AR/VR tools and digital work instructions will improve safety, communication and precision. Procurement and contracts will become more transparent and data-driven, with analytics predicting risks earlier.
Overall, the industry will move toward a more connected ecosystem where digital delivery and automation work together to make project faster, safer, efficient and far more collaborative than today."
"In 2026, I think the big split in the industry will be between builders who treat data as core infrastructure and those who still treat it as paperwork. More contractors will narrow down to a few core systems for field operations and finance, then wire them together so quantities, changes, and costs flow automatically instead of being copied between emails, PDFs, and spreadsheets. That shift turns WIP and margin reviews from a backward-looking monthly ritual into something much closer to a live pulse on each project.
At the same time, “industrialized construction” will extend past the jobsite. The leaders will reuse workflows, data models, and playbooks across projects instead of reinventing them each time. They’ll still pour concrete and hang duct like everyone else; but behind the scenes, they’ll run much more repeatable, data-driven businesses that scale more efficiently."
"In 2026, the industry will take major steps toward fully connected project data. Integrated digital ecosystems will allow for design intent, field inputs, and cost information to interact in near real time, giving teams clearer visibility and reducing surprises. This shift will support earlier and more confident decision-making and help owners embrace delivery models that reward collaboration from the start.
The importance of sustainability will accelerate as early energy modeling becomes faster, easier to use, and far more reliable. At the same time, growing power demands from energy intensive technologies like AI are making power efficiency an even more critical priority for society than ever before. Better predictive tools will help teams evaluate performance choices with real confidence, guided by first principles thinking that links planning, design, construction, and operations in a more intentional way."
"The dominant themes for the construction industry in 2026 will be AI and robotics. For years, the industry has struggled with structural challenges such as labor dependency, rising wage costs, time constraints, and persistent safety risks. To overcome these limitations, the adoption of AI-driven tools and robotic systems has steadily accelerated across global project sites.
In 2025, we saw experimental but meaningful applications of robot-assisted construction, autonomous equipment, and AI-based inspection automation on various job sites. Looking ahead to 2026, these technologies are expected to expand beyond pilot programs and become integral to project delivery—optimizing repetitive tasks, reducing high-risk manual work, and enabling AI to support decision-making in scheduling, quality control, and safety prediction."
"2026 is poised to mark a significant transformation in the development practices of the construction industry. My professional experience in the digitally mature BIM sector in Scandinavia has shown me that distinctions between countries and regions within the international AECO industry are becoming less pronounced. The adoption of international standards will facilitate greater automation and AI integration, while knowledge sharing among industry experts will promote modular design and the use of BIM models for prefabrication and subsequent operational phases.
I anticipate a strong emphasis on sustainability (especially in European context) and maintenance considerations in future designs, leading to improved built environments."
We've been having a LOT of conversations about AI, most of which center on broad strokes and high-level insights. Think: the potential of AI, its legal implications, and why teams should adopt it.
This episode of Digital Builder is a little different. I'm joined by Dr. Sarah Buchner, founder and CEO of Trunk Tools, a platform that automates construction workflows through AI.
Rather than giving 35,000-foot takes on artificial intelligence, Sarah gets into the trenches. We talked about the messy reality of AI adoption, the necessity of tough love when teams resist change, and how to deal with the fears that hold teams back.
We discuss:
Being an AI company itself, you'd think that Trunk Tools wouldn't have any trouble getting the team on board with AI. But according to Sarah, she herself faced challenges in encouraging broad adoption across the business.
"The process wasn't elegant. We are fully AI native, we produce AI, and we still had struggles adopting AI in every department."
Sarah says the process involved a lot of "top-down pushing" across departments, with leaders promoting the use of new AI tools and encouraging teams to rethink workflows and objectives.
She continues, "Change is hard for humans in general. And so we need to create an environment where change is incentivized by either a stick or a carrot. I used a carrot first, then I used a stick."
Sarah breaks it down simply: construction has three groups that matter for AI adoption.
First, you have the people in the field who actually use the tools. Then there's the support teams like IT and legal, and finally, the executives who set direction.
According to Sarah, "the only times I've seen a successful AI adoption… is when at least the C-suite and the field were aligned."
Support functions matter, but they shouldn't be blockers. If legal or IT keeps saying no, Sarah's advice is to get them help. "Your lawyer that does the normal GC contract might not be the best lawyer to look at an AI company," she says. The same goes for IT. If they're not equipped to evaluate AI, bring in outside expertise.
But even with the proper support, nothing moves if the field doesn't see value. "No AI will get adopted if the field doesn't see value and if there's no top-down pressure." In other words, it can't be a pure bottom-up effort. The C-suite has to signal that AI matters, back it with real support, and be willing to change how the business works.
Sarah also pushes back on the idea that construction has a "technology adoption problem." The real issue, she says, is that many tools simply aren't adoptable. "UIs from the nineties and workflows with manual data input are just dead." If you give the field something that actually removes pain, they'll use it. But without leadership modeling the change and clearing the roadblocks, even the best tools won't stick.
When discussing AI's impact, Sarah draws a clear line between blue-collar and white-collar work.
She doesn't see AI changing hands-on field tasks anytime soon. It might help in small ways, like pulling up information with tools like Trunk Text, but the physical craft itself isn't going anywhere. As she puts it, "I'm actually very excited that the future means that blue collar workers will be even more uplifted… because that's not automatable."
The AI story is different on the white-collar side. Sarah points to research showing that "about 80 percent of white collar workflows in construction can be automated with the technology that's out there today." It's a tough reality for some teams, but it's also where the biggest ROI sits. Repetitive, clearly defined workflows—especially those that mix rules with pattern recognition—are the first to benefit.
Meeting minutes, search and retrieval, scheduling, and other administrative or coordination-heavy tasks follow the same pattern. Plenty of tools already exist to optimize schedule logic and clean up routine documentation.
She continues, "We see a lot of smaller workflows that are really done end to end by AI, which is really exciting."
That "end-to-end" implementation is something that Sarah is really bullish about, not just because of the efficiency gains, but also because it'll help with AI adoption.
"We are focusing more and more on end-to-end autonomous agents. What that means is there is a trigger, and then the agent actually does it without any human involvement. Once you reach that level, we don't need the behavioral change to happen, which has always been the problem in construction tech."
When getting started with AI, Sarah's first piece of advice is simple: start at home. "It's less scary, there's less risk involved," and it helps people loosen up creatively before bringing AI into their job. She tells folks to play with it in ways that feel fun and low-stakes. Write a personalized bedtime story for your kids. Ask it for a new recipe. Plan your trip to Paris. Just "start talking to it" the way you'd talk to an expert in whatever you're trying to figure out.
Once people feel comfortable, then bring it into work. At Trunk Tools, Sarah actually requires her executives to spend two hours a week talking to an AI about the problems they're wrestling with. She wants them to treat it the same way they'd speak to a McKinsey consultant. And the tools are good enough now that they don't just answer a question. They suggest next steps, help you reason through decisions, and push your thinking forward.
For Sarah, the hardest part isn't the tech. It's getting people over the initial fear. Once they do, "you open up a whole world of possibilities."
Sarah sees AI as an opportunity to fix the problems people have been frustrated with for decades. It starts small. AI wipes out boring, bureaucratic tasks that nobody in the field wants to touch.
"I hated that part of my job… where I had to fill out a daily log," she says. "Nobody has to fill out a daily log anymore. AI can do this for you." Those little wins add up fast.
But the bigger impact is on rework. Roughly 10 percent of construction costs come from doing things twice. Sarah's team has shown in R&D that "about 80 percent of this you can actually figure out with AI before it happens." They're catching RFIs before they hit the site. At industry scale, that could mean a trillion dollars saved and a massive reduction in carbon emissions.
To get there, leadership has to lean in early. One GC CEO told her he wasn't fixated on whether Trunk Tools was the exact right tool long-term. What mattered was getting his people to "start thinking about AI," because that mindset shift will matter more than switching tools later.
That's the kind of behavior Sarah wants to see across the industry. And it's why she's genuinely excited about where construction is headed.
Digital Builder is hosted by me, Eric Thomas. Remember, new episodes of Digital Builder go live every week. Listen to the Digital Builder Podcast on:
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Bid bonds aren't the flashiest part of construction, but they can make or break your ability to win work. If you're bidding on public projects or any job where the owner needs assurance that you can deliver, a bid bond is your first line of credibility.
This guide covers the ins and outs of bid bonds, including what they are, why owners require them, and how they work.
Table of contents:
Bid bonds in construction are a type of surety bond that serves as a guarantee to the project owner (the obligee) that a contractor (the principal) who submits a bid will:
Bid bonds protect the owner financially in case the contractor wins the bid but backs out or can't provide the required bonds.
Requiring bid bonds is in the best interest of the construction project owners and contractors. Here's why they matter.
Bid bonds give owners confidence that the contractor they select can actually deliver on their bid. When a contractor includes a bid bond, it signals that a surety has already reviewed their financials and believes they can take on the job.
It also prevents lowball bids from contractors who hope to renegotiate later.
Additionally, a bid bond protects owners from the cost and delays that come from a contractor backing out. If the selected bidder fails to sign the contract or provide required bonds, the bid bond can be used to offset the owner’s resulting costs. With a bid bond in place, owners reduce risk and keep the project moving forward.
Having a bid bond shows that a surety has vetted the contractor and can take on the work without issue. This builds credibility with owners who want partners they can count on. A solid bid bond also helps contractors stand out in a crowded field, especially when competing for larger or more complex jobs. When you show up prequalified, it sends a message that you take the project seriously and have the financial stability to follow through.
Public agencies often require bid bonds to safeguard public funds. Cities, states, and federal agencies want to make sure that contractors bidding on taxpayer-funded work are financially sound.
A bid bond also creates that safety net for owners. If a general contractor walks away after winning the bid, the surety covers the gap so the project doesn't stall and taxpayers aren't left paying more.
Bid bonds help ensure that contractors stand behind the numbers they submit, so that owners aren't left hanging if the winning bid falls through.
Here's how they work:
When submitting a construction proposal, the contractor includes a bid bond from a surety that has already reviewed their financials and capacity. This gives the owner confidence that the bidder can actually take on the job at the price quoted. It also filters out contractors who may try to win work by underbidding without the financial backing to follow through. In short, the bid bond helps owners trust the bids they receive and reduce surprises once the project moves forward.
The project owner defines the bond amount, usually as a percentage of the total bid. This is typically in the 5% to 10% range, though it can go up to 20% for federally funded projects.
This percentage becomes the financial cushion if the winning contractor backs out. As such, it gives owners the confidence that they won't get stuck covering the cost of rebidding or selecting the next lowest bidder.
If the winning contractor doesn't sign the contract or can't provide the required performance and payment bonds, the surety steps in.
In these instances, the surety may reimburse the owner for the difference between the winning bid and the next qualified bid, up to the bond amount. The surety company will then seek reimbursement from the contractor under the indemnity agreement.
Every bid bond involves three key players:
Bid bonds are just one piece of the puzzle. There are two other types of contract bonds designed to protect owners and subs.
A performance bond is a surety bond that guarantees the contractor will finish the project according to the contract. If the contractor fails to do so (i.e., they walk off the job, go bankrupt, or can't meet their obligations), the surety may:
In short, a performance bond protects the owner from contractor non-performance.
A payment bond guarantees that the contractor will pay subcontractors, suppliers, and laborers for work and materials on the project.
If the contractor doesn't pay, the subcontractors and suppliers can make a claim directly with the surety. The surety must ensure they're paid (up to the bond amount). This is especially important on public projects, where mechanics liens generally aren’t available against public property.
In other words, a payment bond protects subcontractors and suppliers and prevents unpaid parties from filing liens on the project.
Most contractors bidding on public work must meet specific requirements before submitting a proposal with a bid bond. While the details vary by jurisdiction, most contractors can expect the following.
Cities, counties, states, and federal agencies usually require a bid bond with every proposal. It keeps the construction bidding process accountable and ensures the contractor is serious about taking on the work. Without a bond, the proposal typically won't be accepted. Many private owners follow the same standard, especially for large or complex jobs.
Owners decide how much coverage they need based on the scope, budget, and risk of the job.
Some agencies require a flat percentage across all projects, while others adjust the amount depending on the contract value. For example, a routine facility upgrade could carry a 5% bond requirement, while a complex infrastructure project might require 10% or more.
Contractors should always confirm the exact requirements before submitting a bid.
Before a surety issues a bond, it reviews the contractor's financial health and past performance. This process often includes credit checks, financial statements, work history, and an evaluation of current workload.
Sureties do this because they need to know the contractor can handle the project without stretching their resources too thin. Passing underwriting shows the contractor is capable, reliable, and ready to perform the work if selected.
Sureties don't issue bid bonds without doing their homework. These are some of the factors they look into before approving a bond.
Good credit definitely helps, but it isn't the only thing a surety cares about. Think of credit as one piece of the larger picture.
Generally speaking, sureties look for signs that a contractor manages money well and has a history of meeting obligations. A contractor with average credit can still qualify if the rest of their business looks strong.
On the flip side, a high credit score won't outweigh weak financials or an overloaded project pipeline.
Most sureties want to see that the contractor has handled similar work before, and they can take on the projects they're bidding on. So, they may review:
This usually includes a review of financial statements, work-in-progress reports, and evidence that the contractor has enough cash flow to take on the new project.
For emerging contractors, qualifying for their first few bonds can feel tough. That's where programs like FastBond come in.
These programs help contractors with limited bonding history build credibility and access the bonding they need to grow. They're designed to be more flexible than traditional underwriting, which gives newer firms a path to take on public work and compete for larger opportunities.
Bid bonds and performance bonds work together, but they step in at different points in the project.
A bid bond comes into play before any work starts. Contractors submit it with their proposal to show they stand behind their bid. If the contractor wins but decides not to sign the contract or can't secure the required performance and payment bonds, the surety will cover the owner's financial loss up to the bond amount.
Once the contractor wins the job and signs the contract, the performance bond becomes the main protection.
It guarantees the contractor will complete the project according to the contract. If they can't meet their obligations, the surety comes in to get the work finished. That might mean financing the contractor, hiring a replacement, or covering the completion costs up to the bond limit.
If you're a contractor looking to secure a bid bond, you'll need to take the following steps.
Start by finding a surety provider that understands construction and your target market (public vs. Private, project size, region). Many contractors work through agents who specialize in contract bonds because they can guide you through requirements and match you with the right surety. A reputable provider makes the process smoother and helps you avoid delays during bidding.
As with any bond process, sureties will need to have a clear understanding of your business. And to do that, they'll ask for paperwork, which would include:
In some cases, you may need to provide work-in-progress schedules or bank references. Make sure you have everything ready upfront to keep the process smooth.
Most sureties let you apply online, which makes the process convenient. The application collects basic information about your business, ownership, and the project. For larger jobs, the surety may ask for more detailed financials.
Once your application is in, the surety reviews your credit, experience, and financial stability. This review is the biggest part of the process, but it moves quickly if your documentation is solid.
If approved, you'll pay the premium and receive the bond to include with your bid. Costs vary based on the bond amount, project type, and your risk profile. Once the surety issues the bond, you're ready to submit a complete, compliant bid.
Securing bid bonds becomes a simple process if you stay organized and treat bonding as part of your preconstruction workflow. Consider the following best practices.
Loop in your surety as soon as you know you're planning to bid. Starting the bid bonding process early gives you time to gather documents and prepare, so you don't have to scramble at the end. This is especially important for larger projects or bids with unique requirements.
Sureties rely on accurate financials to understand how your business is performing. So, see to it that you have clean books and up-to-date statements, so it's easy to evaluate how your business is doing.
Every project owner sets their own rules, so take the time to review the bonding instructions before you start estimating. Look at the required bond amount (percentage or cap), deadlines, and any specific forms the owner wants.
That way, you get to familiarize yourself with the requirements up front, you avoid surprises, and submit a complete bid the first time.
Bid bonds may not get as much attention as estimating or project management, but they play a significant role in winning work and protecting everyone involved. For owners, they reduce the risk of bid failure and project budgets; for contractors, they’re a credibility signal and a gateway into larger public and private opportunities. When you understand how they operate and what sureties expect, the bonding process becomes simple and predictable. Treat bid bonds as part of your standard preconstruction routine and you'll be ready to chase bigger opportunities with confidence.
The traditional bidding process in construction is widely used, and for good reason: it's familiar and reliable. However, it's not the most efficient delivery method for smaller construction jobs like repair, maintenance, and renovation. Because these projects move fast and don't always justify a full bidding cycle, it makes more sense to use a procurement method called job order contracting (JOC).
JOC can be a go-to approach for owners who need construction work done quickly and consistently, without the headaches of traditional bidding.
In this guide, we break down the essentials of job order contracting and how it works.
Job order contracting is a project procurement and delivery method that enables owners to complete a steady stream of small- to midsize construction projects under a single long-term contract. Instead of running a full-fledged bidding process for every repair or renovation, teams use job order contracting with preset pricing and a trusted contractor to get work started faster and keep costs predictable.
The main reason owners use JOC is to streamline how small construction needs are handled. Rather than going through a full procurement cycle every time a project comes up, JOC gives teams a fast, structured way to scope work, confirm pricing, and get moving.
Organizations leverage JOC to stay on top of maintenance and keep facilities in good working order without slowing down operations.
Job order contracting works best for entities that deal with ongoing repair and renovation work across multiple sites. It shines when projects are repetitive, time-sensitive, or too small to justify a complete bid process.
That's why JOC is often used for:
It's a strong fit for government and public facilities like schools, municipalities, and hospitals. In some cases, large property portfolios that need consistent, reliable construction support also benefit from JOC.
The JOC contract serves as the master agreement that manages an indefinite quantity of recurring minor construction jobs over a specified period. Here are the key components of the agreement.
The unit price book (UPB) serves as the pricing foundation for a JOC contract. It lists thousands of construction tasks with preset, standardized costs. When a project comes up, the owner and contractor pull from the UPB to build the estimate. This keeps pricing transparent and consistent, and it saves time because no one has to negotiate every line item from scratch.
Some of the features of the UPB include:
The adjustment factor (or coefficient) accounts for the contractor's indirect costs and profit, which are intentionally excluded from the UPB's bare unit prices.
The adjustment factor is a multiplier applied to the UPB. It accounts for real-world conditions like local labor rates, materials, overhead, and project complexity. Instead of creating a new budget for each job, the contractor applies the agreed-upon factor to UPB pricing. This keeps costs predictable and gives both sides a simple way to align on pricing early in the process.
The final price for each task is calculated as:
Unit Price (for UPB) x Quantity x Adjustment Factor
The scope of work outlines what the contractor will complete for each job order. It includes:
Having a clear scope is critical because it keeps both teams aligned and helps the project move forward with clear expectations. JOC involves many small projects, so getting the scope right upfront will ensure everything stays on track.
The construction contract term defines how long the JOC agreement will remain in place—usually 1 to 5 years—with a maximum dollar value for the contract term.
During that time, owners can issue as many job orders as needed within the contract's limits. A longer term builds continuity and lets the contractor learn the facility and deliver work more efficiently over time. It also saves the owner from having to repeatedly rebid similar work.
What does job order contracting look like in practice? Here's a look at each step of the process.
A JOC program kicks off with bid solicitation. An invitation to bid is where the owner invites contractors to bid on the JOC contract, submitting their adjustment factors.
A master agreement is set between the owner and the selected contractor. This contract outlines pricing, expectations, and the time frame for the contract.
Once the master agreement is in place, the owner can issue job orders whenever work comes up. That way, teams have a ready-to-go framework, and projects can start faster and with less back-and-forth.
When a new project surfaces, the owner and contractor meet to walk the site and talk through needs, expectations, etc. These scope meetings help both sides understand the conditions, required tasks, and any constraints they should plan for.
Here, the contractor takes notes, asks questions, and gathers details needed to build the estimate. A good scope meeting prevents surprises later and sets the tone for a smoother job order.
After the scope meeting, the contractor uses the UPB and adjustment factor to create a detailed task order. This document outlines the exact work to be performed, the associated UPB line items, quantities, timelines, and any special considerations.
On their end, the owner reviews the task order and confirms that the scope and pricing match expectations. In some cases, the owner may also request revisions.
In any event, this step translates the initial discussion into a clear, actionable plan.
Once everyone agrees on the task order, the owner issues formal approval, and the contractor begins the project. Multiple task orders can be managed concurrently under the same JOC contract.
Since pricing and workflows are already defined through the JOC contract, it's easier for teams to move forward with the job.
Once the crew completes the work, the contractor documents everything and submits a final construction invoice based on the approved task order.
As with any project, construction closeout occurs once the work is complete and both teams confirm it meets the agreed scope.
At this stage, the contractor submits final documentation, including as-builts, warranties, photos, and any required inspections.
Once they review the documents, the owner can sign off on the complete project and process the final payment based on the approved task order.
Job order contracting gives owners a faster, more predictable way to manage recurring construction work. Consider the following.
JOC speeds up project delivery because teams don't have to start from zero every time a new job pops up. The pricing, contract terms, and workflows are already set so that owners can issue task orders quickly and contractors can get to work sooner. This makes a big difference for repairs and upgrades that can't wait. Rather than sitting in a long bid cycle, projects move forward as soon as the scope is agreed on.
Traditional bidding requires longer review and approval times, not to mention more paperwork. JOC cuts much of that out. Once the master agreement is in place, each job only needs a scoped task order and a quick review.
Since teams rely on UPB rates and an agreed-upon adjustment factor, JOC costs are transparent and consistent across projects. This leads to better budgeting and forecasting, and there's less room for guesswork.
JOC is all about repeat work and long-term collaboration, and this gives owners and contractors the chance to get to know each other's expectations and processes. Contractors learn the facility's needs, while owners gain a partner they can call on for reliable work.
Over time, JOC creates stronger owner-contractor relationships because both parties become accustomed to their workflows. Teams are then able to communicate better, and work flows smoothly.
On the flip side, job order contracting isn't for everyone or every project. Issues can arise if it's not implemented correctly. Here's what to be aware of.
JOC works best when teams follow the process closely. Whether it's getting the right people involved early or making sure scopes are on point, owners need strong internal coordination to map out projects correctly. And when projects are underway, teams must keep approvals and documentation moving. Without that discipline, even a well-built JOC program can slow down or create confusion.
Because JOC relies on task orders built from preset pricing, teams need to make sure that the scope reflects what's actually happening on site. They must accurately assess site conditions, resources, and effort level to avoid surprises once work begins. If not, contractors may need to revise quantities or add tasks later. Early collaboration and detailed scope development are essential.
Many JOC projects still require specialty trades, which means subcontractor coordination matters just as much as it does in traditional construction. If the contractor doesn't manage subs well, schedules can slip, and communication can break down. This becomes even more challenging when jobs happen across multiple facilities. A strong JOC contractor should have trusted subs, clear scheduling practices, and a plan to handle issues quickly.
Looking to implement job order contracting? Here are some best practices to consider.
Since job order contracting consists of multiple small jobs, it's all too easy to lose track of details or let tasks fall through the cracks. As such, having standardized workflows and clear documentation keeps everything organized and easy to follow. For best results, use templates, task orders, and site notes.
These practices create a clear record of decisions, changes, and completed work, ensuring everyone stays on the same page throughout the agreement.
Tracking multiple small projects can be challenging, especially if you don't have robust tools in place. That's why you should equip teams with digital solutions like construction project management software, so owners and contractors have a single place to monitor timelines, approvals, budgets, and documentation.
Autodesk Build, for example, connects teams, workflows, and data in a single platform, making it easier to stay aligned as work progresses.
Just because a project is "small" doesn't mean it can run without tight coordination.
Owners, GCs, and subs still need to communicate openly and regularly to keep jobs on track. Regular check-ins and status reports can go a long way in preventing misunderstandings. These touchpoints also build trust, which makes it easier to address issues quickly and keep work moving in the right direction.
The unit price book only works when pricing reflects current market conditions. So, review the UPB at least once a year to ensure costs are accurate and reflect market conditions. Doing so can help prevent disputes, reduce change orders, and make budgeting more reliable across the entire JOC program.
Here are a few real-world scenarios that show how JOC can work day to day.
Let's say you have a large university with dozens of buildings spread across campus, and each semester brings a wave of maintenance needs. A lecture hall needs new lighting. A residence hall has a leaking roof. Several classrooms need fresh paint and minor drywall repairs. None of these projects are big enough to justify a lengthy bidding process, but they still need quick attention so students and staff aren't disrupted.
With a JOC contract in place, the facilities team submits job orders as issues arise. The contractor walks each site, confirms the scope, and builds estimates directly from the UPB.
Since pricing is already set and the adjustment factor has been agreed on, approvals don't take too long.
Over the course of a year, the university completes dozens of small projects under the same contract. Plus, the contractor becomes more familiar with the campus over time, enabling them to be even more efficient, and the university benefits from consistent, high-quality work.
Next, let's look at a government example. A city's public works department handles everything from street repairs to water line issues. When emergencies happen, time is everything. A water main might break after a freeze. A sidewalk could shift and create a public hazard. Storms might damage traffic signals or flood drainage systems. These situations require immediate action, not weeks of procurement and bidding.
With JOC in place, the city can issue an emergency job order the same day the problem is reported. The contractor visits the site, confirms the tasks and quantities, and uses the UPB to lock in pricing.
This approach lets the city fix safety hazards fast and keep essential services running. It also reduces administrative burden during high-pressure situations, when teams already have a lot on their plates.
Throughout the course of the agreement, the contractor learns the city's infrastructure and can respond even faster. The result? The city gets a reliable system that keeps residents safe and minimizes downtime when emergencies hit.
When you have steady needs for maintenance, repairs, or upgrades, job order contracting will make life a whole lot easier. Since pricing and expectations are sorted out upfront, teams can get a move on projects faster and avoid the constant back and forth that slows work down. When it’s set up well, JOC gives owners and contractors a smoother way to manage small projects and keep facilities in good shape. As construction needs evolve, JOC stands out as a proven, adaptable solution for delivering value and building lasting partnerships.
Across North America, contractors and communities are facing a dual challenge: a rising frequency of climate-driven disasters and a critical shortage of skilled workers ready to rebuild. Nonetheless, this gap presents an enormous opportunity for emerging talent, especially students who are eager to apply creativity, engineering, and empathy to solve real problems in their communities.
Whether responding to wildfires in California or rising sea levels on the East Coast, builders are adapting quickly and turning to digital tools, advanced fabrication, AI-supported design, and new forms of cross-sector collaboration to meet the accelerating demands of recovery. Resilience is now a fundamental component of how we design and build.
Autodesk’s latest Design & Make It Real: Make It Heal program is meant to help students step directly into this moment. Part design challenge, part workforce pathway, part storytelling platform, Make It Heal empowers learners to explore how construction, technology, and human-centered design can create spaces that support recovery, dignity, and belonging after disaster.
And it all begins with a single question: What if the built environment could be part of the healing?
Launching this week, Make It Heal invites secondary and post-secondary students across the U.S. and Canada to imagine structures that help communities move forward after transformative events. For instance, students may design a school rebuilt after a flood, a community center that anchors residents after a devastating storm, a healing garden for trauma recovery, or a modular public shelter designed for speed, dignity, and resilience.
The Make It Heal starter model is a “kit of parts” designed in Autodesk Tinkercad (left) that shows how students can rapidly explore concepts using simple geometric components. The starter kit also guides learners through taking these early ideas into Autodesk Forma (right), where they can test their design on a real site, analyze context, and refine it for climate resilience.
The challenge distributes over $75,000 in scholarship awards and prizes, with categories that reflect real-world AECO skill sets:
For many students, this competition will serve as their first introduction to STEM digital workflows and interdisciplinary collaboration shaping the future of architecture, engineering, construction, and operations (AECO)—skills that correlate directly with growing workforce needs.
But Make It Heal is more than a contest. It is the foundation of a larger storytelling effort, including a new four-part film series starring New England pro quarterback and aerospace engineer Joshua Dobbs, who has become a vocal advocate for connecting STEM skills to purpose-driven building.
In the Make It Heal film series, Josh Dobbs travels from wildfire-struck neighborhoods in Los Angeles to the Autodesk Technology Center in Boston, where he meets with students, educators, and builders who are redefining what it means to design and make with resilience in mind.
Dobbs, whose background bridges professional sports and aerospace engineering, brings a unique perspective to this exploration of recovery and innovation.
In the opening episode, filmed along the shoreline at dusk, Dobbs reflects: “In one moment, it all can be taken away from you. You can’t undo the past—but you can choose what happens next.”
His journey leads him to students at California State University, Northridge, who are learning how The Foothill Catalog Foundation (TFCF), a local nonprofit of building professionals, uses outcome-based BIM to create a catalog of pre-approved home designs that streamline rebuilding for LA residents. While all catalog designs are produced and vetted by licensed volunteer architects, TFCF also engages with students to gather early-stage ideas and expand thinking around how designers can support communities recovering from disaster.
Later, in Boston, Dobbs steps inside the Autodesk Technology Center, where robotics, simulation, and fabrication tools demonstrate how the industry is preparing to future-proof against natural disasters. He meets with leaders from DPR Construction, who show how immersive modeling and AI-driven planning are transforming how they deliver complex healthcare projects.
“We’re not just building for today—we’re building for impact,” says Steve Sheahan, Northeast Region Healthcare Core Market Leader at DPR Construction. “Technology helps us see the full picture before we ever break ground.”
For Keyshawn Kavanaugh, a young carpentry apprentice featured in the series, access to digital tools was transformative. He said, “The first time I walked through a building in VR, it clicked. I thought—oh. I get it now. I can build this.”
From Los Angeles to Boston, the films reveal a powerful truth: when people have the tools and support to design their future, they also gain the ability to rebuild what matters most.
In the Make It Heal challenge, students will identify a site affected by a disaster and propose a structure that supports emotional, physical, or social healing.
Successful submissions will:
Students may work individually or in teams of up to five. To find inspiration from past innovators, you can explore the stories of last year’s finalists—eight student designers whose affordable-housing solutions reimagined what belonging can look like in the built environment: Building Belonging: 8 Student Designers Reimagining Affordable Housing
Make It Heal addresses two critical pressures in today’s construction industry: a severe labor shortage and the demand for climate-resilient infrastructure. The U.S. construction sector faces an estimated 236,000 unfilled positions, according to Associated Builders and Contractors, and this gap will continue to widen as hundreds of thousands of experienced tradespeople retire. Global demand for climate-resilient infrastructure only adds to this urgency.
Photo credit: DPR Construction
Sidharth Haksar, Autodesk’s Vice President and Head of Construction Strategy & Partnerships, sees the contest as a way to spark the next generation of talent. “When students learn with industry-relevant tools, they don’t just gain technical skills—they gain agency,” said Haksar. “They see themselves as part of the solution.”
Aligned with this mission, Autodesk is partnering with the ACE Mentor Program to launch a new Summer Trades Institute & Externship Initiative in 2026. This program will provide $500 scholarships for 50 high school students to access construction camps, externships, and trade-focused learning experiences across four regions. Students will use Autodesk tools to document their projects, blending hands-on craft with digital literacy.
The goal is simple: remove barriers, expand opportunities, and help students discover meaningful, high-demand careers in the trades.
The Design & Make It Real: Make It Heal program officially kicked off at the Autodesk Technology Center in Boston, where the world premiere of the new film series brought together students, educators, and industry leaders. Dobbs sat down with Gerard Georges of Build Health International for a filmed Digital Builder conversation about how human-centered design and construction can restore dignity, safety, and hope.
The day featured tours of the Tech Center’s robotics, fabrication, and simulation labs and a hands-on design challenge where students moved from a Tinkercad digital starter kit into Autodesk Forma for environmental analysis and other AI-enabled workflows, demonstrating how industry tools translate ideas into resilient, testable solutions.
Massachusetts Lieutenant Governor Kim Driscoll opened the celebration by underscoring the Commonwealth’s focus on widening access to skills, trades, and career pathways, so students are prepared to lead. “Here in Massachusetts, we're ranked the number one state for public education, the number one state for healthcare, and the number one state for an innovation economy. We're a state that believes in science, research, and progress,” said Lt. Gov. Driscoll. “We see it every day, and Autodesk is a clear example of that belief in action. It's through collaboration and partnership with companies like Autodesk that we’re able to better prepare our future workforce.”
The contest will run through spring 2026, inviting students across the U.S. and Canada to bring forward their boldest, most empathetic ideas.
Dobbs captures the spirit of the program in one of his closing voiceovers for the films: “When you have the tools, the skills, and the vision to shape what’s next… this is where healing starts.”
Students and educators can access learning resources, starter models, contest details, and the Make It Heal film series at: autodesk.com/makeitreal
Because the future of construction isn’t only about building more—it’s about building with meaning. And the next generation is ready to lead us there.
If you’re still juggling spreadsheets, disconnected tools, and manual data entry for your estimates, it’s time to rethink how you estimate. Estimating is one of the most critical and to be honest a stressful part of preconstruction. Tight deadlines, fluctuating material costs, intense competition, and the pressure to deliver accurate bids can make the process overwhelming. But what if you could simplify it all?
Introducing Autodesk Estimate. The cloud-based estimating solution, which connects 2D and 3D takeoff quantities to costs, materials, and labor calculation in one connected platform, eliminating silos and reducing risk. Autodesk Estimate helps you move faster, collaborate better, and win more work.
Disconnected workflows slow you down and introduce errors. When you’re manually transferring quantities from 2D and 3D takeoffs solutions into your estimating system, every extra step is a chance for mistakes. Autodesk Estimate changes that by linking takeoff and estimating seamlessly:
Bottom line? Autodesk Estimate helps make estimating easier, faster, and more accurate.
Want to dive deeper? Check out our on-demand webinar, Cloud-Based Estimating Starts Here: Meet Autodesk Estimate.
You’ll learn how Autodesk Estimate connects your preconstruction workflows, streamlines takeoff and estimating, and helps you deliver bids that win.
Reality capture has always been a fascinating part of construction. And what's exciting is how fast the tech keeps moving. With new advancements in AI and visual intelligence, teams can understand job sites better and make decisions with a lot more confidence.
With that, I recently sat down with Jeevan Kalanithi and Michael Fleischman, co-founders of OpenSpace, a visual intelligence platform for builders. We unpack all things reality capture and explore how the technology has evolved. We also touch on how teams can use it not only to document projects but also to strengthen decisions across the entire build.
We discuss:
For the longest time, reality capture has primarily focused on technologies such as 3D laser scanning, photogrammetry, and 360-degree cameras. And while these tools are still critical today, we're stepping into a new phase where the capture is only the starting point, and the real value comes from what you can do with the data.
Jeevan describes it as the "three chapters of reality capture."
The first chapter is all about using laser scanners to collect information in the field. From there, the industry moved to the second chapter, where cameras made it possible to capture what was happening on site at far lower cost and with much greater frequency.
"That was around the time we started OpenSpace, and teams could say, 'Hey, you could get what's really going on out there with much cheaper technology like cameras, and it could be really comprehensive.'"
He continues, "And now I think we're entering chapter three, which is about visual intelligence. The basic idea is that it's easier to run a lot of things out in the field if you're oriented around images and their location, rather than documents and words. After all, builders work in real reality, and that's the currency for making good decisions."
Michael, for his part, is excited about seeing reality capture merge with technologies like AI.
"We often talk about two mega trends," he says. "Spatial computing, which shows up in robotics and self-driving cars, and then generative AI." The magic, he explains, is in how the two complement each other.
"It's incredible to see how those interact with each other, and how we can bring them into one unified framework. We often call that spatial AI, and it's been a big focus for us, particularly as we've transitioned into this visual intelligence platform."
According to Michael, building the right product for the job site starts with making the field a "first-class citizen in the tech stack."
For him, some of the most essential things in construction are "having timely access and knowing exactly what's going on in the field at any point in time."
The OpenSpace team recognized this early, and they built a tool that is intuitive to use, particularly in the field.
"We wanted to make sure our experiences were loved by superintendents and PEs. And the way we did that is by really focusing on simplicity," remarks Jeevan.
The real value of reality capture goes beyond the "capture" component. It's what takes place after you've collected the data and see the state of the job site. The decisions you make are shaped by the clarity and accuracy of what you're looking at.
"We have this mantra of allowing our customers to make better decisions faster," says Jeevan.
To do that, users need something everyone can look at and instantly recognize as the truth, with no room for dispute.
Jeevan explains that trust is built right into the philosophy behind OpenSpace. "A picture really is worth a thousand words," he says. When teams are looking at a located image, there's no arguing about what was there or what happened.
Early on, he recalls a superintendent calling him and saying, "OpenSpace really saved my rear end." They had a conflict with a trade partner, and the issue disappeared the moment they pulled up the photo. "We had a picture that showed what was going on, and it wasn't a conflict anymore."
Beyond resolving disagreements, having solid reality capture data also reduces risk in your projects.
An insurance firm studied companies using OpenSpace and found their claims frequency was "way, way lower."
It makes sense. When you can see what's happening, you can fix issues before they turn into claims. Insurers now underwrite that lower risk, which can reduce policy costs and make projects more profitable.
Technology is evolving to a point where teams have real visibility into the field instead of relying only on memory or walk-throughs. Decisions that used to take a bit of gut feeling and experience-based insight can now be backed by data that shows what's actually happening on site.
The question is whether that creates tension. Should teams really choose between decades of field experience vs. the data coming from new tools?
For Michael, there's no choice to make because both sides work together.
"I don't really think of it as a conflict. For me, it's not so much about technology replacing gut feeling or experience; rather, it's about technology enhancing that experience."
He likens it to giving people superpowers.
"It's more Iron Man than Terminator in terms of what technology is doing. It's like an exoskeleton giving the workers these superpowers—whether it's letting them have total recall so they can remember everything they've seen on a job site or teleportation, where they can be in more than one place at a time."
So if you're worried about robots taking over the job site, don't be. The future looks a lot more "Marvel" than dystopian.
As AI and spatial data mature, Michael says the biggest unlock is bringing it all directly to the job site. "What brings it together for the field is mobile," he explains.
When AI starts merging with the spatial data OpenSpace already captures, it opens the door for a lot more to happen on a phone. His team has been focused on that shift over the past year, and many of the features they're rolling out now reflect that work.
And, as with any conversation about AI, we also touch on off-the-shelf tools like ChatGPT. These tools, when used in low-stakes situations like, say, getting restaurant ideas, can be inconsistent and still be fine. But construction doesn't have that luxury. There's real money and safety on the line.
Because of that, OpenSpace builds frameworks that make AI tools safer and more reliable for the field. Much of that comes down to spatial information. One example is their new AI auto-location technology. It can locate users anywhere on a job site, even inside buildings where GPS can't reach. That location data helps stabilize AI outputs and gives teams context the moment they need it.
That's just one example of how OpenSpace pairs AI with spatial awareness to make the tech useful in the field.
Looking ahead, Michael sees even more potential as AI becomes aware of where people are on a job site and can act on that in real time.
One example? AI agents. He describes agents as "semi-autonomous digital assistants," basically the next evolution of a chatbot that can work in the background. What gets interesting is when you combine agents with AI auto-location so the system maintains "a spatial awareness of where the user is as they move about a job site."
Put together, you get spatial AI agents that can give context-aware alerts, help navigate large BIM models, and support workers with the right information at the right moment.
Jeevan is also bullish about AI agents, saying that they could help solve one of the biggest challenges in construction today: the labor shortage. He points out that the industry leans on a tremendous amount of knowledge held in the heads of seasoned supers and foremen. "There's so much information in super-experienced people's brains," he says.
If AI agents can capture even a slice of that knowledge and guide newer team members, then you start increasing productivity across the board. And over time, those younger workers can level up faster and "be as awesome as that experienced superintendent."
Digital Builder is hosted by me, Eric Thomas. Remember, new episodes of Digital Builder go live every week. Listen to the Digital Builder Podcast on:
As part of our “Have You Tried It” blog series, we are highlighting one of our recently released features within our Autodesk Construction Cloud portfolio that can make a big impact on your projects. Whether you’ve started using them or not, all the features highlighted in this series have the same things in common - they will improve your user experience and enhance productivity for your team.
This month, we’re highlighting the new Commitments and Metrics capabilities available within the work planning tool in Autodesk Build.
If you are unfamiliar with the Schedule tool, here is a quick overview. Autodesk Build’s Schedule tool enables teams to gain real-time visibility into project schedules by centralizing schedules in the cloud, allowing teams to collaborate, connect, and interface with the most up-to-date information.
The Schedule tool allows importing schedules from Primavera® P6 (.xer and .xml), Microsoft® Project (.mpp, .xml) and Asta® Powerproject (.pp). The Schedule tool helps digitize and automate version comparison workflows by allowing users to visually stack up to 5 different versions of the schedule to quickly understand the trends and changes affecting each activity.
Workplan in Schedule empowers teams to build and use digital work plans to deliver projects on time and within budget. Project teams can collaboratively build detailed work plans and manage handoffs and roadblocks—all while viewing progress in the context of the long-term schedule.
The planning capabilities are highly flexible, allowing teams to create both independent or connected work plans – in the cloud - so teams can finally say goodbye to creating and managing plans in silos.
Teams need to be able to set a finalized plan, designate ownership of tasks, and track execution, while also gleaning insights that help to make projects more efficient. This new release makes it easy for trades to signify ownership of what they are responsible for, and for schedule managers to measure the reliability of their planning process, and measure how much of the "promised plan" was executed on time.
To execute efficient short-term planning, especially for teams using Lean construction or LPS system, it is important to be able to understand how their planning process has been done throughout the project, and understand how task completion from different stakeholders is going.
Commitments – Often times things can change, but it is difficult to properly track and accurately document what is completed on time. A new “Commit” action allows assignees to commit to tasks they are responsible for, confirming ownership and locking the assignee and date fields. Committed task dates can only be edited by Managers through the Replanning, which requires the selection of a root cause and documents the change.
Task color changes depending on status, using simple color coding to designate complete, incomplete, and committed status.
Metrics - In a newly added Metrics tab, which is only visible to project admins and schedule managers. In this tab, data from committed tasks can be used to build various types of charts that track execution and planning efficiency.
Improve collaboration
Subs (Subcontractors): Crucial for detailed task execution and collaboration. Easy to get the information from Subs, and compile all the information together in an actionable place
Accountability/ownership
Using the Commitments flow ensures accountability, accurate information sharing, and risk management across projects.
Without it (current state), users can move and delete all the tasks on the plan without leaving any trace and cannot track what was done on time.
Understand the why for better and more efficient short-term planning
GCs (General Contractors): Essential for project success, focusing on cost control, timely delivery, and safety risk mitigation.
Easy to assess the performance of your short-term plans. Understand how the project is running on a day-to-day basis.
Identify areas that are not performing well and areas for improvement, and understand the “why” behind why things are not going to plan.
Lean construction
A main part of lean construction management and the last planner system.
Embracing the new Commitments and Metrics capabilities in Autodesk Build empowers teams to plan smarter, collaborate more effectively, and drive accountability across every phase of a project. Whether you’re a general contractor or a subcontractor, adopting these features means saying goodbye to silos and hello to a more efficient, reliable way of working. Start exploring these enhancements today and see the difference they make in your project outcomes.
Structured and standardized data and information management is critical to delivering today’s complex Architecture, Engineering, Construction, and Operations (AECO) projects. As teams manage growing volumes of project information, digital tools play an increasingly important role in helping organizations work more consistently and efficiently.
With this in mind, we’re pleased to share that Autodesk Construction Cloud is now BSI Kitemark certified for compliance with the ISO 19650 Framework — a milestone that reinforces Autodesk’s continued work supporting standards-based collaboration across the industry.
This achievement reflects Autodesk’s long-term commitment to building tools that support consistent information management practices and help organizations strengthen their approach to complying with industry standards.
The BSI Kitemark Certification is a globally recognized certification for information management issued by the British Standards Institution (BSI). It verifies that Autodesk Construction Cloud supports the workflows and functionality required by ISO 19650, the international standard for managing information across the lifecycle of built assets.
As part of a two-stage audit, BSI evaluated Autodesk Docs, Autodesk Build, and Autodesk Construction Cloud's Model Coordination against the software-enabled requirements of:
These capabilities can be especially beneficial for organizations working in regions or markets where ISO 19650 compliance is mandated.
As the backbone of Autodesk Construction Cloud, Autodesk Docs is purpose-built to help teams manage project information with clarity and control. It serves as the common data environment that connects data and workflows across Autodesk Construction Cloud throughout the entire project lifecycle—making it a central area of focus during the BSI audit.
Autodesk Docs supports versioning, status codes, revision identifiers, and permissioning that aligns with BSI’s interpretation of ISO 19650. It treats both files and folders as information containers and helps teams avoid duplication by intelligently managing metadata and naming conventions.
These capabilities were key components of BSI’s assessment and reflect how Autodesk Docs supports structured information management practices across projects.
While Autodesk Docs served as the foundation of the audit, BSI also evaluated how Autodesk Construction Cloud supports a broader set of workflows referenced within the ISO 19650 framework. As part of this review, BSI looked at how Autodesk Construction Cloud supports model coordination and clash detection activities, how design and construction information moves through structured reviews, and how project safety information is documented and managed across teams.
The audit also considered platform-supporting elements, including Autodesk’s customer support processes and the cloud-security practices associated with Autodesk Construction Cloud's cloud-based environment. Together, these areas formed the wider context of how Autodesk Construction Cloud aligns with additional components of the ISO 19650 framework.
While BSI Kitemark certification requirements recognize that Autodesk Construction Cloud provides the capabilities needed to support ISO 19650-aligned workflows, each organization determines how these capabilities are implemented and governed within its project environments. Key steps typically include:
These decisions shape how information flows across a project and how teams work together throughout the project lifecycle. Autodesk Construction Cloud supports your ISO 19650 journey, whether refining existing workflows or establishing new ones.
In short, the achievement of BSI Kitemark certification means Autodesk gives you confidence that your projects are built on globally recognized standards for information management. It’s assurance that your teams can work in a structured, consistent way, reduce risk, and meet compliance requirements where they matter most.
Whether you’re aiming for smoother collaboration, stronger governance, or a competitive edge in markets that mandate ISO 19650, this certification helps you get there with clarity and trust. And we’re not stopping here; Autodesk will continue to evolve its products to meet your needs and support the future of digital collaboration.
Explore these resources to learn more about how Autodesk Construction Cloud supports your ISO 19650 journey:
When we scroll through the latest headlines about artificial intelligence, it can feel like a never-ending loop of worst-case scenarios and stories of AI misuse. It's easy to get caught up in the negativity. And while there are certainly real challenges to address, it's just as important to remember there's plenty to be excited about.
For Autodesk Chief Marketing Officer Dara Treseder, that hope comes from watching how technology empowers humans to do their best work.
As Dara puts it:
"Technology is not in the driver's seat—we are. So, the sooner we embrace it, the sooner we bring our human ingenuity into technology. AI will lift the floor, but it's human ingenuity that's going to raise the ceiling."
On this latest episode of the Digital Builder podcast, Dara and I explore the positive side of innovation. We touch on how AI is enabling sustainable outcomes and what leaders are doing to attract and train new talent.
Check out our conversation below.
We discuss:
Autodesk's State of Design & Make Report is our flagship research, and if you haven't checked it out yet, you should.
The report looks across all the industries Autodesk serves, including AECO, manufacturing, media, and entertainment. Together, these "design and make" industries employ more than 300 million people worldwide. The goal is to uncover patterns, trends, and insights shaping how we design and build everything around us.
One of the most eye-opening findings this year centers on the industry's digital maturity.
"Eighty-six percent of businesses across all these design and make industries are saying that over the next five years, they want to be fully cloud-based," Dara says. For context, just about 3% of companies today are fully cloud-based.
That gap, she notes, represents a massive opportunity, especially for construction. "The reality is that where we are is a far cry from where we need to be. And in the construction space, I think there's a lot that we can do to solve our customer problems as we bridge that gap."
Of course, it's not just about technology for technology's sake. As Dara puts it, it's about helping teams "deliver faster, on time, and below budget"—and ultimately become the kind of partners clients return to again and again.
You can't really have a conversation about technology without talking about AI. It's become one of the most prominent themes in this year's State of Design & Make Report, showing just how deeply it's shaping the way we work.
Dara points out that "about 70% of construction companies are now realizing that AI is something that needs to be incorporated into workflows."
That said, to truly harness the technology, firms must prioritize training and upskilling their teams.
"What continues to exist is the skills gap. We still do not have the technical skills needed to be able to deliver on utilizing and adopting these tools in a way that can really push things forward," she remarks.
The good news is that Autodesk has already taken steps to close the gap. One way that the company is doing this is by making technology education accessible to everyone.
"We make our software available for free to students and educators all around the world," Dara explains. "If you want to upskill yourself, you can enroll in an accredited institution and use Autodesk software for free to get better at utilizing and bringing in technology into the construction workflow, all the way from pre-planning through to operations."
This might come as a surprise to some, given the environmental concerns around AI, but artificial intelligence can actually enable more sustainable outcomes. This is particularly true in construction, where technology is helping teams design smarter, reduce waste, and optimize resource use throughout a project's lifecycle.
"When we think about getting to those sustainable outcomes, AI technology is changing the game," says Dara. "One of the most successful use cases of AI technology right now is in achieving sustainable outcomes."
According to Dara, "Efficiency is sustainability. Reducing waste is sustainability. All of these things are really important not only to creating buildings that last the test of time, but also creating infrastructure and environments that can stand the changes that we're continuing to see in the environment."
She adds that AI's ability to turn data into actionable insight helps teams make sustainability part of every decision.
"AI helps guide us to make better decisions and can help with optimizing the use of materials, so we leverage them more efficiently."
Autodesk's Design & Make report found that attracting talent is the third biggest challenge for businesses.
To that, Dara says some of the most effective strategies she's seen include improving tech accessibility, being intentional about training, enhancing data visibility, and celebrating wins to make innovation feel real and tangible.
Improve tech accessibility
"Increasing accessibility is so important," Dara explains. "And obviously at Autodesk, we're eating our own dog food. We're leading the way there by making sure that our software is available to accredited institutions."
Giving more people hands-on access to technology not only builds skills but also sparks interest. When potential hires can learn and experiment early, they're more likely to see a future in the industry.
Be intentional with training
It's easy to create training programs, then call it a day. But we can't expect teams to grow if we're not giving them the time, space, and context to truly learn.
In today's fast-moving, competitive job landscape, companies need to be intentional about training their workforce. Also, don't be afraid to get creative and think outside the box.
Dara points to customers hosting local "technology days," where crews drop by for free breakfast or lunch and learn how digital tools can improve workflows. "This really happens locally," she adds. "It happens in the community."
Improve data access and visibility
People can't do their jobs well if they're struggling to get the information they need. That lack of access can lead to workers feeling frustrated and disconnected from the bigger picture.
That's why Dara is a huge advocate for making the right data available, accessible, and shareable.
"People are starting to see, 'Wow, if I want to deliver on stakeholder management from pre-planning all the way to operations, wouldn't it be great if I could easily share my data in real time?'"
Better data collaboration leads to more efficiency, accuracy, and sustainability, which then helps firms attract tech-savvy talent who expect transparency.
Showcase the wins
Finally, show what success looks like. "Bring examples,” advises Dara. “'Here's someone just like you… here's how they did it.”
Sharing real-world stories turns innovation from an abstract idea into something relatable and tangible. When people see peers—a project manager, a contractor, or an owner—using technology to solve everyday problems, it clicks.
"When you have real-world examples, it starts to feel real. It starts to feel concrete and feel grounded in reality," she adds.
Highlighting these wins not only builds trust it also inspires people to want to be part of that success story. When employees and potential hires see real results, it boosts engagement and makes your company a place top talent wants to join and stay.
Digital Builder is hosted by me, Eric Thomas. Remember, new episodes of Digital Builder go live every week. Listen to the Digital Builder Podcast on:
or wherever you listen to podcasts.
If you've worked in estimating, takeoff, or early design coordination long enough, then you've seen how much this space has changed over the last decade. Preconstruction processes have gone from manual and fragmented (lots of spreadsheets and email threads) to becoming significantly more collaborative, data-driven, and tech-enabled.
Preconstruction has gone through immense transformation, but in many ways, we're also just getting started. Owners and contractors increasingly recognize that investing in preconstruction directly reduces risk and improves cost certainty.
With the rise of AI in construction, the continued evolution of teams, and more urgent sustainability goals, preconstruction workflows will accelerate even further. Precon will be more predictive, more automated, and more tightly connected to downstream construction activities.
So that raises the big question: What will the preconstruction process look like in 2030?
Here at Autodesk, we have a few ideas…
Preconstruction today is definitely more integrated, thanks to cloud-based digital tools that keep teams on the same page.
But as projects become more complex and schedules get tighter, there's always room for improvement. This is particularly true in design and estimating.
The good news is that technology continues to support how people work. Tools like Autodesk Estimate are bringing more connection to the preconstruction processes, especially when it comes to connecting estimates with takeoffs.
And in the near future, we can expect design and estimating to not only be more integrated but also highly data-driven.
Imagine getting cost feedback the moment a change is made, with Forma and Autodesk AI creating real-time feedback loops so teams see the impact of each design decision. The same connection carries through to day-to-day work, too. RFIs and Issues flow directly between design and precon, allowing users to spot problems early instead of chasing them down later.
All of that leads to fewer silos, faster iterations, and better collaboration. Contractors benefit from higher-quality projects and better cost and schedule certainty, while owners and architects gain the transparency they need to make confident decisions.
Predictive analytics aren't new, and they're already available for construction teams to anticipate budget and design risks. In the next five years—likely sooner—it will continue to get even smarter.
Teams will be able to leverage predictive analytics to surface risks sooner through historical data and advanced pattern recognition.
In addition, machine learning models will help shape contingency planning on a broader scale. AI will be able to analyze and predict risk factors like market volatility and supply chain disruptions, which then inform better contingency budgets and early design adjustments.
Ultimately, the teams leveraging these technologies will not only reap benefits such as lower costs, more reliable schedules, and proactive decision-making, but they will also stay competitive and outperform those who rely on outdated tech.
Now let's talk about automation in construction. Again, it's not a new concept, and many teams are already using software to put repetitive tasks like data entry and quantity takeoffs on autopilot.
Automation will continue to impact estimators—but not in ways you may think.
Automatic and AI-driven processes won't replace estimators. Instead, their roles will shift from tactical to strategic. The best estimators will harness AI and automation to speed up grunt work and surface insights more quickly, freeing up time to focus on scenario planning, value engineering, and client advisory.
The goal isn't to do less estimating. It's to do more of the high-value thinking that shapes project outcomes.
In the coming years, the skills needed to be a great estimator will also change. Rather than just manual takeoff, spreadsheet manipulation, or chasing down updated drawings, the next five years will call for data literacy and tech fluency that let estimators move beyond number-crunching and into true advisory work.
Conversations around sustainability in construction have shifted from "Why should we do this?" to "How do we actually make it happen?"
Governments, clients, and building end-users are setting higher expectations and asking for projects that balance cost with environmental impact.
To that end, preconstruction teams must better understand the cost and performance impacts of low-carbon materials and greener design choices.
Several tools that enable teams to do these things already exist today (EC3 for Autodesk Construction Cloud is a great example).
And in the next few years, sustainability will become even more embedded in preconstruction workflows
Here's what that could look like: preconstruction will pull in real sustainability data at the planning stage so teams can see the carbon impact of design and material decisions before anything is locked in.
Estimates will include carbon accounting right alongside cost, and teams will be able to evaluate lifecycle impacts early.
This shift will give owners clearer options and help project teams make more responsible choices from the start.
If there's one takeaway from all of this, it's that preconstruction is heading toward a more intelligent and connected future.
The pillars shaping the industry—AI, automation, and sustainability—aren't abstract ideas anymore. They're already emerging in today's workflows, and the next few years will only accelerate their impact.
With all that being said, what do you want your preconstruction process to look like in 2030?
You don't need to have a well-carved-out answer today, but you do need to start preparing for the future. That planning might mean investing in new tools, building data literacy across the team, rethinking roles, or experimenting with more connected workflows.
Pro tip: whatever your workflows look like, Autodesk's Preconstruction Bundle can help support the future of your precon tech stack. Learn more about the bundle and see how it fits into your plans for 2030.
I'd love to hear your take on the future of preconstruction. How are you preparing your preconstruction team for the next decade? What steps are you taking today to build a smarter, more resilient workflow?
Reach out to me through LinkedIn to share your thoughts!
It's no secret that teams today are increasingly across a growing mix of systems and complexity.
More data. More stakeholders. More tools. Managing all of these pieces, particularly amid faster timelines, can be tough if stakeholders are operating in silos.
When you can't share data across platforms and teams, you end up with manual work and outdated info, which ultimately leads to increased risks of rework, delays, and poor decisions.
Enter Bridge, a solution in Autodesk Construction Cloud that enables secure, controlled data sharing across accounts and projects. Bridge helps general contractors, subcontractors, designers, and owners collaborate while maintaining data ownership and control.
In this article, we'll go over five impactful ways to use Bridge to improve collaboration.
Bridge is a cross-project collaboration workflow that lets teams share information securely across accounts and projects. It allows you to:
Sharing data across companies can introduce risk if not managed well. Bridge addresses that by giving you the capabilities to seamlessly collaborate without losing control of your data.
Designed to reduce data fragmentation and improve coordination across the construction lifecycle, Bridge gives teams a reliable way to coordinate without duplicating work.
Teams can now share closed RFIs across projects and accounts, which makes it much easier to carry lessons learned from one job to the next.
Instead of copying RFI details by hand or recreating the duplicate records in a separate hub, Bridge lets you pass that information along with a few simple steps.
Subcontractors and design partners who work inside a GC or owner's project often want to keep a complete RFI history in their own account. Sharing closed RFIs through Bridge gives them a clean way to do that.
With Bridge, users can preserve the full story behind each issue, while helping teams plan future work with better context.
Reference Coordination Workflow (RCW) models in ACC ensure all models from different disciplines (e.g., architectural, structural, and mechanical) share the same real-world coordinate system.
With Bridge, teams can share RCW models across ACC counts to enable real-time collaboration and model alignments. This capability is handy during design coordination, constructability reviews, and preconstruction planning, as it enables teams to work from the most current, clash-resolved model.
All you need to do is link Revit cloud models via ACC Bridge, and you'll enable centralized access and automated updates for all collaborators.
Having teams work with the same coordinated models in real-time paves the way for better communication and decision-making. It also means that folks have a single source of truth, so they won't have to worry about errors, data inaccuracies, or outdated information.
Having the ability to share RCW models also reduces manual file transfers and version-control issues, further streamlining coordination and giving teams more control over how models move between accounts.
As-builts are critical, especially during handover, because they capture what was actually built, not just what was designed. Teams need them to confirm installation details, support facility management, and plan future work.
If you're using Bridge, you can share as-built documents and project information with other ACC projects, accounts, and data storage regions. Whether you're sharing data at closeout or need to transfer documentation to downstream stakeholders or regional teams, Bridge gives you a straightforward way to share everything.
Teams that use Bridge can increase the accuracy of project handover, reduce manual work when sharing documentation, and ensure everyone has access to accurate, up-to-date as-built records, regardless of location. Ultimately, this leads to streamlined operations and stronger collaboration between multinational or global teams.
No matter which phase of the project you're in—design development, coordination, or model publishing—Bridge powers collaborative, standardized workflows. BIM managers, architects, and engineers working across separate project environments can collaborate without needing access to each other's projects.
Since shared models are controlled and isolated from source environments, your IP stays protected. It also prevents teams from using WIP information.
Here are some of the key capabilities of Bridge that make design collaboration easier to manage
Standardized structure: The standardized folder structure is a core component of the Design Collaboration module in ACC. It ensures consistency, clarity, and automation when sharing design data across projects using Bridge.
Team-based organization: Each design team (e.g., architecture, structural, MEP) is assigned a dedicated folder within the project. These folders are structured identically across projects, making it easy to automate data sharing between them.
Shared folder: This is the central location where published packages are stored. When a team shares a package, Bridge automatically copies it to the Shared folder in the destination project, maintaining the same structure.
Consumed folder: Teams can further copy packages from the Shared folder into their own Consumed folder. This allows them to link models directly into their workspaces without altering the original shared data.
Timeline view: The standardized structure enables a visual timeline that tracks when packages are shared and consumed. Bridged packages are clearly marked, helping teams understand the flow of information across projects.
And because the folder structure is predefined, teams don't need to manually configure folders or permissions in the destination project. Bridge handles the creation of equivalent team folders automatically during setup.
All of the above leads to better ways of working. Teams can function more quickly, maintain smooth communication, and ensure consistency across projects and teams. Particularly useful for firms with multi-project and multi-company workflows, Bridge keeps information flowing between all parties.
Bridge doesn't just let you share your latest documents and data; it also helps keep the information current through Automations.
You can automatically sync shared folders and sheets across ACC projects to ensure that receiving teams always have the most current files.
No need to worry about inconsistent data or outdated files. With Bridge Automations, you can give teams access to the latest information throughout the project lifecycle, and most especially during active coordination and document updates.
You also have full control over your automations. Bridge enables users to pause, resume, or delete automations as projects evolve. Teams can monitor and manage automations from a centralized interface, so you always know what's being synced and when
One important thing to note is that automations apply to folders and sheets, not individual files. So if you want to automate file sharing, you must place files in a folder and sync the folder.
For example, a GC can set up folder automations to ensure that any revised drawing placed in the shared folder is instantly synced to the subcontractor's project. That way, stakeholders eliminate the need for manual re-uploads or email notifications.
Want to see Bridge in action? Explore the feature in Autodesk Construction Cloud and learn how to set up your first Bridged project.
We’re approaching the end of the calendar (and in some cases, fiscal) year, which means it’s high time for budget reviews and planning for the following year. For teams that rely on construction technology, year-end reviews are your chance to prove the tools you’ve invested in actually deliver.
To justify continued or expanded investment in your tools, you need to demonstrate that they’ve created real value, whether in the form of time savings, stronger margins, or team and client satisfaction.
The best way to do just that is to speak the language of corporate leaders and use data and measurable results.
We'll walk through how to do just that, so you can walk into next year’s planning sessions with clear numbers and full confidence in your tech strategy.
What kind of ROI is construction technology already delivering real project teams? We've recently released a new report: the Business Value of Autodesk Construction Cloud.
Before you can calculate ROI, you need to define what success actually looks like. That starts with setting clear benchmarks tied to your business goals.
How you measure success depends on the tools you’re using, but generally speaking, they can be categorized into either objective or subjective benchmarks.
These are quantifiable metrics that show real progress or savings over time. They can include:
Subjective benchmarks are softer indicators tied to people and process improvements. They may not be as quantifiable as their objective counterparts, but you can still measure them through tools like pre- and post-implementation surveys, as well as regular check-ins with your teams.
Technology is an investment. And just like any other business decision, you need to be real about what it actually costs. Here’s what you need to consider:
Let’s start with straightforward costs. The direct costs of implementation cover everything you pay upfront or on a set schedule. They include:
Don’t overlook hidden or secondary expenses that can sneak up on your budget. These are costs like:
Once you’ve outlined every cost, run the numbers using this simple formula:
Single Purchase + Avoidable Costs + Recurring Costs = Total Market Cost
This helps you go beyond what’s on the invoice, so you can see the true financial picture. When you have the full idea of how much something costs, you can make smarter budgeting decisions and better assess your ROI.
Once you’re fully aware of the costs, it’s time to look at the flip side: what you’re getting in return.
Depending on the tech you’re investing in, those benefits can come in the form of higher productivity, faster delivery, fewer delays, and stronger profit margins. Consider the following.
When technology automates repetitive tasks or streamlines workflows, your crews can focus on high-value work instead of admin. That means fewer idle hours and smoother project execution overall.
How to quantify: Compare the number of labor hours required before and after implementation. Track time saved per task or per week and multiply by your average hourly rate to see real dollar savings.
Digital collaboration and real-time updates keep everyone aligned, which can eliminate waiting on information or approvals. As such, teams move faster together and they’re able to finish projects sooner.
How to quantify: Measure the average number of days saved per project since implementing a new solution. Then, calculate the value of that time based on daily overhead or potential new revenue from earlier project starts.
Tech that improves visibility and version control can significantly reduce mistakes.
How to quantify: Compare rework percentages before and after adoption. Multiply the reduction by your average cost of rework to calculate savings over time.
Throughout the process, keep your focus on results that you can tie back to your investments. Some of the questions you should ask are:
The above questions can be answered by analyzing your project data, conducting team and client feedback sessions, and comparing historical metrics. Look at trends over several projects, not just one. The goal is to connect the dots between your tools and measurable outcomes, so you can clearly show how technology drives results.
So you’ve quantified the benefits using your chosen metrics (e.g., hours saved, errors reduced, or days shaved off schedules). The next step is to turn those results into a clear financial picture.
Your approach here will vary based on the tools and workflows you’re evaluating. But the key is to leverage financial models, so you can attach hard data to your ROI story.
When field teams operate more efficiently, construction project managers and supervisors spend less time chasing updates or reviewing paperwork. That extra time can go toward higher-value work, like planning or business development. Calculate the total number of supervisory hours saved, then multiply by the average hourly rate to find your savings.
Cost Savings = (Hours Saved × Average Hourly Rate) × Number of Supervisors
Finishing projects sooner means lower overhead and the ability to take on new work faster. Whether that’s reduced equipment rentals, shorter site management costs, or extra billable days gained, every saved day adds up. Multiply the number of days saved by your average daily operating cost or potential daily revenue to get your dollar figure.
Schedule Savings = Days Saved × (Daily Overhead Cost + Average Daily Profit Opportunity)
Rework eats into profit margins. Costs for materials, labor, and lost time all add up. When technology cuts rework by improving coordination and visibility, those savings are tangible. Calculate the average cost of rework per project, then determine how much that amount has decreased since adopting a software solution. The difference equals your savings.
Rework Savings = (Previous Rework Cost – Current Rework Cost) × Number of Projects
ROI = (Quality Savings + Schedule Savings) – Software and Hardware Costs) / (Software and Hardware Costs) × 100
This formula captures the total return from quality improvements and faster project delivery. It shows how much value your tools create compared to their cost. Use this when you want to highlight broad operational gains like fewer delays or better coordination.
ROI = (Personnel Cost Savings – Software and Hardware Costs) / (Software and Hardware Costs) × 100
Here, we focus on efficiency gains, such as how much labor cost you’ve saved relative to your investment in technology. It’s beneficial when evaluating tools that automate repetitive tasks or reduce supervision hours, essentially showing how your team gets more done with the same (or fewer) resources.
Return on investment is a hard, quantifiable measure, but in some ways, it’s also subjective because the actual value of technology depends on how your team uses it. The samples discussed above should serve as inspiration, but at the end of the day, your ROI calculations should align with your business goals.
Here’s a look at a few scenarios to illustrate how a firm’s tech ROI can come to life in different ways.
When technology reduces repetitive admin work, the hours saved can be reinvested in activities that move projects forward. Teams might use the extra time to take on additional projects. Over time, this leads to higher throughput and revenue potential without increasing headcount.
ROI formula in this scenario:
ROI = (Value of Additional Work Completed – Technology Costs) / (Technology Costs) × 100
Some firms use their time and efficiency gains to focus on quality rather than quantity. When teams have more breathing room, they can spend time reviewing designs and coordinating better with stakeholders. This leads to fewer rework cycles, smoother construction closeouts, and stronger client relationships—all of which contribute to higher profit margins and repeat business.
ROI formula in this scenario:
ROI = (Rework Savings + Quality Improvements – Technology Costs) / (Technology Costs) × 100
Evaluated costs and benefits? Check. Customized and calculated the ROI formula? You’ve done that too. Now it’s time to make your case and obtain buy-in from your decision-makers. Here are some best practices that can help you present your ROI in a way that wins their support and budget.
Numbers tell one part of the story, but your business case ties it all together. Use your ROI metrics to back up requests for renewals, upgrades, or new tech investments. Show how the technology pays for itself by saving time, reducing risk, or driving more work with the same resources.
Frame it as a productivity multiplier, not just another cost center. When leaders see how tech creates measurable gains in efficiency and profitability, your proposal becomes a strategic investment.
Once you have a solid case, present it to key stakeholders, including your executive team and members of your finance and operations departments.
Recognize that a one-size-fits-all presentation won’t cut it. You need to tailor your message to what matters most to each audience.
If you’re talking to execs, then focus on how technology supports long-term strategy, competitiveness, and growth.
Meanwhile, those in your finance team would appreciate seeing actual numbers—total cost of ownership, payback period, and ROI percentage.
As for operations? Highlight how tech makes day-to-day work smoother, safer, and more predictable.
No matter who you’re presenting to, you can beef up your case by showing proof from the broader industry. You should demonstrate how other construction firms are driving measurable returns from their tech investments. Doing so helps build credibility and secure the support of your leaders.
Our recent report, The Business Value of Autodesk Construction Cloud, helps you do just that by quantifying the tangible impact of technology across firms worldwide.
The report discusses findings from 200+ GCs, owners, and specialty contractors, and sheds light on how construction tech can help drive measurable business outcomes.
Beyond the survey findings, Autodesk also includes ROI metrics from customer case studies to illustrate real-world improvements in efficiency, quality, safety, and profitability.
Together, these insights paint a clear picture of the measurable value construction technology delivers, giving you a trusted benchmark to reference in your own ROI story.
Even with the right data, it’s easy to overlook a few key factors that can throw off your ROI results. Here are some mistakes to watch out for.
Tech adoption isn’t just plug-and-play. It takes time for teams to learn new systems and adjust their workflows. If you don’t factor in training hours or the short-term productivity dip that often comes with change, your ROI numbers may look inflated. Include these transition costs to get a more accurate picture.
It’s tempting to treat ROI as a cost-cutting exercise, but that only tells half the story. The real power of construction tech lies in what it enables—faster delivery, stronger collaboration, and better decisions. When you measure value creation, you show leadership how technology drives growth, not just savings.
Not every return shows up in a spreadsheet. Smoother communication, fewer misunderstandings, and happier clients all create long-term value. These qualitative benefits can lead to repeat business, stronger partnerships, and a more motivated team. Use surveys, feedback loops, and project reviews to capture these gains alongside your hard metrics.
Your ROI insights shouldn’t live in a spreadsheet; they should power your next big decision. When you can clearly show how technology drives savings, productivity, and growth, you turn your year-end review into a springboard for smarter investments.
The Business Value of Autodesk Construction Cloud report gives you the data to back it all up, with:
Download the report to strengthen your business case and make ROI your competitive edge in 2026.
In the world of construction project delivery methods, design-build has proven to give teams a leg up on speed and streamlined execution.
Data from the Design‑Build Institute of America (DBIA) shows that design-build projects are "61% faster than Construction Manager at Risk (CMR)" and "102% faster than DBB" from design through completion.
Design-build is clearly reshaping how teams collaborate and deliver work. And because nobody knows this space better than the DBIA, I'm excited to say that today's guest brings a great perspective straight from the source.
In this latest episode of Digital Builder, I'm joined by Brian Skripac, Director of VDC at the Design-Build Institute of America. We chat about how design-build works in practice, common myths, and the role technology plays in making it all possible.
We discuss
When it comes to project delivery methods, it helps to understand the options most teams rely on today. Brian names the "big three" of delivery methods: design-bid-build, construction manager at risk (CMAR), and design-build.
Design-bid-build was historically the default delivery method for many organizations. However, the industry has evolved. FMI Corporation projects design-build to represent over 47% of spending by 2028 and account for $2.6 trillion of construction spending over the 2024 – 2028 forecast period.
The design team hands off a finished set of drawings, the project goes out to bid, and the lowest price usually wins. That low bid structure feels predictable, but it often puts teams at odds. Brian puts it plainly: under this model, the designer's goal is to "produce a set of documents and give them to the owner," while the contractor doesn't see what's in those documents until it's time to price and deliver the work. This disconnect leads to surprises and tension that later surface as change orders or rework.
CMAR sits somewhere in the middle. You get earlier contractor input, which helps with pricing and constructability, but the design work and construction responsibilities are still split. Teams collaborate, but not as fully as they could.
Then there's design-build, where the designer and builder work under a single contract. Instead of choosing a team based only on price, owners can use "a qualifications-based selection process," which Brian highlights as a major shift in mindset.
Why design-build is ideal for many teams and projects
Design-build has a reputation for delivering smoother projects, and Brian calls it a "sweet spot" because it brings the entire team together early and aligns everyone under a single contract.
"You have the owner forging a contract with a design builder, and that design builder is responsible for design and construction services," he explains.
Beyond the unified contract structure, design-build also gives teams more room to collaborate, which sets the stage for stronger outcomes.
"We have a team that's working together from the outset and trying to define a common solution for the owner as opposed to a design professional saying, 'My end goal is to produce a set of documents and give 'em to the owner and the contractor not knowing what's in those documents."
Brian continues, "Having those teams move together and progress through the design is a really different and unique opportunity, and you're all bound by the same contract, so you're all working for the same goal."
Design-build has grown quickly over the last decade, but many teams still hold outdated assumptions that don't align with how the model actually works. Brian sees these misconceptions often, and most of them stem from past projects that struggled for reasons unrelated to the delivery method.
One of the most common beliefs is that owners give up decision-making power once they choose design-build. Brian hears this all the time. "The owner doesn't have any control in the project," people will say.
Another worry is that architects or engineers lose their voice once they sit under the design-builder contract. But Brian points out that this fear usually comes from legacy project structures where teams feel siloed or shut out.
Some teams also assume design-build comes with a premium. Brian hears claims that "it costs more, it takes longer, it's too much risk for the owner." But real data tells a different story:
"We do annual reports with FMI and surveys, and they've shown data that says design-build projects are delivered quicker," shares Brian.
"They end up coming in on or under budget. It's less risk for the owner. You have higher quality delivery, and you have more opportunities and flexibility for how you procure the projects."
Where do these myths come from?
Most of these misconceptions trace back to other project problems, not the delivery method itself. If a team was mismatched or communication broke down, it's easy to blame the process.
"I think some of those issues come from bad experiences from projects, but folks blame it on the delivery method," says Brian.
He stresses that design-build should be intentional.
"Design-build teams are assembled to pursue the project. It's not a forced marriage where a lot of confrontation may come into play. So when you're working together, you can really minimize that."
Technology has always shaped how construction teams work, but in design-build, it plays an especially powerful role. Here's how Brian sees it.
A shared model changes everything
Design-build, when empowered by technology, eliminates silos and lets teams work from one source of truth. Brian describes the shift: "We have the opportunity to collaboratively build these models for the built environment. We're sharing information from day one."
Cloud platforms make it possible for designers, builders, trade partners, and owners to view and contribute to the same environment instead of passing static documents back and forth.
This transparency isn't just convenient. It helps teams work smarter. The owner "has transparency and an opportunity to visualize what's going on," while the rest of the team can flag issues earlier, coordinate systems, and prepare for long-lead items without guesswork.
Better planning from the start
Technology also strengthens early planning. Brian says one of his favorite moments is sitting in those first pull planning meetings and asking, "Alright, we have this milestone deliverable. What do we need to get?" That collaboration helps the structural engineer, steel fabricator, architect, and trades align on sequencing and requirements long before construction begins.
Shared models improve coordination, too. Teams start to see "those fabrication details," understand where framing will land, and anticipate conflicts, such as gusset plates or leader lines that won't fit in tight spaces. These insights eliminate costly rework and reduce downstream surprises.
Interested in design-build but not sure where to start? Brian says the best thing you can do is "get educated on it."
"Come visit us at DBIA," he remarks. "We have courses and we have education. Hear from your peers in the industry who understand how it's being executed properly."
Beyond that, Brian says teams must recognize that design-build isn't just a contract structure. It's a different way of working, and success depends on how well teams communicate, collaborate, and build trust.
"I think that's the biggest thing. It's more than just a delivery method. It's a larger strategy".
Digital Builder is hosted by me, Eric Thomas. Remember, new episodes of Digital Builder go live every week. Listen to the Digital Builder Podcast on:
or wherever you listen to podcasts.
Having several preconstruction solutions might feel like you're covering all your bases. After all, multiple tools mean more features, which means more capabilities to enable better outcomes… right?
Not quite.
Juggling various tools often leads to inefficiencies and data silos, especially when they're not integrated. This issue is far more common than most teams want to admit. Case in point: we surveyed our preconstruction advisory group at Autodesk to ask about the number of tools they use. The lowest number of tools used was 10, and the highest was 20. Members shared that many of these tools were disconnected, under various user management systems, and captured multiple data sources.
That's hardly a recipe for efficiency. Remember, the goal of optimizing preconstruction is to de-risk the project upfront. Having disconnected tools does the opposite: it adds more risk because information gets scattered and accountability becomes harder to track.
This article will cover the inefficiencies and risks of a non-integrated precon tech stack and explain why a tightly connected preconstruction platform is essential for reducing risk in your projects.
Having 10 to 20 different tools for preconstruction seems excessive. So, how do teams end up adopting and settling for multiple, disconnected solutions?
Teams can sometimes operate solely in their own lanes, so it's up to each group to pick tools that solve their specific problems without coordinating with the broader department. As more tools pile up, no one stops to ask whether these solutions work together. Over time, technical debt creeps in and you're left with siloed data, inconsistent processes, and a tech stack that no one fully understands.
When a new tool promises something exciting (e.g., a new AI-enabled feature), it can be tempting to jump on it right away. But if that software doesn't fit into your existing ecosystem, you could end up with an application that doesn't add a lot of value. You end up creating extra steps, duplicating data, and adding friction to workflows.
It can be a classic case of "better the devil you know." Staying with what you're used to can feel safer than tackling the messy work of consolidating tools. Even if your current setup is clunky, at least it's familiar. But holding onto outdated, disconnected systems only makes the problems grow. The longer teams wait, the harder it becomes to unwind the complexity and move toward something better.
It's no secret that cobbling together tools leads to technical debt. It slows teams down and creates more work than it solves. But beyond that, a scattered tech stack can also result in headaches like:
The lack of streamlined workflows not only slows teams down and creates friction, but it also leads to more serious risks that can hurt projects. Consider the following.
When teams rely on separate tools, information gets passed around in different formats and contexts. It's easy for assumptions to sneak in or for someone to miss a key detail during a handoff.
A small slip, such as an outdated quantity or a missed spec, can snowball once the project moves into estimating or buyout. By the time the mistake is caught, you're looking at rework, delays, and frustrated stakeholders.
When data lives across many systems, everyone ends up with their own version of the truth.
Picture a scenario where the precon team updates pricing in one tool, but the design team is still working from last week's numbers in another. This type of situation creates confusion, slow decision-making, and can even throw off the project budget.
Disconnected tools make it difficult for teams to see the same information at the same time. That lack of visibility leads to misalignment around scope, priorities, and expectations.
Maybe the GC believes a scope package is ready to move forward, while engineering thinks it still needs refinement. Or the owner is basing decisions on outdated reports. These disconnects often turn into change orders, delays, and unnecessary tension between teams who should be collaborating toward the same goal.
When it comes to disconnected software, there's almost always one common culprit in the middle of it all: Excel.
But Excel still dominates preconstruction workflows, mainly because it's accessible and most estimators are familiar with it. Spreadsheets are accepted as the status quo, but sticking to them leads to issues like:
And those issues above aren't just minor headaches; they have serious real-world consequences, including delays, mistakes, and missed opportunities.
The solution here is to leverage tools designed for the construction industry, rather than sticking to an extremely limited general tool (no matter how comfortable it may be to use).
If you've read this far, you likely already see the value of a connected preconstruction platform. The question is, how do you get your organization's stakeholders to recognize that value and rally behind the change?
Corporate leaders and decision-makers often respond to data. If you're looking to revamp your tech stack and leverage a connected platform, you need to calculate ROI and demonstrate the tangible benefits of moving away from fragmented tools.
These can include:
Another thing that will help your case is to share industry data and real examples from other construction firms.
The Business Value of ACC report does exactly that, by highlighting survey insights and verified case study metrics that show how connected workflows improve project performance.
There are many methods for calculating the costs of non-integrated tools, but one of the easiest is to estimate the time you lose when your systems aren't connected.
Here's a simple formula you can use:
(Hours spent on finding data/information + hours spent on duplication + hours fixing errors) × hourly rate
= hidden cost per week
For example, if your team spends 3 hours a week finding the right files and information (e.g., estimates, correct version set for drawings, etc.), 3 hours a week re-entering data, another 2 hours fixing issues caused by mismatched spreadsheets, that's 8 hours lost. Multiply that by an average hourly rate of $60, and you're looking at $480 per week, or nearly $25,000 a year—from just one estimator.
If you're open to it, share your results in the comments or tag me on LinkedIn so we can keep the conversation going.
The cost of juggling disconnected tools adds up quickly. A unified preconstruction platform helps teams reduce errors and focus on what actually moves projects forward.
Ready to unify and streamline your preconstruction workflows? Check out Autodesk's Preconstruction Bundle today.
Complexity in construction only continues to rise driven by environmental constraints, regulatory compliance, supply chain costs, and talent gaps. To stay competitive, designers and builders must navigate this complexity strategically, and increasingly, they are turning to agentic AI.
AI agents are systems that can not only reason and synthesize information – like we often see with assistants like ChatGPT or Gemini – but these systems can also make decisions and execute on the outcomes that we define for them.
Agents can connect to different data and tools using Model Context Protocol (MCP), which is a big leap forward in what’s possible with AI in construction. This blog explores what MCP servers are, why they matter, and how they can reshape construction workflows.
You can also watch or listen to our recent podcast to learn even more about MCP servers in construction:
MCP is an open standard created and published by Anthropic for a large language model (LLM) to communicate with external tools, APIs, and data sources. Think of it as an API for a large language model to discover and connect to data sources and tools.
Before MCP, AI capabilities were contained within individual tools or standalone assistants. With MCP, the agent can connect across multiple data sources and tools. Users can define an outcome as well as provide context on how to execute. This enables the agent to connect data across systems and databases. MCP expands the ecosystem of tools available for agents and speeds up their execution.
An MCP server includes three main components:
If you’ve ever worked with traditional APIs, then you know that they're powerful. That being said, APIs require you to hard-code integrations at development time—every connection is permanently baked into your application until you redeploy. If you want to add a new service or change an integration, you need to write code, test, and ship updates.
On the other hand, the LLM using an MCP makes runtime integrations and configurations. The AI discovers available tools when it runs, so you can add, remove, or swap services needed to complete a workflow, all without changing code or redeploying.
In the agentic world, developers will build MCP servers on APIs, making APIs understandable for LLMs. What’s different now is that with those MCP servers, many more people can more easily build custom workflows and automations.
| Traditional APIs | MCPs (Model Context Protocols) | |
| Ease of use | Developer-driven; requires scripting, coding, and in-depth documentation. | Accessible to more people —AI agents can query data or trigger actions using natural language. |
| Speed and scalability | Limited by what they’re programmed to do; expanding functionality requires new code and time. | Dynamic and adaptive; AI agents can discover new capabilities within connected tools as they evolve. |
| Context sharing | Only shares what’s explicitly requested; lacks awareness of broader relationships. | Shares full project context—like model data, file relationships, and user intent—for more intelligent decisions. |
| Maintenance | Needs frequent updates when systems change or APIs break. | Uses a shared protocol that connects to LLMs that adapt automatically to different tools and environments, reducing upkeep. |
Construction teams deal with more data and digital tools than ever but connecting all of that can be challenging. MCP servers simplify how people and software interact, breaking down barriers between platforms and unlocking true AI-powered collaboration. Consider the following:
MCP servers make advanced technology more approachable. Instead of needing deep technical know-how or coding skills, teams can interact with complex systems through natural language. This levels the playing field and speeds up adoption.
By connecting AI agents to the right data, MCP servers enable automated workflows like BIM validation, schedule optimization, and defect detection. Tasks that once took hours of manual coordination can now run automatically in the background.
Partnering with agents, we can experiment and iterate faster. We are no longer constrained by the cost of making a change (people’s time). Considering the impact of alternative options, like material or design choices for sustainability, can now be done in minutes instead of days. This expands our ability to experiment and make the outcome better.
When leveraged properly, MCP servers can transform how construction teams work. Here are some potential opportunities that can be built. Consider this as a starting point for your teams to begin exploring how they can save time and be more efficient using agentic AI.
Instead of spending hours manually checking models, AI agents can connect to BIM data and scan for invalid elements or clashes in real time and recommend alternatives. The engineer still needs to review the agent’s recommendations, but they are freed from having to find the clashes manually and clean them up.
With the right data context, AI can suggest smarter design tweaks—like rotating a building 30° for better daylighting or adjusting material choices for cost savings. MCP servers make these insights possible by bridging modeling tools and performance analytics.
Agents can analyze photos or sensor data from the field to detect installation errors early. They can even generate punch lists and documentation automatically, freeing up superintendents to focus on higher-value work.
Generating spec books and takeoffs manually is tedious. MCP servers let agents pull structured data directly from drawings and models, cutting hours of documentation time.
Ready to see what MCP servers can actually do? The good news is, you don’t need to be a developer to start experimenting. Whether you’re curious about automating BIM tasks or integrating AI into your project workflows, you can begin small and build up gradually
Start by playing with tools that already support MCPs, like Claude Desktop, ChatGPT, or Cursor. These platforms make it easy to connect to locally hosted MCP servers and test how AI agents perform tasks such as model analysis, data validation, and content generation. Think of it as sandbox mode for AI-driven construction workflows.
If you want to go hands-on, try creating a basic Node.js MCP server. For example, Autodesk’s “Count R’s” tutorial walks you through setting up a simple local server that counts how many times the letter “R” appears in a string. It’s a light, approachable way to learn how AI agents recognize tasks they can’t solve on their own and delegate them to your server.
Explore MCP marketplaces that make it easy to find, connect, and deploy third-party tools built for AI-powered construction workflows. At Autodesk, we are building MCP servers into our portfolio. Built specifically for design and make agent workflows, Autodesk MCP servers (coming soon) can streamline workflows and help you extract more value from your digital tools.
Start simple and then scale. As you get comfortable, use AI prompts to trigger multi-step tasks: pulling model data, running design checks, or generating reports automatically. Over time, you’ll build an MCP-powered ecosystem that feels less like managing software and more like collaborating with a digital project assistant.
Autodesk isn’t slowing down. We're moving into an AI-powered future, with MCP servers facilitating everything from intelligent design to automated construction insights. Here’s what’s ahead for upcoming developments:
Autodesk Assistant will soon run on MCP infrastructure. This means users in Revit, AutoCAD, Civil 3D, and Autodesk Construction Cloud can rely on a consistent and context-aware experience across tools. In the future, users could collaborate with Autodesk Assistant to do everything from setting up projects to checks against specifications and standards, automated model updates, and much more. Furthermore, multiple Assistants will be able to “talk” to each other, sharing project context across applications and disciplines.
Autodesk is also building public MCP servers, starting with – Revit, Model Data Explorer, and Fusion Data. In the future, we envision a design and make marketplace with Autodesk public MCP servers and third-party MCP servers. Think of it as an app marketplace for AI-powered automation. You can find solutions and then deploy trusted, compliant, and ready-to-integrate MCP endpoints without heavy custom development.
MCP servers and AI agents are setting the stage for a future where every workflow becomes faster, smarter, and more connected.
MCP-enabled AI agents can analyze materials, carbon output, and construction methods in real time. This helps teams experiment more and deliver better outcomes without slowing project progress. Whether it’s selecting low-impact materials or optimizing building orientation for energy efficiency, design decisions will be guided by instant, data-driven insight.
AI agents won’t feel like “add-ons”. Instead, they’ll be built right into how people work. Designers, estimators, and field teams will collaborate with AI assistants that validate models, generate schedules, flag risks, and even handle documentation behind the scenes. These tools will quietly eliminate friction and free up time for creative problem-solving. And our job will evolve to define outcomes for the agents and provide them with the right context and resources to be successful. This is a new way of collaboration that will power more experimentation, more innovation, and better outcomes.
The jobsite of tomorrow will blend augmented reality (AR), voice, and visual interfaces powered by MCP servers. Imagine viewing a model overlay through AR glasses and asking, “Show me what’s behind this wall,” or “Flag all missing components.” The MCP framework connects that command to real-time data and executes it instantly.
MCPs will unify project data across design, engineering, and construction platforms to create shared digital environments from where everyone works. No more data silos or double handling, just seamless collaboration across teams and tools.
The future of construction is being built right now. MCP servers are quietly connecting the dots between tools, data, and teams. And agentic AI offers an entirely new approach to tackle the increasing complexity of construction. Companies that experiment today will shape how the industry works tomorrow.
Ready to uplevel your AI construction workflows? See how Autodesk MCP servers can help you simplify workflows, improve collaboration, and build smarter.
Part of the world-renowned Royal BAM group, top-tier civil and engineering company BAM UK and Ireland is known for delivering flagship construction projects. Whether creating or enriching buildings or infrastructure, it thinks beyond the build and focuses on the bigger impact.
When the firm won the contract for Ireland’s new National Children’s Hospital (NCH) campus in 2016, it knew it could maximise impact through its partnership with Autodesk. The companies had built a productive relationship over several years of collaboration on digital transformation initiatives.
Designing and delivering a huge world-class hospital involves managing an extraordinary amount of data. Ireland’s new National Children’s Hospital (NCH) is a high-profile project and a complex challenge, as it brings three hospitals together into a single campus with room to grow.
Working closely with Autodesk, BAM adopted the latest building information modelling (BIM) platform technology seamlessly throughout the project, culminating in a world-class facility with a data-rich digital twin.
“It's great to have a company like Autodesk behind you, supporting you whether it's a strategic deployment of a product or a technical answer.” - Greg Byrne, DPS Business Partner, BAM Ireland and UK
Set in the middle of a dense urban area, NCH has 6,500 rooms including 22 operating theatres, 60 ICU spaces and 380 individual in-patient rooms.
Taking a holistic approach to healthcare, it also has overnight accommodation beds for parents and playgrounds on site. It also includes a third-level education centre, with lecture theatres, seminar rooms, collaboration spaces and a library for up to 2,500 students.
The complex project, split across five main areas, demands precise coordination among teams, including over 100 subcontractors. For Greg Byrne, establishing a common data environment (CDE) was vital. He knew it would improve collaboration and ensure access to accurate, up-to-date project data for all stakeholders.
Since the start of the project, BAM has partnered with Autodesk for its CDE. Over the years, the teams have adopted the latest platform technology, moving from BIM360 Classic to BIM360 Next Gen and now Autodesk Construction Cloud (ACC) to ensure they always had state-of-the-art tools, workflows and connectivity. “The tools are getting simpler and easier all the time,” Greg explains.
And partnering with Autodesk has meant easy access to expertise and support. “Autodesk wants to make BAM's use of its tools a success,” he adds. “It's great to have a company like Autodesk behind you, supporting you whether it's a strategic deployment of a product or a technical answer.”
Tagging NCH’s assets – including each room – with QR codes helps BAM ensure everything is ready for handover in a comprehensive digital record for the client.
“There are a number of important tools in ACC,” says Arran Timms, project fitout manager – construction for the National Paediatric Hospital Development Board. “But from a client owner perspective, the assets module is the backbone of everything. By the time you get to the end of the job, it's complete. It’s ready to go.”
From BAM’s perspective, asset tagging brings new levels of efficiency: team members can provide live feedback on any issue by scanning the room’s QR code. Sinead Rogan, BAM’s mechanical electrical plumbing (MEP) manager for NCH, describes it as “instant information at your fingertips – which is a game changer.”
“It’s an incredible building. What we’re going to be delivering to the children of Ireland is truly extraordinary.” - Arran Timms, project fitout manager – construction, National Paediatric Hospital Development Board.
With a construction timeline spanning eight years, BAM finished sections of NCH long before handover. It must keep these areas safe and pristine – while construction work carries on around them.
BAM’s partnership with Autodesk presented a solution: Autodesk Tandem, newly developed cloud-based digital twin software. While piloting Tandem, BAM configured a digital twin to monitor temperature and humidity continuously in critical rooms housing IT infrastructure.
It installed water leak sensors to proactively detect any seepage, and added door sensors to track room access – ensuring server rooms remain secure and any unusual activity is logged.
Autodesk Tandem aggregates data from sensors and BMS systems, providing visual context with heatmaps overlaid on spaces and systems, as well as time-series charts with thresholds to give quick visual cues for data outside tolerance. Tandem lets BAM verify for the client that it is properly maintaining completed rooms, significantly reducing operational risk and avoiding expensive penalties.
Autodesk Tandem also enhances the project handover, enabling data, documents and links to be associated directly with assets in a 3D visual environment – bridging the gap between NCH’s construction and operations. Even without BIM expertise, owners and facility managers will have easy access to information in their Tandem digital twin.
As that handover approaches, the client is impressed with what BAM has accomplished – a state-of-the-art medical facility built for the future, with minimal disruption to its urban surrounds. As Arran says, “It’s an incredible building. What we’re going to be delivering to the children of Ireland is truly extraordinary.”
Looking beyond its NCH handover, BAM sees its partnership with Autodesk growing through new projects and new technologies. “Having an enterprise business agreement and partnership with Autodesk is important because it gives us a roadmap of what’s coming along and allows us to use cutting-edge tools,” says Greg.
“Software changes quickly, and you have to think about the long term. If you're not with the right partner at the right time, you can miss opportunities. So, Autodesk’s future support is going to be critical.”
