Last year was a tough period for a lot of folks, particularly in Southern California, which experienced devastating wildfires that destroyed around 19,000 structures, 16,000 of which were single-family homes.
Rebuilding efforts are well underway, and to learn more about how recovery is unfolding, I caught up with Ben Stapleton, Executive Director at USGBC California. In this episode, Ben discusses what it takes to rebuild after the wildfires, how climate change is reshaping our communities, and why action, education, and resilience matter now more than ever.
We discuss:
The scale of the 2025 wildfires in Southern California is still hard to fully process. Entire neighborhoods were impacted. Families were displaced. And the rebuilding journey ahead is long. Ben recalls that in the weeks after the fires, communities rallied and plans formed quickly. But that early momentum doesn't last forever.
“We're helping each other, and there's this high that comes from that. But then the action fades. People move on. We're in this dip right now, and the reality is it's going to take five or 10 years to rebuild from this,” he says.
Through his work on the LA County Blue Ribbon Commission, Ben saw just how complex recovery is. Still, one thing stood out. Access matters. Compared to other disasters, LA’s recovery moved faster because resources were available.
“We were already much further ahead of recovery than the folks who lived through the Lahaina fire in Maui. And that's simply because of access to resources and supply chain.”
That perspective shaped USGBC California’s response, and the team focused on educating and coordinating with key community members. They unified green building groups across the country and leaned on lessons from past fires.
This helped Ben and his team gather even more insights and set clear goals for recovery.
For example, Ben initially told his team that if they could help 20% of the roughly 16,000 destroyed homes be rebuilt in a more resilient and sustainable way, that would be meaningful progress. But those expectations quickly shifted.
“I talked to a gentleman who managed a lot of the recovery from the Marshall Fire out in Colorado, and he said that by educating the public and the contractors and by creating some availability incentives, they were able to get 80% of homes rebuilt to be all electric and more resilient and sustainable.”
Natural disasters like wildfires can feel completely out of our control. And while there are a lot of aspects that are out of our hands, there are things we can do to better prepare our homes and communities.
Simple steps like protecting vents, closing eaves, using more fire-resistant materials, and avoiding attached structures can reduce wildfire risk. A lot of these things aren’t difficult or expensive to do. The gap, says Ben, is in awareness and education.
And so, USGBC California stepped in to fill that gap, through efforts like:
“I found there was no one owning this space, and the education could do so much,” Ben remarks.
“We need to start taking more ownership as communities on how we care for each other and how to respond to a disaster. We’d like to think our first responders are the fire department and the police, but honestly, it's probably your neighbors. So, how are we lifting each other up in those events of disaster and putting the tools and infrastructure there to support that?”
Even when people want to rebuild greener and more resilient, cost can be the biggest barrier.
To this, Ben says that USGBC California set out to make rebuilding more affordable and accessible. Instead of leaving homeowners and contractors to navigate pricing on their own, the team created a shared marketplace designed to lower costs through scale.
“We white-labeled a platform by a company called Building Ease, and we created a rebuild marketplace,” Ben explains
When people in the same area need similar materials at roughly the same time, those purchases can be bundled. That gives manufacturers an incentive to compete on price.
“If people are going to purchase a hundred grates, they might get, say, a 25% discount. And you can see it as a neighbor and go, ‘Oh, there's a bunch of people here purchasing heat pumps. If I get on that, I can drop my cost by 15%.”
He continues, “We’re trying to get these things out there to see how we can do this a little bit differently.”
Rebuilding is always a challenge. For those dealing with the aftermath of the Southern California fires, those hurdles include the following.
Supply chain and logistics
Los Angeles already struggled to build housing before the fires. “The LA region built about 12,000 homes in the last decade,” Ben says. Now, communities are trying to rebuild roughly 16,000 homes in just a few years.
Developers feel the strain. “We need 20 to 50 more of us,” Ben recalls hearing from builders. “There’s no possible way we can build enough.”
Electrification costs and knowledge gaps
While all-electric homes can lower utility costs over time, upfront pricing can be steep.
“I’m hearing from people who are rebuilding that those costs are coming in 25 grand, 30 grand more,” Ben said.
The issue isn’t the technology. It’s execution. Many contractors don’t yet know how to design all-electric homes efficiently, including eliminating gas infrastructure altogether. Until that knowledge gap closes, costs stay higher than they need to be.
Landscape, fire risk, and competing priorities
Homes get most of the attention, but landscape matters just as much. Fire safety guidelines often call for bare zones around homes, especially within the first 5 feet.
“We can’t have no vegetation in entire areas of the city,” Ben said. Urban communities already face heat, biodiversity loss, and water challenges. The better path is smarter design, using native oaks, grasses, and shrubs that reduce fire risk while restoring ecosystems. “That’s the future,” Ben said. “And we could do that now.”
Insurance and labor pressures
Insurance may be the toughest challenge of all. Even when owners rebuild to the highest code standards, coverage isn’t guaranteed.
“You could rebuild your home, follow all the rules, and you still may not be insurable,” Ben explained. Insurers often assess risk at the community level, not the property level.
Layer on labor shortages and rising costs, and rebuilding becomes even harder. Without changes in how insurance, workforce, and education come together, these challenges will continue to slow recovery when communities need momentum most.
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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As a construction project manager, a key part of your role is navigating change throughout the project. The ability to effectively handle shifts and curveballs is especially critical because project changes are, for the most part, inevitable.
Even the best-laid construction plans can shift, depending on what reality looks like in the field. And with ongoing material shortages and labor constraints, those changes can carry a higher risk than ever before.
The best project managers recognize this, and they know how to anticipate and absorb change without letting it derail budgets, schedules, or team trust.
Our recent webinar, From Chaos to Calm: Navigating Change in Construction Project Management, sheds light on practical steps you can take to manage project changes and how Autodesk Construction Cloud (ACC) can help.
Want to see how leading teams are turning constant change into a competitive advantage? Watch the full webinar on demand.
We mentioned this above, but it’s worth repeating: project changes are inevitable.
This is true across industries, but in construction, change is uniquely difficult to manage because projects are built in the real, physical world. There’s no undo button in the field. Unlike digital projects, which can typically be rolled back, construction projects require actual physical labor and materials.
Plus, there are various trades on site together, and when each trade’s work relies on another, a single change can ripple across schedules, scopes, and costs.
Then there are the ghosts of changes past. This is when past changes and decisions come back to haunt you in the form of a dispute.
One of the best ways to manage project changes effectively is to treat them as a holistic, connected workflow rather than a series of isolated change orders. When you connect the different components involved (people, information, approvals, etc), you can reduce blind spots and prevent small issues from snowballing.
You should also design for traceability. Make sure every decision has context (who/what/why) and is captured in your documentation. In doing so, you make decisions easy to find and defend in case of audits or disputes
Finally, standardize how teams log, route, and resolve changes. Standardization helps teams move faster and promotes consistency so everyone knows what to do, where to log changes, and how decisions get resolved.
ACC brings all of this together by giving project teams a shared system to manage change as it happens, not after the fact. Instead of managing RFIs, submittals, correspondence, costs, and schedules across disconnected tools, ACC connects them in one place.When a change starts in the field, teams can document it immediately, attach supporting context, and route it through the right approvals without jumping between systems.
Issues identified can be easily marked and documented and escalated into an RFI. And if needed, can be used to initiate change orders. Potential change orders tie back to scope, cost, and schedule impacts. Communications are documented and actions tracked in an activity log, so there’s an audit trail along the way.
Stakeholders need to communicate in order to discuss changes and move the project forward. But when communication is scattered across different channels (email, phone, in-person conversations), details fall through the cracks and information becomes harder to track.
Decisions slow down, context is lost, and backup goes missing. These issues cause inefficiencies, and people spend time chasing answers instead of moving work forward.
Instead of using multiple methods and tools to communicate, move everything into a central, permissioned channel that’s tied back to the work. Not only does this keep everyone on the same page, it also makes it easy to link messages to relevant project information like files, issues, RFIs, and submittals.
Communication doesn’t happen in isolated email threads or phone calls. It should always tie back to the work happening on the project.
This way of working is far more efficient. Plus, it allows teams to have an audit trail for accountability and dispute resolution.
How does project comms come to life in Autodesk Construction Cloud? ACC’s Correspondence tools give teams a single place to document decisions and keep messages connected to the right project records.
Create and classify messages in one place, then generate downstream items (e.g., RFIs) directly from that thread. No retyping. No hunting for screenshots and email chains. You can also attach references, including emails, specs, photos, and issues, so approvers get the full context behind the decision they’re being asked to make.
Complex review chains, vague requests, and incomplete backup cause RFIs to stall, which then delays field progress. Teams end up going back and forth just to clarify what’s being asked. Meanwhile, crews wait.
Rather than starting RFIs from scratch, generate them from actual conversations to preserve context. You can also speed up decisions by including suggested answers, annotated files, locations, and known cost or schedule impacts.
Because ACC keeps communication tied to the work, connecting RFIs to messages happens naturally. You can create an RFI right from the Correspondence tool, and in the process, auto-link all related context. It’s also easy to route it to the right party with clear due dates.
Additionally, you can co-review the RFI with external stakeholders via email without losing the audit trail.
Changes are easier to deal with when you see them coming. You can do this in construction projects by capturing potential change orders (PCOs) early, and then connecting them to contracts, cost items, and the master schedule.
This process makes risk visible before it turns into a problem, ultimately protecting margins and keeping projects on track.
To stay ahead of risk, log PCOs the moment risk happens. You can initiate a PCO from other items like RFIs, submittals, and correspondence, creating a direct link for context. You should also aggregate all cost lines (GC, subs, suppliers) and attach the evidence (quotes, emails, photos), so approvals don’t stall due to missing information.
Also, be sure to update the schedule impact with reason codes and link it back to the PCO.
Cost Management and Schedule in ACC come together to help teams manage change. Since your cost and schedule workflows don't live in separate silos, you can deal with change orders early.
When a change comes up, you can open a potential change order directly from an RFI, submittal, or correspondence. That way, the change starts with context, and you’re not chasing emails or trying to piece the story together.
Schedule impacts follow the same path. Teams can record delays, document the reason behind them, and link those delays to the same change that’s driving the cost impact. Instead of tracking schedule slips in one place and dollars in another, everything stays connected.
If you’re a project manager who’s had to gather monthly reports for execs, you know how chaotic the process can be.
Finding and organizing project data can be time-consuming, and it gets even harder when you’re constantly getting pulled into day-to-day fire drills. You start a report, something urgent pops up, and when you come back, you’re trying to remember where you left off.
Instead of spreadsheets that you need to update manually, use connected dashboards and reports that are built from PCO logs, budgets, RFIs, and schedules. For best results, leverage project templates and permissions to standardize setup across small and large projects.
Plan for closeout on day one by making sure as-builts and O&Ms are exported with the decisions, changes, and references already linked.
The Reports, Templates, and Closeout tools in Autodesk Construction Cloud take the scramble out of reporting and turn it into a repeatable process.
Using templates, teams can spin up projects quickly with consistent folder structures, naming conventions, and approval workflows.
From there, real-time reports pull directly from live project data, showing outstanding changes, approval status, and forecast impacts without manual updates. Leaders get visibility into risk as it develops, not weeks later.
When it’s time to close out a project, ACC makes it easy to export complete as-built packages that include RFIs, submittals, files, and activity logs. Everything stays connected, searchable, and ready for turnover or future reference.
PENTA shows us a great example of how to navigate change in a high-stakes project. As the GC for the Las Vegas Grand Prix, PENTA was responsible for delivering the race track, along with the pit building, grandstands, and supporting infrastructure.
It was a high-pressure project involving about 500 people. And with less than one year of construction, there was no margin for delays or missteps.
The project moved fast, and change was constant. Midway through construction, the team introduced a major shift by adding an underground tunnel after part of the pit building was already complete. PENTA had to pivot immediately. Design teams updated documents. Trade partners regrouped. Schedule and material impacts were assessed in real time.
Using Autodesk Construction Cloud, PENTA kept information flowing and teams aligned. They could review design changes side by side, assess schedule impacts, and view material availability without slowing the project. Because documentation stayed current and accessible, the team could make informed decisions in real time instead of reacting after the fact.
With accurate, up-to-date documentation and connected workflows, PENTA stayed focused on what mattered most: keeping the project moving and delivering on time.
Successful project managers don’t avoid change. They manage it better by staying organized, planning ahead, and ensuring that teams, messages, context, and decisions are always connected. Want to see these workflows in action? Watch the on-demand webinar From Chaos to Calm: Navigating Change in Construction Project Management.
Estimators have always been a crucial part of the construction process, and today, their role isn’t just expanding — it’s evolving.
Estimators today are navigating one of the most demanding roles in construction. Between tight deadlines, constant price fluctuations, and increasingly complex workflows, estimators are expected to deliver accurate answers quickly and with very little margin for error.
The expectations placed on construction estimating teams have never been higher: tighter collaboration, higher data fluency, and more influence over design and project outcomes.
These days, if you’re an estimator, you’re not just taking costs; you’re also becoming one of the most strategic advisors on the project.
The role of the estimator is evolving because the construction industry and market are changing fast. Owners and internal teams have higher expectations, and technology is reshaping how work gets planned, priced, and delivered. And if you layer in issues like fluctuating costs, labor shortages, and tighter bid windows, the pressure is higher than ever.
Traditional estimating workflows that involve manual takeoffs, spreadsheets, and disconnected tools can’t keep up with today’s complexity.
As a result, teams increasingly rely on estimators not just to calculate costs, but to help shape decisions that determine whether a project moves forward at all. Modern estimators are stepping into a more integrated role across design, preconstruction, and operations. Not only that, but their role has a direct impact on risk, scope, and profitability.
For a long time, estimators were traditionally responsible for calculating the total costs of a project before the work began. And while that is still very much true today, that is not the only thing estimators are expected to do.
These days, estimators aren’t just calculators — they’re a hub of insight. They need to be able to advise on cost risk, schedule implications, constructability, and procurement strategies. They can also work alongside PMs, VDC, executives, and owners to influence design iterations, guide material choices, and align on scope.
As such, the estimator’s role now extends well beyond bid day and into the decisions that shape how a project is planned and delivered.
So, what do estimators need to thrive and succeed in today’s construction landscape? Some of the growing expectations include:
Estimators need to be tech-savvy enough to jump between 2D PDFs and 3D models within a single connected workflow. Fluency in data and analytics is also a must. This means being able to use dashboards and visualization tools to spot trends, track changes, and share insights with the broader team.
Estimators must go beyond line-item pricing and use historical cost data to guide early decisions. The ability to recognize patterns and compare similar projects will come in handy, as they’re expected to flag risk and provide more informed guidance during preconstruction.
Strong collaboration skills are needed in various roles, but they’re especially important for today’s estimators. They work closely with design teams, VDC, project managers, and owners to align budget and scope early. That means translating numbers into clear tradeoffs and helping teams understand how design decisions affect the bottom line. Strong communication keeps everyone moving in the same direction.
With prices shifting and bid timelines tightening, estimators need to adjust quickly. They might need to respond to last-minute changes, updated drawings, and evolving scopes while still maintaining accuracy. The ability to stay organized, recalibrate assumptions, and keep projects moving forward is now a core part of the role.
Another force driving change in estimating right now? Artificial intelligence in construction.
With AI capabilities becoming more embedded in the tools teams use, estimators can level up their workflows. Some of the benefits the estimators will start to see in the near future include:
Notice how none of the above points suggest AI is here to replace estimators. That's the bigger story here. AI is not replacing estimators. Rather, it strengthens their ability to focus on strategy, judgment, and collaboration.
The next era of estimating will blur the lines between design and preconstruction. AI-driven tools are already making it possible to see real-time cost feedback as designs evolve, which gives estimators a stronger voice earlier in the process. Instead of reacting to finished drawings, they can weigh in while ideas are still being shaped.
As platforms bring together estimating, takeoff, bid management, and prequalification data, insights become more connected and far more useful. Estimators will help teams compare design alternatives, evaluate sustainability tradeoffs, and understand schedule impacts before decisions are locked in.
Generative design, real-time cost modeling, and agent-based tools will shorten the path from concept to pricing and open the door to smarter, faster collaboration between estimators, architects, and engineers.
Have you tried Autodesk Estimate? Learn more.
We’ve all heard the saying that it’s better to show and not just tell. This is becoming increasingly evident in estimating. Owners today expect clear, visual communication to understand where their money is going and what their options look like. This can come in the form of dashboards, graphs, 3D-linked cost views, and scenario comparisons.
Using visuals to convey cost drivers, risk exposure, and tradeoffs strengthens trust with owners and makes estimates far more digestible. Beyond that, visualization accelerates alignment across stakeholders, aiding decision-making and reducing misinterpretation.
All of that ultimately leads to faster approvals and fewer surprises, which keeps projects moving forward with more confidence and less friction.
In order to stay competitive and protect margins, contractors must invest in the right mix of technology, talent, and process. Here are the investments to prioritize now and in the near future.
The role of the estimator is changing, and contractors who recognize that shift will have an edge.
Now, gaining that edge isn't just about equipping your teams with new tools (though that's part of it). Beyond that, you must also rethink how estimators fit into the broader project lifecycle.
If you want estimating to drive smarter decisions and stronger margins, start with a few practical moves:
The estimator of the future isn’t defined by how fast they can count quantities. They’re defined by how well they interpret data, influence design, guide teams, and use technology to drive smarter decisions. Contractors who invest in modern estimating tools, AI-driven insights, and visualization will position their teams to win more work, reduce risk, and move into the next era of preconstruction with confidence.
Invest today, starting with the Autodesk Preconstruction Bundle.
Across construction teams today, many planning workflows are still only somewhat digital. Schedules and lookaheads often live in Excel or other disconnected tools, requiring duplicate entry and manual updates that slow teams down and introduce risk.
Thankfully Autodesk Build has been helping building teams close that gap by connecting long‑term schedule strategy with short‑term field execution, all within Autodesk Construction Cloud (ACC).
But we often get asked about the difference between Schedules and Workplans. Let’s explore the critical differences between these capabilities and learn how to leverage them effectively for your projects.
Learn more in our on-demand webinar: Build with Confidence: Smarter Short-Term Planning with Workplan
In Autodesk Build, the Schedule represents the project’s strategic, long‑term plan. This is your CPM‑based master timeline—the backbone of the job. Built in specialist tools such as Primavera P6, Microsoft Project, or Asta Powerproject, the schedule captures project logic, dependencies, milestones, and the critical path. Schedules are often long and prone to change, so sharing them out with project teams and keeping project teams updated on changes can be difficult when they are built in these siloed scheduling tools.
Once published to ACC, the schedule becomes a read‑only single source of truth for the entire team to refer to and comment on. That read‑only posture is intentional. By protecting the baseline, teams can run reliable forecasts, perform change analysis, and make informed, strategic decisions without undermining schedule integrity.
Projects change, and any changes made to the master schedule can be easily shared by reuploading the latest schedule version, with version history documented.
The schedule focuses on the what and when at scale:
What it does not attempt to capture is equally important as what it does. Schedules are deliberately high level when it comes to resources. For instance, you dont use the schedule to assign tasks or track daily commitments. Instead, it provides the authoritative plan that feeds downstream execution.
That downstream execution happens in Workplans. Workplans in Autodesk Build are the tactical layer that converts schedule intent into reliable, short‑term delivery. They’re designed for weekly workplanning and multi‑week lookahead which define what the team will actually commit to in the near term.
Workplans can be directly connected to the master schedule to preserve end‑to‑end traceability, or created standalone when trade‑led coordination is needed. Either way, they’re collaborative, field‑ready, and execution focused.
With Workplans, teams can:
This trade‑level ownership removes ambiguity at handoffs and makes daily execution visible and measurable across the project team.
One of the most powerful aspects of Workplans is formal commitment tracking. When assignees commit to plan dates, those promises are locked for measurement. If a committed task needs to be replanned, a reason must be recorded. This creates an auditable trail that turns planning conversations into actionable data.
Workplans also bring constraints and blockers directly into the workflow. To keep planning proactive versus reactive, teams can capture roadblocks with photos or files, assign accountability, escalate issues to RFIs when needed, and track them through resolution.
All of this feeds a continuous improvement loop. Metrics like Percent Plan Complete (PPC), task status rollups, and root cause analysis help teams understand performance, coach behaviors, reduce rework, and improve predictability each week.
In simple terms:
Together, they connect strategy to execution, digitize planning workflows, and operationalize the master schedule into predictable delivery — all within one tool.
Learn more in our on-demand webinar: Build with Confidence: Smarter Short-Term Planning with Workplan
Construction projects involve multiple phases, stakeholders, and moving parts, which is why it’s so important to have documentation around when and how a contractor is paid throughout a project. Contractor payment schedules play a critical role here, as they outline the timing, structure, and conditions for each payment so everyone knows what to expect.
In this guide, we’ll go over everything you need to know about contractor payment schedules, including how they work, why they matter, and best practices for managing them.
Table of contents:
A contractor payment schedule is a written plan that outlines when and how payments will be made throughout a construction project. It typically ties payments to specific milestones, percentages of completion, or set time intervals. A clear payment schedule helps manage cash flow, reduce misunderstandings, and keep the project moving forward without financial surprises.
Construction projects involve both upfront payments and ongoing costs. A contractor payment schedule helps teams manage all of that by outlining exactly when payments are due, how much will be paid, and what must be completed before funds are released.
Consider the following:
Construction runs on cash flow. Materials need to be ordered, crews need to be paid, and equipment needs to stay on site. A structured payment schedule ensures contractors receive funds at predictable intervals tied to progress. That consistency helps avoid slowdowns caused by cash shortages and keeps work moving without unnecessary financial stress.
Payment disagreements often stem from unclear terms. When a schedule clearly defines milestones, amounts, and approval requirements, there’s less room for confusion. Everyone understands what triggers payment and what documentation is required. Clear agreements upfront reduce finger-pointing later and make it easier to resolve issues quickly if questions come up.
Without structure, costs can spiral. A payment schedule ties spending to actual progress, making it easier to track how much of the budget has been committed and how much remains. This visibility helps owners and contractors spot overruns early and adjust before small issues turn into major financial problems.
With a good contractor payment schedule, teams know what they need to deliver to get paid, and owners know when to expect construction invoices. That clarity builds trust and keeps communication focused on results rather than chasing paperwork or wondering when money will change hands.
Predictable payments support predictable progress. When funds are released in alignment with milestones, teams can plan labor, materials, and timelines with greater confidence. The result is fewer surprises, smoother coordination, and a project that stays closer to its original schedule and financial plan.
A strong payment schedule does more than list due dates. It clearly defines how money moves, what triggers payment, and how changes are handled.
Payment structure (timing and method) – Define whether payments follow a milestone, percentage of completion, or time-based model. Clarify how funds will be delivered, such as ACH, check, or wire. When timing and method are spelled out, there’s less guesswork and fewer delays tied to logistics.
Milestones or criteria tied to payments – Tie each payment to specific, measurable outcomes. This could include completing foundation work, passing inspections, or reaching a defined percentage of progress.
Documentation requirements – Outline what must be submitted before payment is approved. This may include invoices, lien waivers, inspection reports, or updated progress schedules.
Retainage details – If retainage applies, specify the percentage withheld and when it will be released. Note whether partial retainage can be reduced at certain milestones. Transparency around retainage prevents confusion at project closeout.
Payment terms – State the number of days for payment after invoice approval, such as net 15 or net 30. Clarify any late payment penalties or interest terms. Defined terms help manage expectations and protect both parties.
Change order process – Explain how scope changes affect payment. Document how change orders are priced, approved, and added to the schedule. A clear process ensures extra work gets paid for without disrupting the broader payment plan.
Schedule of values (when applicable) – For larger projects, include a detailed breakdown of costs by line item. The schedule of values helps track progress against the budget and supports accurate progress billing throughout the project.
Approval workflow – Identify who reviews and approves payment applications. Map out the steps from submission to release of funds. A defined workflow reduces bottlenecks and keeps payments aligned with project timelines.
Unlike standard invoices, construction payment schedules are tied to progress, performance, and formal approvals, not just services rendered. Construction payment schedules are more complex due to: gener
| Construction payment schedules | General invoicing | |
| Basis for payment | Tied to project milestones, progress, inspections, and formal approvals | Based on goods delivered or services rendered |
| Project timeline | Structured around long, phased timelines that may span months or years | Typically short-term or one-time billing cycles |
| Stakeholders involved | Involves owners, GCs, subcontractors, lenders, and inspectors | Usually between two parties: vendor and client |
| Approval process | Often requires inspections, sign-offs, and compliance checks before payment | Limited approval process; invoice review is usually sufficient |
| Retainage | A percentage may be withheld until substantial or final completion | Retainage is rarely used |
| Documentation | Requires lien waivers, progress reports, schedules, and compliance documents | Generally requires only an invoice and basic supporting details |
| Progress tracking | Payments depend on verified completion percentages or deliverables | Payment is not typically tied to ongoing performance tracking |
Not all projects are built the same, and payment structures should reflect that. Here are the most common contractor payment schedule types.
With this model, payment is issued only after the full scope of work is completed. It is simple and easy to understand, but it places the financial burden on the contractor until the job wraps up. This approach works best for small, clearly defined projects where timelines are short and the risk of scope changes is low.
A portion of the total contract value is paid upfront, with the remaining balance due at completion. The deposit helps contractors cover initial materials and labor costs, while the final payment ensures the project is finished as agreed. This structure is common in residential construction and smaller commercial projects.
Payments are tied to clearly defined stages, such as completing the foundation, framing, or rough-ins. Each milestone triggers a scheduled payment. This structure creates transparency, keeps projects accountable, and allows both parties to track progress in a straightforward way.
Progress payments are based on the percentage of work completed. Contractors typically submit documentation through a Schedule of Values or standardized forms. This approach supports steady cash flow and works well for long-term or complex projects where work unfolds in phases over time.
Under a retainage structure, a small percentage of each payment, usually 5 to 10 percent, is withheld until substantial or final completion. This protects the client by providing an incentive to finish the project properly. Contractors need to plan carefully, as retained funds can impact short-term cash flow.
Time-based payments compensate contractors based on hours worked over a set billing cycle, such as weekly or monthly. Materials may be billed separately. This model works well for projects with evolving scopes or time and materials contracts where flexibility is important.
Even the best payment schedule can run into friction if expectations are not clearly managed from the start.
Milestones can become gray areas if completion criteria are vague. One party may believe the work is done, while the other sees unfinished details. Without clearly defined standards or inspection checkpoints, disagreements can stall payment and strain working relationships.
If the scope lacks detail, it becomes difficult to tie payments to specific outcomes. Broad descriptions like “site prep complete” leave room for interpretation. Clear, measurable deliverables reduce confusion and make it easier to validate when payment is earned.
Construction payments often require supporting paperwork. When lien waivers, receipts, or progress reports are missing or delayed, payments get held up. Administrative gaps can slow down cash flow, even if the physical work is complete.
While retainage protects project owners, it can create pressure for contractors. With a portion of each payment withheld, contractors must cover labor and material costs without full compensation until closeout. Poor planning around retainage can create financial strain late in the project.
Payment applications often pass through multiple reviewers. If one approver is unavailable or slow to respond, funds may be delayed. Without a defined workflow and clear timelines, approval cycles can drag out longer than expected.
Unplanned changes can disrupt even the most organized payment schedule. When scope expands without formal change orders, payment timing and amounts no longer align with actual work. Clear change management processes help keep the schedule and budget on track.
A strong payment schedule does not happen by accident. It takes structure, clarity, and ongoing oversight.
Tie payments to specific, verifiable outcomes. Instead of vague milestones, define clear benchmarks such as passing inspection, completing framing, or reaching a set percentage of work. Measurable criteria reduce ambiguity and make it easier for everyone to agree when payment is earned.
Keep detailed records from day one. Store signed change orders, labor reports, material receipts, and inspection results in one place. Good documentation protects both parties and speeds up payment approvals when questions arise.
Use consistent templates for payment schedules, invoices, and supporting documents. Standardization reduces errors, saves time, and ensures every project follows a predictable structure. It also makes it easier to onboard new team members and subcontractors.
Manual tracking can slow things down. Construction management and accounting tools help automate progress tracking, document collection, and approval workflows. Digital systems provide real-time visibility into what has been billed, approved, and paid.
Discuss payment expectations early and revisit them regularly. Share updates on progress, flag potential delays, and confirm when milestones are approaching. Clear communication builds trust and prevents payment surprises.
Projects rarely go exactly as planned. If timelines shift or scope changes, revisit the payment schedule. Updating it to reflect current conditions helps keep cash flow aligned with reality and reduces friction later in the project.
When payment expectations are clear from the start, projects run smoother and relationships stay stronger.
A defined payment schedule creates consistency. Contractors can forecast incoming revenue, plan payroll, and purchase materials with confidence. Owners also gain visibility into when funds will be required. Predictable cash flow reduces financial stress and helps keep the project moving without unexpected slowdowns.
Clear milestones and payment terms leave less room for misunderstanding. When everyone knows what triggers payment and what documentation is required, disagreements decrease. That clarity helps prevent stalled approvals and keeps the project timeline intact.
Transparency builds credibility. When payments are issued according to a documented plan, trust grows between owners, contractors, and subcontractors. Reliable payment practices strengthen long-term working relationships and make future collaboration easier.
Structured schedules streamline billing and approvals. Teams spend less time chasing paperwork or clarifying payment terms. With standardized processes in place, finance and project managers can focus on execution rather than resolving avoidable payment issues.
Aligned payments support aligned progress. When funds flow in step with completed work, teams can maintain momentum and avoid costly disruptions. Over time, disciplined payment practices contribute to stronger margins and more stable operations.
The right payment structure depends on your project’s risk profile, timeline, and financial realities. Consider factors like:
GCPay is a cloud-based platform built specifically for construction payment management. It automates pay applications between general contractors and subcontractors, helping teams create, review, and approve applications faster.
The platform also streamlines lien waiver exchange, compliance document collection, and retainage tracking. With ERP and accounting integrations, GCPay reduces manual data entry and improves accuracy. Teams gain visibility through dashboards and reporting, while electronic payment tools help get subcontractors paid faster and with fewer administrative bottlenecks.
Autodesk Construction Cloud (ACC) connects financial management, project workflows, and documentation in one centralized platform. Teams can manage budgets, track costs, oversee change orders, and monitor payment applications alongside daily project activity.
Because financial data links directly to field progress and documentation, everyone works from the same source of truth. This reduces silos between accounting and operations, improves forecasting accuracy, and keeps payment schedules aligned with real-time project performance. By centralizing contracts, compliance documents, and approvals, ACC helps contractors stay organized and financially in control.
The right tool should simplify payments, not create more work for your team.
Make sure the software connects directly to your existing ERP or accounting platform. Seamless integration reduces duplicate data entry and minimizes errors. When financial data flows automatically between systems, your team saves time and maintains accurate records.
Payment tools should be easy to use for everyone, from project managers in the field to accountants in the office. Look for intuitive dashboards, clear navigation, and mobile accessibility. If the system feels complicated, adoption will suffer.
Strong onboarding makes a big difference. Ask about implementation timelines, live training sessions, and ongoing support resources. A vendor that invests in customer education helps your team get value from the software faster.
Do not rely on marketing alone. Request a live demo or trial access so your team can see how the platform handles real workflows. Testing the system helps you evaluate usability, reporting, and approval processes before committing.
Construction billing is complex. Confirm the platform can manage retainage calculations, progress billing, lien waivers, and compliance documentation. The more industry-specific functionality it offers, the fewer manual workarounds you will need.
Choose software that can grow with your business. Whether you take on larger projects, expand into new markets, or add more subcontractors, your system should handle increased volume without requiring a full replacement later.
A solid contractor payment schedule is essential for keeping your project financially healthy and on track. With the right structure, documentation habits, and software support, you can reduce disputes, maintain steady cash flow, and foster stronger client relationships.
Switching construction management platforms isn’t something that teams can do on a whim. You’re not just buying new software (which can be a massive financial investment), but you're also budgeting for migration costs, carving out time for training, and figuring out how to keep live projects moving throughout the process.
If not done right, switching platforms can be challenging. But if you have the right platform and migration plan, the effort and investment will pay off.
Case in point: Cleveland Construction, a national general contractor serving markets like K-12, multifamily, hospitality, and historic adaptive reuse.
Cleveland Construction started looking at Autodesk Construction Cloud (ACC) after evaluating the costs of Procore, their software at the time. The firm ultimately made the switch not only because the cost model no longer made sense, but because they saw an opportunity to modernize how their teams worked.
In our recent webinar, From Procore to ACC: Cleveland Construction’s Blueprint for a Seamless Transition, leaders from Cleveland Construction and its implementation partner, IMAGINiT, shared their step‑by‑step migration process, the business drivers behind the change, and the unexpected wins they achieved with ACC.
Clear communication and transparency are some of the key pillars of successful change management. This is particularly important if you’re swapping a major part of your tech stack, like your construction management platform.
Since multiple teams are impacted by the platform change, you need to set the context and build buy-in early.
This is exactly what Cleveland Construction did.
“The biggest thing we did right out of the gate was explaining to everybody why we were looking at ACC and why it made sense from a financial standpoint,” said Elliot Christiansen, Sr. Vice President of Operations at Cleveland Construction.
In addition to explaining the “why” behind the switch, Elliot also involved users and stakeholders in a number of software demonstrations and got their input.
Teams were brought in after the selection process to use ACC in a hands-on, practical way.
“We got them involved in creating forms and making sure that the daily job report was the way the superintendents wanted it. We also made sure that the approval workflows were a way that would work for our project management staff,” recalled Elliot.
All of that was easy to do with ACC thanks to the platform’s modular structure that enabled teams to align new workflows with the company’s existing operational needs.
All in all, Elliot says that involving teams beyond the executive level helped make the transition smoother.
Don’t just treat the migration process as the means to swap your software; rather, view it as an opportunity to level up your processes.
Many teams migrate by trying to recreate their old system inside a new one. Cleveland Construction used this transition as a strategic opportunity to modernize workflows, eliminate legacy friction, and standardize processes company‑wide.
Elliot and the team didn’t approach migration as a one-to-one rebuild. They treated it as a chance to step back and ask harder questions about how work actually gets done.
According to Elliot, this is an approach that he would’ve doubled down on, knowing now how beneficial it was to implement those changes as the firm migrated to ACC.
“I would have spent more time thinking about what in the company I would change, when it came to how we do things,” he explained. “Do we need to change some of our workflows? Do we need to change some of our sign-off thresholds? This is a great opportunity to do those types of things.”
One excellent example of this mindset in practice is how Cleveland reworked its approval workflows. Instead of routing internal approvals through DocuSign, Cleveland now handles those workflows directly in ACC.
“Even internal approvals were done in a DocuSign envelope,” Elliot said. “So we were paying for it every time, even if it got rejected.”
With ACC, internal approvals happen in-platform, and only finalized items move to DocuSign for external signatures. The same thinking applied to subcontract generation. Templates now auto-generate from the cost tool, route for signature, and save back automatically. “It probably reduced our contract admins’ workload by 75%,” Elliot noted.
Switching platforms can be daunting. The good news is that you don’t have to do it on your own. Find a partner that can support with transitioning your workflows, leveling up your processes, and keeping the rollout on track.
For Cleveland Construction, that provider was IMAGINiT Technologies, an Autodesk Platinum Partner that helps firms implement technology solutions and maximize their ROI.
Vince Daniele, IMAGINiT's Construction Solutions Team Manager, says the key is to treat implementation as a structured, phased process that starts with deep discovery. “We meet with different teams and really understand how they’re using their current platform,” Vince explained. From there, IMAGINiT typically configures a foundational ACC project template and train a core group of admins using real workflows.
What made Cleveland’s rollout faster was using live data. IMAGINiT migrated an active Procore project into ACC so teams could train in an environment that already felt familiar. “They weren’t just seeing a new tool,” Vince said. “They were seeing their own RFIs, sheets, and logs.”
After go-live, IMAGINiT stayed involved with mentoring and fine-tuning. The result was a smooth transition completed in just three to six months.
If your construction management platform doesn’t work for the field, it won’t get used consistently, no matter how powerful it is.
Cleveland kept field teams in mind throughout the entire process. In addition to having superintendents in the loop from the get-go, they built mobile‑first experiences with easy forms, fewer clicks, and in‑context automation.
All that effort paid off, with ACC being quickly adopted in the field.
ACC was well received by Cleveland Construction’s field teams, which was one of the biggest surprises of the rollout. “That’s actually where I thought I’d get the most pushback,” Elliot said.
Daily reporting was a major concern early on. “Procore has a very good daily log tool,” Elliot said. “But by spending time with Vince and his team to really get this right in the forms tool, I think we actually have a better setup in Autodesk than we had before.” Cleveland rebuilt daily reports using ACC Forms and Issues, turning them into structured, field-friendly workflows instead of free-text logs.
Superintendents now answer simple yes-or-no questions, like whether a job was delayed by weather. If the answer is no, they move on. If it’s yes, ACC requires them to create an Issue before they can close the report. That Issue pulls from a predefined template, with dropdowns instead of typing, and automatically notifies the right people. The same logic applies to deliveries, inspections, and other delays.
“We combined multiple forms our teams used to fill out into one,” Elliot explained. “It made it easier for everyone.”
Field teams also responded well to ACC’s mobile experience. The system tags photos, captures GPS location, and behaves much the same way teams were used to. Sheets and markups worked as expected, and the mobile app let teams choose which projects to sync so devices didn’t get overloaded. “If you’re working on multiple projects, you’re not eating up all the memory on your device,” Elliot added.
Even scheduling landed well. “The schedule tool has been very well received,” he noted, especially since updates can now happen directly from the field.
Upgrading your construction management platform doesn’t just benefit your internal teams; it can also remove friction from how you work with external partners.
In the case of Cleveland Construction, ACC helped enhance collaboration between the firm’s teams and the external architects they worked with.
"It wasn't necessarily something that I thought about when we were evaluating it originally, but as a byproduct of switching, we do have a much easier time coordinating RFIs and submittals with our architecture partners. We always used to get a lot of pushback forcing Procore on them,” remarked Elliot.
With ACC, Cleveland was able to meet its partners where they already work. “Now we’re giving them access to ACC,” Elliot explained. “Most of them already have an account, so we can bridge folders together.”
That flexibility opened the door to deeper integration. Using IMAGINiT’s Pulse integration platform, Cleveland now syncs submittals between its ACC environment and an owner’s ACC system. Submittals move automatically into the owner’s workflow, route through architect review, and return with statuses like approved, approved as noted, or revise and resubmit. “That was never something we could have accomplished in Procore,” Elliot said. “They never worked together that well.”
Trade partners benefited too. According to Elliot:
“We're starting to notice that a lot of the subcontractor trades have used ACC quite a bit and are pretty familiar with it. Some even have their own accounts, and it's easy to share files back and forth.”
Asking people to adopt a new platform is a big ask, so identifying, communicating, and celebrating wins—big and small—can build momentum.
Early proof that the switch is working gives teams more confidence, especially when those wins show up in their day-to-day work.
Some of the biggest wins that ACC helped Cleveland Construction achieve include:
Beyond that, Elliot also called out incremental wins, like saving 30 seconds at a time throughout the day.
Projects now start with hundreds of files already loaded instead of being manually uploaded. And because ACC uses flyout windows rather than full-page reloads, teams stay in their flow. “It sounds like a small detail,” Elliot said, “but if you’re saving 30 seconds a hundred times a day, it adds up. It’s a little thing, but it goes a long way for a project team.”
Switching platforms doesn’t have to mean disruption. Cleveland Construction’s experience shows us that when you involve stakeholders early and engage the right implementation partner, migration can become a catalyst for better workflows and stronger collaboration.
Watch the on-demand webinar to see how Cleveland Construction planned, executed, and scaled their move to Autodesk Construction Cloud.
In this episode of Digital Builder, host Eric Thomas sits down with Michael Baim, Vice President of Venue Infrastructure at the LA28 Olympic and Paralympic Games, and Allison Scott, Director of Sustainability Growth and Engagement at Autodesk, to explore what it takes to deliver the LA28 Games with fewer than 1,000 days to go. As Los Angeles prepares to host the Olympic Games for a third time, and one of the most ambitious Olympic and Paralympic Games in modern history, Michael and Alli’s conversation highlights the scale, complexity, and collaboration behind LA28’s no-new-permanent venues plan, their ambitious commitment to build LA28’s footprint by adapting existing or building temporary infrastructure.
Michael and Allison discuss how Autodesk’s Design and Make platform, including Autodesk Construction Cloud, will help teams coordinate logistics, data, and planning across an unprecedented program. They also touch on balancing historic venue preservation with modern upgrades, the long-term community legacy LA28 aims to create, and opportunities for contractors, designers, and builders to get involved in bringing the Olympic and Paralympic Games to life.
We discuss:
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.
At the heart of the Netherlands’ railway network, a critical junction in Zuidwestboog Meteren is undergoing a massive transformation. The project – part of a broader programme to enable high-frequency rail traffic – focuses on a complex intersection where the Betuweroute, a dedicated freight line from Rotterdam Harbour to the German border, meets the passenger lines connecting Utrecht and Den Bosch.
For Van Hattum en Blankevoort, the concrete contractor division of VolkerWessels, the task is as high-stakes as it is technically demanding. “We’re responsible for construction works underneath the rail line itself,” explains Pieter Prins, BIM Manager at Van Hattum en Blankevoort. “That includes soil work, concrete foundations, and bridges – all covering nearly 3km of track.”
Along that line is the impressive Pergola construction, a bridge extending almost 200 metres designed to let freight and passenger trains cross paths safely. “The Dutch infrastructure market has a separate challenge,” explains Pieter. “We’ve got a massive volume of work and significant grey-out – a lot of knowledge held by experienced people is expected to be lost on short notice. That’s why it’s essential to collect information centrally, contribute widely, and recruit where we can.”
“Autodesk Construction Cloud is already central to our work. It represents a major step forward.” - Pieter Prins BIM Manager, Van Hattum en Blankevoort
The ProRail programme in Zuidwestboog Meteren focuses on improving capacity at a key crossing, with nearly three kilometres of work in a tight area where phasing and live infrastructure shape the plan. Van Hattum en Blankevoort’s scope sits beneath the track, which makes coordination especially unforgiving: small mismatches between disciplines can become large fixes once construction sequencing is underway.
To manage the immense data and collaboration requirements of the Meteren project, VolkerWessels transitioned to Autodesk Construction Cloud (ACC). Since they had previously used BIM 360, the move to ACC was a natural evolution that let the team centralise every facet of the design and construction process. By using a suite of integrated tools – including Revit, Civil 3D, and Navisworks – all funnelling into ACC, VolkerWessels created a unified common data environment for the project.
“In the past, remarks would get lost in email,” says Pieter. “With ACC, none of the comments are lost during the review processes. It connects everything together.” This transparency is crucial not only to ensure accurate feedback on the Meteren project, but also to archive and collate mission-critical knowledge for use in the future.
One of the project’s most innovative aspects is its integration of Autodesk Workshop XR. Using Meta Quest 3 VR glasses, the project teams conduct virtual safety walks of the construction site before a single cubic metre of concrete is poured. By pulling coordination models into a virtual environment, engineers and site managers can walk through the proposed phasing of the project, allowing them to interact with the design and identify potential gaps or safety hazards at an early stage, even before physical implementation.
“It’s a good way of working and a low-barrier way of exploring Workshop XR,” notes Pieter. “Setting up VR experiences like this really helps us a lot. We address issues through the issue module, which interacts directly with ACC for tracking and registration – so everything is completely integrated.”
The shift to a centralised, cloud–based workflow has yielded measurable improvements in both communication and speed. According to Pieter Prins and Peter Kanninga (Director Integral Projects), ACC has been vital in achieving Van Hattum en Blankevoort’s goals.
“We’re always looking for innovative solutions that boost collaboration, cut failure costs, and increase productivity,” says Pieter. “Digital workflows have already halved our physical review rounds, taking the average down from four to just two. Real-time access through the Autodesk Desktop Connector and Revit Cloud Worksharing has also slashed wait times for retrieving and syncing models by 30-40%. Most importantly, by integrating Model Coordination and clash detection in ACC, we’ve resolved 75% of clashes before physical construction even starts”.
Beyond these high-level wins, VolkerWessels uses standardised templates and instructions, letting them onboard new team members and external contributors in just 30 minutes. Design leaders also use model coordination to search for clashes themselves, solving interfaces at their desks before they enter the final design phase. The team uses the “Bridge” module in ACC to exchange models and data with third party providers, such as those designing the overhead power cables.
The project’s set for a phased implementation through 2027-2028, involving redirecting highways and the Betuweroute freight line. Meteren’s ongoing success is supported by a strong partnership between VolkerWessels and Autodesk, using a specialised coaching programme to master new developments like Dynamo for Revit and Civil 3D. By replacing fixed assumptions with a data–driven simulation of the site, VolkerWessels is ensuring a smoother rollout and a more resilient rail network for the Netherlands.
“Autodesk Construction Cloud is already central to our work,” says Pieter. “It’s being deployed on all scales of project – it represents a major step forward.”
By transitioning to a unified common data environment, VolkerWessels is able to bridge the gap between complex engineering disciplines and real-world implementation. The integration of Autodesk Construction Cloud allows the team to resolve 75% of clashes before construction begins, halving physical review rounds and ensuring that critical institutional knowledge is preserved for the future of Dutch infrastructure.
As the world moves toward more complex challenges, human-centered design becomes more important than ever. Whether we’re rebuilding after natural disasters or designing healthcare facilities, the built environment plays a critical role in how people heal, connect, and move forward.
But what exactly is human-centered design, and what does it look like in practice?
We answered this question and a whole lot more during this special episode of the Digital Builder podcast filmed live at the Autodesk Technology Center in Boston. This conversation is part of the launch of our new Make It Heal film series starring New England Patriots quarterback Joshua Dobbs. The event also kicked off the 2026 Design & Make It Real program, an initiative that empowers students to develop digital skills, explore careers in architecture, engineering, construction, and operations, and design solutions that help communities recover and thrive.
In this episode of Digital Builder, I’m joined by New England Patriots quarterback and aerospace engineer, Joshua Dobbs, and Gerard Georges, Director of Architecture at Build Health International.
We dig into the concept of human-centered design and explore everything from designing with empathy and purpose to the role that technology plays in improving collaboration.
We discuss:
As the term clearly illustrates, human-centered design starts with people. It goes beyond plans or blueprints, and instead puts the humans (i.e., the people designing buildings and those using them) at the heart of the build.
“Human-centered design is really around making an environment, a culture, a community that inspires and supports the basic human person. We all want to engage with each other. So, we need to think about spaces that support that engagement,” remarks Gerard.
He highlights the importance of designing environments that encourage connection and healing. That could be through biophilic design, access to natural light and views, or creating buildings that can withstand changing climate conditions.
In addition, Gerard stresses that it’s crucial to think beyond the immediate end user; builders should also consider how spaces will serve future generations.
Josh weighs in with his observations on the design side. For him, human-centered design shows up in how diverse perspectives and problem-solving approaches come together to improve outcomes.
“I also think about the designers. I think it's cool just seeing the different backgrounds of the designers and their thought process, their problem-solving skills, their creativity—and seeing how it comes to life.”
He continues, “That's what's been so unique about learning about the Autodesk software, and how it’s able to make things come to life quickly. You're able to see multiple iterations of the solution to a problem. You're able to see how it fits in different places and different environments. And I think being able to have multiple choices and then being able to go through the data and decipher what the best solution for the problem is really cool.”
Human-centered design really comes to life when a project serves the community in a meaningful way.
Gerard explains that such projects stem from teams having a shared commitment and collaborative approach.
“We really strive ourselves on the idea of collaboration, communication, and shared outcomes. So, as long as we all come to the table with that mindset, we really have a great roadmap to move forward with our projects.”
“So how do we do that? We have user or stakeholder engagement sessions where we really try to understand priorities, needs, and goals. And then we think about how we influence the notions of sustainability and resiliency in each project that we work on.”
Josh agrees and notes that one way people can build that shared understanding is by seeing the work take shape before it hits the job site.
“I think just people coming together is extremely important. One thing that stood out was the VR session, where you're able to walk through the process of what it looks like to build something. It's very similar to what we do on the field, where we go through various walkthroughs before the games. When you're in that moment, you're able to see things come to life the right way.”
Lessons around teamwork are most visible in sports because success depends on people with very different backgrounds working toward a single outcome.
With that in mind, Josh points out that the same dynamic shows up on construction and design teams. Everyone brings their own experiences to the table, and that diversity is what makes teams stronger.
“I think the biggest thing is that everyone has their own unique background that got them to wherever they are,” Josh says. “In our complex in Foxborough, everyone comes from different places. I come from Atlanta, Drake [Maye] comes from North Carolina, Stefon Diggs comes from Maryland, and so on. But it’s all the work we’ve put in, and all the past experiences we’ve gone through that allow us to come together, apply what we know, and ultimately win on Sunday.”
Another lesson that’s highly visible in sports? The ability to perform in high-pressure situations.
Here, Josh says that teams can turn that pressure into excitement by being well-prepared for anything.
“It comes down to your preparation. For us, the season starts in April, when we go through our off-season activities and go through fundamentals, while getting the flow of the plays. Then you go through the beginning of the season where you're put in different situations, and you have a chance to go out and perform.”
He continues, “I think in every single industry it is the same. It's the habits that you've created studying; it's the habits you've created working with other people. It's those reps that you build up over time.”
“And so, at the end of the day, because of that preparation, if you do it the right way, you don't really feel the pressure. You're just excited to perform and achieve your goal at the end.”
For Gerard, staying composed comes down to trusting the process and staying flexible when conditions change.
“We have to be flexible, malleable enough to say, ‘Okay, can we get to this goal? But maybe we're taking a different path, maybe we're introducing a different system or a different partner to end up getting to this process.’”
“So, dealing with stress is really thinking about the risks you might face. Then determining how to address those risks and determine the strengths of your team to be able meet your goals. So, there's always this inner chaos that happens, but having a measured approach is always beneficial for me personally as well as for the team.”
Great teams, whether on the football field, office, or job site, become even better when there’s strong leadership behind them. And to be a strong leader, you need to show up for the people around you.
As Josh puts it, “You have to be a great teammate first, and how you learn and get to know the people around you. And then, after that, it's about making sure you're doing the work first. I think a lot of leaders like to lead from the front and drag people behind, or they like to tell people what to do instead of leading by example and doing the work, putting in the time and effort that their other coworkers or teammates are doing.”
He continues, “And so it's all about being consistent and being a great teammate. And I think if you do that, then when you're in your leadership role, you're able to pour into your teammates and collectively accomplish a goal.
As for Gerard, he sees empathy as the foundation of effective leadership.
“Empathy is really the word that comes to mind as a leader. A good leader leads by example, I believe. The way to do that is to understand the needs of your teammates, your community, as well as the stakeholders that you're working for.”
“Once you understand what their goals and their needs are, you make space for them to contribute. And I think that makes them feel like they have power. It gives them agency. So by leading by example and then leading with an empathetic thought, you're allowing others to flourish, and they support you.”
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.
Construction estimating requires precision, consistency, and collaboration across your entire team. One of the most powerful features in Autodesk Estimate is the centralized cost library, a tool designed to transform how your organization manages pricing data and creates estimates.
The centralized cost library is a customizable, account-level repository that consolidates all of your pricing information in one accessible location. This shared resource ensures that everyone on your team works from the same accurate data, eliminating discrepancies and reducing errors in your estimates.
The cost library allows you to organize and maintain all essential pricing components:
By housing all this information in a single location, you eliminate the confusion that comes from scattered spreadsheets, outdated price lists, and inconsistent data sources.
Beyond individual cost items, the centralized library enables you to build custom crews by combining labor and equipment resources. This feature is particularly valuable for standardizing how your team approaches common cost groupings.
When you create crews, you can:
The centralized cost library delivers three critical benefits that directly impact your bottom line.
The centralized cost library represents more than just a database. It's a strategic asset that standardizes your estimating process and creates a foundation for continuous improvement. As your team uses the library across multiple projects, you build institutional knowledge and refine your pricing based on real-world results.
For construction companies looking to scale their operations while maintaining quality and accuracy, the centralized cost library in Autodesk Estimate provides the infrastructure needed to support growth without sacrificing precision.
Want to dive deeper? Check out our on-demand webinar, Cloud-Based Estimating Starts Here: Meet Autodesk Estimate.
Any construction pro would agree that preconstruction is an important phase in the project lifecycle. After all, this is when teams make key decisions around things like budgets, schedules, and labor.
But as construction becomes increasingly complex (think: larger projects, labor shortages, and sustainability commitments), there’s a strong case to be made that preconstruction is more than a “step” or “phase” of the project.
Beyond being just a procedural step, we believe that precon is also a strategic advantage.
And the teams that recognize this are the ones that consistently win more work and protect profit.
In construction, last-minute planning and decision-making aren’t just inefficient; they’re also risky and expensive.
Construction projects become more complex as they progress, which means fewer options and greater consequences. When decisions are made late in the game, they can trigger rework, change orders, or delays that ripple across the entire project.
The old mindset of fixing issues once construction is underway no longer holds up. There’s simply less room for error.
To stay competitive and protect margins, owners and builders need a predictable, data-informed foundation that reduces uncertainty and supports better decision-making. The only way to achieve that is to start early and address risk and alignment before the project kicks off on the jobsite.
Planning ahead and making critical decisions early in the project leads to clearer expectations, fewer downstream surprises, and a smoother project overall. All of these things make life easier for owners, GCs, and subcontractors
Owners who prioritize early planning gain better cost certainty and reduce unexpected expenses and delays that kill their bottom line. Meanwhile, GCs that actively collaborate with design partners early on can reduce conflict, accelerate buyout, and avoid change orders.
The right practices also benefit subcontractors. When preconstruction is coordinated and scopes are clear, they get more accurate scopes and fewer rebids, so they don’t have to waste time pricing with incomplete data or shifting information
To effectively plan ahead, you need the right tools. Equip your team with a platform that can facilitate your preconstruction processes, from takeoff and estimating to document management, bid coordination, and scope development.
For best results, choose a platform that centralizes workflows and connects to downstream project phases, so decisions made in preconstruction don’t get lost or recreated later.
Specifically, you want to have workflows that are:
All of the above are critical because preconstruction sets the tone for the entire project lifecycle. It doesn’t matter how well-intentioned or detailed your plans are; if your tools, teams, and processes are fragmented, you will still encounter inefficiencies, misalignment, and errors.
When teams get preconstruction right, they work more efficiently and reduce avoidable risk.
Here are a few examples of how strong preconstruction practices pay off:
So far, we’ve discussed why and how preconstruction can give you a competitive advantage. With that, here are the steps you can take to turn preconstruction into a core strength, not just a phase of work.
Map current workflows to spot duplicate work and risky handoffs. Look for areas where people need to re-enter data or where details aren’t documented. These gaps often signal where delays, errors, and rework originate later in the project.
Consolidate tools into a connected platform to unify estimating, takeoff, bid management, and documents. This is a tall order, as most teams rely on a patchwork of disconnected tools built up over time. Fortunately, Autodesk Construction Cloud (ACC) brings those workflows together in one connected environment.
Standardize templates, forms, meetings, and assumptions so teams aren’t reinventing the wheel on every project. Consistency creates clarity and makes it easier to compare performance across projects, so can you gather and implement learnings.
Set up frameworks for how data is created, updated, and shared, along with naming and version conventions that everyone follows. That way, teams always know which information to trust and where to find it.
You need your team’s input when designing workflows and setting expectations. That’s why it’s important to build cross-functional collaboration into preconstruction routines. One example is to have weekly design-precon syncs to surface risks early and align decisions.
Define a short list of KPIs that reflect preconstruction performance, not just outcomes. Track estimate cycle time, win rate, variance to baseline, and change-order volume to help teams measure progress, identify gaps, and improve consistently.
Train teams using clear, consistent communication standards so everyone understands expectations, tools, and workflows. Good training reduces friction, increases adoption, and helps teams work confidently without relying on tribal knowledge.
Transforming your preconstruction practices doesn’t happen overnight, but that doesn’t mean you and your teams won’t experience wins right away. If you’re looking for momentum, here are some things you can quickly implement:
The construction landscape is rapidly changing, and projects are more complex than before. Companies that want to thrive in today’s environment must change how they view preconstruction.
It’s no longer just a step or box to check. When done right, preconstruction can pave the way for better collaboration, lower project risk, and a healthier bottom line.
Want to centralize, streamline, and de-risk preconstruction? Explore the Autodesk Preconstruction Bundle—your connected solution for estimating, takeoff, bid management, qualification, and documentation.
As a construction owner, your everyday list of to-do's boils down to two things: increase profit and reduce risk. This is why it pays to improve visibility and collaboration with construction teams through technology. You get to be more hands-on with progress transparency while empowering project teams to work smarter.
In engineering and construction, around 95% of all data goes unused, which often creates disconnects. By integrating this otherwise “lost” data into multi-team workflows (if not your own), you can finish projects on schedule, under budget, with higher quality, and have peace of mind that that progress is auditable across the entire project lifecycle.
Autodesk has hundreds of integrations for every phase of construction. While there are plenty more to explore, this list pulls together some of the most popular integrations for owners.
Integration categories:
To effectively manage the bottom line, owners need to keep track of resources throughout a project. Capital planning and asset tracking tools help automate and connect this crucial data enabling owners to improve oversight with all systems connected into one.
Aurigo Primus Plan is an AI‑powered capital planning solution that helps facility owners maximize ROI on multiyear CapEx by prioritizing the right projects, modeling cashflows, and managing risks and costs. Integrated with Autodesk Build, it seamlessly connects strategic planning with real‑time field execution to bring actual project data back into upstream decisions for continuous visibility, accurate forecasting, and smarter portfolio management. The alignment between planning and execution empowers owners to make confident, data‑driven decisions that support more resilient, sustainable infrastructure.
Eptura is an intelligent work-tech platform that connects people, places, and assets in one integrated system. It empowers organizations to manage facilities, equipment, and real estate at scale. Its comprehensive capabilities give teams full visibility into assets and inventory, automate preventive and reactive maintenance, streamline regulatory compliance with mobile inspections, and centralize work order management for seamless collaboration. With powerful analytics, BIM-integrated data through Archibus extensions, and secure, scalable cloud hosting on Microsoft Azure, Eptura helps organizations optimize performance, enhance operational efficiency, and make data‑driven decisions across every aspect of the built environment.
Geometrid provides project stakeholders with complete visibility across construction supply chains, which enables them to identify and mitigate risks before they escalate. Owners, developers, and contractors get live updates within an interactive BIM context for tracking deliverables, monitoring, and reporting progress across project stages. By adding the Geometrid Partner Card, teams can improve supply chain management across projects and easily share their live insights with stakeholders directly in Autodesk Build.
Join brings owners, contractors, and design teams into a single management platform for preconstruction and design. For owners, Join provides a clear line of sight into cost, risk, schedule impacts, and trade-offs, so projects move forward without surprises. Owners and project teams can also leverage Join Benchmarking to quickly generate conceptual estimates grounded in historical project data. With the Join Partner Card integration, project teams can access Join directly within Autodesk Build Insights dashboard.
PODIUM is the first AI-powered SaaS platform to unify outcome-based design, supply-chain intelligence, and automation - fast-tracking fully buildable developments from concept to construction. Purpose-built for modular typologies such as data center and multi-family residential, PODIUM enables rapid feasibility and schematic-level design by translating performance targets - capacity, power density, efficiency, cost, schedule, and sustainability - directly into coordinated, buildable solutions.
With the PODIUM Extension in Autodesk Forma, designers can instantly bring Podium automated buildings, complete with generated structural and MEP systems into the Forma ecosystem for further analysis. The PODIUM Revit and AutoCAD plugins create an intelligent, real-time bridge between PODIUM scenarios and native BIM models, enabling one-click loss-less transfer of information to both desktop design environments. And with connectivity to ACC, regular file exchange can also happen between Podium and your ACC Project.
VAPAR integrates AI‑powered CCTV defect detection directly into Autodesk Info360 Asset, transforming traditionally slow, manual pipe inspection workflows into fast, automated, and data‑intelligent processes. VAPAR automatically detects and codes defects from CCTV footage and the results sync directly into Info360 Asset for risk scoring and prioritization. This enables reliable pre‑ and post‑repair comparisons and helps utilities and councils standardize inspection data, accelerate proactive maintenance planning, and strengthen asset‑based investment decisions. The result is up to 80% less manual review time, improved accuracy through AI‑driven condition insights and trend analysis, and a faster, more confident pace of engineering and renewal decision‑making.
Design planning with laser scanning allows teams to create more accurate models of the existing conditions and to leverage scan-to-BIM workflows. Try these integrations for transforming and managing laser scan data.
IPX is a scan‑to‑BIM platform and API that enables AECO teams, laser‑scanning professionals, and owners to capture and visualize existing conditions with millimeter‑level accuracy by combining high‑resolution 3D scanning with precise 3D modeling. Through its SCANIT service, teams can rapidly deploy scanning pros to site and receive point clouds, 2D floor plans, and BIM‑ready models, while BIMIT transforms point clouds into Revit‑native BIM, CAD drawings, RCPs, IFC models, and verified point clouds. With instant quoting, transparent scheduling, and a seamless integration for Autodesk Construction Cloud, IPX streamlines documentation, eliminates data duplication, and centralizes coordination.
Capture, process, and deliver data from onsite construction sites using FARO Laser Scanners, SCENE Software and WebShare Cloud, a cloud-based hosting platform that provides real-time access for all project stakeholders. WebShare Cloud supports 3D reality data of any size to be viewed, stored, shared, and evaluated for better project management and BIM workflow via the internet.
Matterport uses reality capture to create dimensionally accurate digital twins that support design, construction, and operations across the full project life cycle. Using its LiDAR-based Pro3 camera, supported 360 cameras, and E57 point clouds, teams capture and manage reliable spatial data for existing conditions, design validation, construction progress, and record documentation, helping reduce rework and site visits. Matterport exports BIM and CAD files directly into Autodesk Build and Autodesk Docs, where teams can reference immersive site views alongside project files. Stakeholders can create and track RFIs with visual, location-based context from the digital twin, improving clarity during construction and supporting more reliable handover for operations.
Bridging the gap between the physical and digital world, NavVis provides an all-in-one reality capture solution that captures and visualizes environments during construction and operational phases. Connecting the mapped as-built environment in NavVis IVION with the NavVis IVION Add-In for Autodesk Revit or with Autodesk Build Issues, users can coordinate, compare, and update BIM models across the project team.
Integrations for design planning may help you imagine what a project will look like before or while it’s built to better collaborate with designers and resolve issues before they get discovered in construction. These integrations keep you on track while creating a highly collaborative environment.
GAMMA AR imports and overlays 3D Models managed in Autodesk Build or Autodesk Docs on the construction site using Augmented Reality. By overlaying 3D Models on the jobsite, GAMMA AR prevents errors, reduces rework, and shortens the time spent on documentation and follow up resulting in savings of up to 10% of total construction costs.
Sitelink is a 3D construction collaboration platform that enables project teams to view large 3D models at 1:1 scale on site, in Augmented Reality. Now, teams can import and visualize 3D models managed in Autodesk Build or Autodesk Docs into Sitelink.
vSite is the operational control software for subsurface utility projects, connecting contractors and owners for water, sewer, storm, and power line work. Built to eliminate the 2–3% margin loss, vSite turns Autodesk Construction Cloud models and drawings into field-ready workflows on live sites: crews use construction-grade AR to visualize buried utilities before excavation, then capture installed quantities, time, equipment, and materials in the same flow. The data is automatically structured and mapped to cost codes, producing geo-tagged, audit-ready records that export to payroll and ERP, supporting defensible change orders, fewer disputes, and faster approvals and pay cycles.
Use reality capture integrations to take 360° and time-lapse photos. The imagery will allow you to reference the site history throughout all phases of construction, including a final look when construction is complete. Want to see your ductwork without opening up a wall? Use these integrations.
Cupix is a leading reality capture platform built for BIM, used by thousands of builders, owners, and developers worldwide to accurately document and track progress. By transforming 360° video into 3D point clouds, teams can identify discrepancies between designs and as-builts; remotely collaborate on as-built conditions; and avoid disputes with a single source of visual truth. Leveraging AI, computer vision, and advanced geometry, Cupix gives teams the accurate spatial data they need to make informed decisions at every stage of their projects. Plus, Cupix integrates seamlessly with Autodesk Construction Cloud, so teams can make faster decisions based on site conditions.
DroneDeploy is a leading enterprise-grade site reality platform. The software converts jobsites, structures, and assets into easy-to-understand digital representations, generating valuable insights for construction teams. Through mapping, 3D modeling, analysis, and reporting, DroneDeploy provides a detailed and accurate digital replica of any site (interior or exterior buildings and earthworks), enabling project teams to take action, save time, and lower unforeseen costs. High-resolution aerial maps and 360 images from DroneDeploy can be exported to Autodesk Build or Autodesk Docs.
EarthCam is a leader in visual intelligence for construction, helping teams turn live cameras, photos, and video into actionable insight. EarthCam seamlessly integrates webcam, 360° imagery, and time-lapse content into Autodesk Construction Cloud, enabling richer context across project workflows. AI-powered object detection and safety analytics enhance issues, RFIs, and reports within Autodesk Build. By accurately aligning real-time visuals with Navisworks models, EarthCam delivers a shared visual record that improves collaboration, accountability, and decision-making throughout the project lifecycle.
Evercam changes how the world sees construction by unifying fixed position cameras, drone, and 360 capture in one platform so you can see exactly what's happening on site. Turn your visual data into real information you can use to make faster, better decisions to improve safety and productivity on your job site. Images and recordings from Evercam can be exported to specific folders within Autodesk Build or Autodesk Docs.
Herolapse uses reflex cameras to make high-quality construction timelapses, sending them to the cloud for easy access and sharing. Architects, engineers, project managers, and contractors can enable instant access to Herolapse's photos directly within Autodesk Build or Autodesk Docs. Furthermore, project stakeholders can embed camera feeds directly into their Autodesk Build Insights dashboard by adding the Herolapse Partner Card.
The OpenSpace Visual Intelligence Platform gives owners a clear, time-stamped visual history of jobsites throughout construction. Using Spatial AI, OpenSpace automatically maps 360° and smartphone images to project plans. Create and update ACC Issues directly in OpenSpace, with two-way sync keeping status, due dates, and descriptions aligned. Attach visual context and locations to RFIs and Issues automatically in Autodesk Build. View models and 360° photos side by side. OpenSpace integrations help you reduce risk and make confident decisions for on-track, on-budget projects. See a recent interview with the OpenSpace founders on the Digital Builder podcast for how reality capture has evolved and how OpenSpace can help.
These leading reality capture solutions are easy to enable and tightly integrate into Autodesk Construction Cloud. Find their integrations in the App Gallery and enable them across projects with a couple of simple clicks to sync photos and videos into Autodesk applications to reference during collaboration and for archival. Users can add these Partner Cards to a project dashboard to see jobsite imagery in the context of a project. With these tools in combination, owners can reduce costs and improve the safety of the construction site.
Good documentation matters and should be carefully managed from day one. This is especially important in the final stretch before the operations team takes over. These integration partners help with documentation management during every phase of a project, including migration of documents come time for handover.
Why use separate systems when 360Sync can automatically update document, drawing, photo, RFI, and Submittal libraries from wherever new files are uploaded or altered? 360 Sync integrates Autodesk Build and Autodesk Docs, with platforms such as Viewpoint 4 Projects, BlueBeam Studio Projects, Asite, Citrix Files, Box, Dropbox, Egnyte, ShareFile, and Google Drive.
We also recognize that not all companies have the engineering resources or time to build custom integrations. This is where Autodesk Construction Cloud Connect (ACC Connect) comes in. ACC Connect – a robust, no-code platform that keeps your apps and data connected – helps you tailor integrations to your business and workflow needs, keeping your teams and projects connected and moving forward.
With ACC Connect, project stakeholders can rest assured that their data is accurate and up to date. And since the information stays in sync, teams know that they can get the documents and information they need in the application they use most.
Cloudsfer is a cloud-based migration and backup service supporting more than 30 storage providers, including Autodesk. It enables organizations to securely back up and migrate data from on-premises systems, SharePoint, servers, and ECM platforms, as well as cloud sources such as Google Drive, Dropbox, and Egnyte - directly into Autodesk.
Designed for a true set-and-forget experience, Cloudsfer provides automated cloud backup, project archiving, and reliable recovery, ensuring business-critical data is continuously protected without ongoing manual effort. The platform is ISO 27001 certified, uses SSL-encrypted data transfers, and is built to meet the strict security and compliance requirements of large enterprises worldwide.
Glider's handover platform, known as EDocuments, streamlines the entire construction handover documentation process by providing a collaborative document‑production platform designed for data compliance, data assurance and BIM‑centric workflows. The platform automates the creation of digital handover deliverables, such as operation and maintenance manuals, by enabling configurable, rules‑based file transfers between Autodesk Construction Cloud, Autodesk Build and Autodesk Docs. The integration extracts data directly from 3D models, cross‑checks attributes against required specifications and imports curated documentation from ACC into EDocuments to ensure accuracy and consistency. Overall, the EDocuments platform helps project teams reduce costs, eliminate manual document handling and deliver complete and compliant handover packages.
ProjectReady’s solutions connect project teams and information across platforms (ACC, Procore, SharePoint, Egnyte)—automatically keeping owners in sync, with the same information across stakeholders and with a fully traceable audit trail. With ProjectReady WorkBridge, owners automatically bridge content and workflows across platforms with no manual effort. With ProjectReady Central, owners can enable Microsoft 365 Cloud Backup for ACC to reduce risk while centralizing governance and automating project setup. These solutions let teams work in the systems they know best, eliminate costly manual reconciliation, and ensure owners have accurate, auditable project data across the full lifecycle.
Using integrations that keep your teams connected helps overcome many of the greatest challenges of working on large projects. Building better partnerships with contractors, reducing rework, and unifying project management are just some of the benefits of finding the right integrations for your needs.
Great communication gets even better with centralized data. You’ll run your business and projects with much fewer hiccups. With Autodesk’s Construction Ecosystem and Platform, you can leverage different integrations to connect data across your tech stack and streamline collaboration with all stakeholders. A good construction platform helps you configure integrations your way while allowing you to develop your own (with our help) to make sure the job gets done.
We all know the importance of making data-driven decisions, and it’s something we talk about all the time here at Autodesk.
But we also know that making the right decisions—even when you have all the data—isn’t easy. Construction projects generate a massive amount of documents and information. From issues and RFIs to schedules and safety inspections, there’s a lot to sift through.
In fact, Autodesk's State of Design & Make: Construction Spotlight report shows that teams spend an average of 13 hours per week looking for the right data.
That’s a lot of hours, and it’s time that most people would rather spend actually building, not hunting for answers.
The good news is we have just the tool to help you harness the power of your data and turn it into action.
Autodesk Assistant is an AI-powered assistant built into Autodesk Construction Cloud (ACC) that helps teams quickly find answers and understand what’s happening across their projects without digging through endless files or dashboards.
A game-changer for design and construction workflows, Autodesk Assistant simplifies how you interact with your data so answers are always within reach.
Traditional approaches to project data often rely on manual searches, static dashboards, or time-consuming reports. Autodesk Assistant changes this experience by serving as an intelligent chatbot partner for every project. It’s always available and ready to help.
Autodesk Assistant is designed for speed and simplicity, and you can engage with it in everyday language. Just ask a question, and it quickly surfaces tailored answers and insights.
Autodesk Assistant offers several benefits:
When it comes to AI assistants in construction, the better your prompts, the better your results. Clear, well-structured prompts help you zero in on the insights you need and take action faster.
With Autodesk Assistant, you can be specific about what you’re looking for and define details like date ranges, trades, issue status, locations, or project phases. You can also request that information be organized in a particular format, like a dashboard or bulleted list.
Even better, you can save your favorite prompts and reuse them to create a repeatable way to ask the right questions and get consistent answers across projects and teams. And if writing prompts feels intimidating, you’re not on your own. Autodesk Assistant includes a prompt library with a wide range of ready-to-use examples you can explore, adapt, and experiment with—so you can get value quickly without starting from scratch. The assistant is also context-aware and will suggest relevant prompts based on where it’s opened from.
To show how Autodesk Assistant is making a real difference, let’s look at some actual prompts customers are using today to unlock valuable insights from their project data.
These examples show how customers are using Autodesk Assistant to cut through complexity and get answers they can actually act on.
Autodesk has a robust Issues tool that lets you track items such as punch list items, safety concerns, design errors, and more. But if you’re dealing with multiple projects, viewing and prioritizing issues can get overwhelming
This is where you can use Autodesk Assistant. The prompts below show how teams can surface risks and prioritize work without digging through every issue log.
Whether it's getting more clarity on design intent or seeking approval for project materials, RFIs and submittals can easily become bottlenecks if they’re not closely tracked and actioned on. Here’s how Autodesk Assistant can help you get a better handle on them.
You can also prompt your Autodesk AI Assistant to surface schedule milestones and risks, so you and your team can keep projects on track.
Stay on top of quality control by asking Autodesk Assistant to analyze your project data and flag any potential quality risks. That way, you can address issues early and avoid future rework.
Having a cohesive and buildable model before construction begins hinges on strong design coordination. With multiple disciplines contributing to the model, there's a risk that things will fall out of sync. Try using the following prompts to spot conflicts early and keep teams aligned.
Change is inevitable on construction projects, but you can stay on top of them. Autodesk Assistant helps teams track change orders, revisions, and updates to have better control over scope and budget.
You can also use Autodesk Assistant to monitor compliance status and identify potential safety risks.
Autodesk Assistant makes your project data work for you. No more digging through reports or manually analyzing data. With Autodesk Assistant, you can ask questions in plain language (just like with a regular assistant) and you’ll get clear, instant answers that put your data to good use.
Explore Autodesk Assistant and see how it can turn project data into decisions you can trust.
A new year is the perfect time to tighten the seams of your tech stack. Today’s top construction teams aren’t just adopting more tools; they’re connecting them so information flows from design through handover without friction. As recent industry research highlights, leaders who invest in connected data and collaborative tools are better equipped to adapt, decide, and deliver.
That’s exactly what these 12 new integrations across Autodesk AECO solutions are built to do. Spanning Autodesk’s AECO Technology Partner Ecosystem — connecting with solutions like Autodesk Construction Cloud as well as core design tools like Revit — they help you automate drawing creation, validate models earlier, and keep bid, cost, and field collaboration aligned. From room‑centric space data and ISO 19650‑friendly document sync to reality capture insights, each integration connects tools for data‑rich workflows.
Kick off the year by connecting more of your processes so your teams can focus on what matters - building.
1. Ardaena’s Loom automates drawing creation and property management in Autodesk Inventor, handling entire batches of parts and assemblies. Project teams can now modify or generate the iProperties field for batch files and automatically mass-produce drawings based on a template.
2. D.TO (Design Together)’s BIM-integrated, AI powered, platform reads live Revit call-out views to improve construction detailing and documentation processes, while delivering in-context design guidance and firm knowledge/assets during design to improve consistency and coordination across project teams. D.TO’s built-in asset management system allows for direct deployment of firm details, 3D assemblies, BIM components, and relevant product information within the Revit canvas.
3. Eserv’s Tie-In Point Calculator is a powerful plugin for Autodesk AutoCAD that automates and streamlines piping design tie‑in point and dimensional control calculations directly inside your design environment.
4. IMAGINiT Clarity is an on-premise, Intranet-based tool for automating processing around Autodesk Revit. Now, project teams can run automations with Autodesk Secure Service Accounts.
5. Impararia Document Register enhances ISO 19650 compliance, reduces manual naming errors, and increases file visibility inside Autodesk Construction Cloud with automated validation and streamlined reporting.
6. ioFM is a room-centric “Minimal-BIM” platform designed for building owners, operators, and delivery teams that turns existing inputs (plans, point clouds, IFC, or any combination of them) into a lightweight, room-oriented model. In the ioFM Web App, the model is viewed directly in the browser and a clear room list (IDs, areas, key attributes) is loaded for practical day-to-day workflows. Project stakeholders can publish models directly to Autodesk Construction Cloud projects, leverage permission structures, track versions, and enable teams to reference structured space data throughout construction.
7. Pelles helps trade contractors centralize and automate critical workflows so they can save hours of manual effort, bid more work, reduce project risk, and eliminate costly scope gaps. Teams can now connect critical project data including documents, bid packages, issues, and RFIs between Pelles and Autodesk Construction Cloud, supporting more accurate preconstruction planning, improved coordination during construction, and stronger alignment across stakeholders.
8. Propeller combines high-precision drone maps with reality capture, machine telematics, and field collaboration tools on one intuitive 3D platform. Propeller integrates with Autodesk tools, including Civil 3D and Autodesk Construction Cloud, making it easy to align designs, compare as-built conditions, and share updates.
9. Sivar Group’s BiimHub allows project teams to audit BIM model information using predefined and customizable rules based on standards that simplify and automate the process of validating design-related data. Now, teams can validate BIM models directly from Autodesk Construction Cloud.
10. The BoQ Export plugin by TiMBIM now integrates with Autodesk Revit to help engineers, architects, BIM managers, and quantity surveyors organize Revit model data into a clear, hierarchical BOQ structure.
11. Utopia Digital is tackling one of the construction industry's biggest challenges: fragmented data and disconnected systems. Their no-code solution "CDE Sync" automates bi-directional synchronisation between Autodesk Construction Cloud and other leading vendor Common Data Environment (CDE) platforms across transportation, energy, buildings, infrastructure, and construction projects. The wizard-driven platform transforms disconnected systems into federated environments where teams can work efficiently instead of manually managing data flow.
12. Viktor is a platform for engineering and construction firms that enables engineers to create and share custom web apps. VIKTOR forms a stable bridge between Autodesk’s ecosystem and engineering computation. It streamlines how engineering logic connects to ACC and APS, improving reliability for ICT and accelerating automation for engineering teams.
Explore all 400+ integrations across the AECO Technology Partner Ecosystem.
Manufacturing runs on precision and repeatable processes. Much like construction projects, capital projects that involve manufacturing can be incredibly complex, especially when they involve multiple phases and stakeholders.
Because project data moves, evolves, and changes hands so many times, it's all too easy for information to slip through the cracks.
A missed email here. An outdated document there. Without strong data ownership, risk and inefficiency compound.
This is why a solution like Autodesk Construction Cloud (ACC) is such a game-changer for manufacturing projects. ACC enables stakeholders to access information and collaborate on the same platform, so models, drawings, and turnover data stay connected from design through operations, and ultimately back to design when the project is expanded, or a line gets renovated. Unlike typical construction projects, manufacturing projects often follow a cyclical pattern—lines are upgraded, processes evolve, and facilities adapt—making continuous connectivity and data flow essential for long-term efficiency.
I recently sat down with several industry leaders for a webinar to discuss what data ownership looks like in the real world:
Check out the top takeaways from our conversation below.
Data is so much more than just files sitting on a server. In manufacturing projects, data serves as the blueprint for the entire asset lifecycle. Think about it: the decisions the team makes throughout a project stem from the data you have.
As Marisa points out, "Data captures all of your trade-offs, your lessons learned, and the real story of how your facility comes together. And when you own that blueprint, you don't have to depend on others to interpret what happened—you already have that clarity."
That's why owning and putting data to good use is one of the most powerful things you can do for your projects.
What's more, owning your data creates the continuity that manufacturing projects need to stay aligned from start to finish.
Marisa says it really well:
"Instead of resetting at each phase, the project gains momentum, your information is carried forward, your effort compounds, your risk decreases, your efficiency increases, and the asset just performs better over time."
Data ownership also "helps you minimize risk because you can trace and verify decisions, says Marisa.
She adds, "Risk builds quietly, and it does so in several ways." Consider the following:
"These are small moments, but they all have a direct cost, and they accumulate across the entire project and asset life cycle," adds Marisa.
As such, it's critical to stay in control of your data from day one.
Lesley from Starline Windows attests to this, saying that precision goes out the window (no pun intended) when your teams can't find or trust the information they need.
"Without a central source, we'd be dead in the water, and we'd be putting out windows left, right, and center at the wrong size, wrong shape. So the ownership of anything in terms of manufacturing must be somewhere."
Similarly, Josh saw firsthand how hard it was to manage a project when construction drawings, models, and equipment details lived in different places.
He says that at Domtar, "Data was everywhere before ACC. Now, it's all in one spot."
What does successful data ownership actually look like?
For Lesley, ACC promotes greater accountability by providing a clear paper trail of everything that arises during a project. This is especially useful when delays or questions are brought up.
Lesley shares several situations where ACC changed the conversation. In one case, their shop drawings were 14 weeks behind, and ACC helped her trace exactly why.
She could see when her team sent the drawings, when the customer replied, and how long the customer held the questions. "We followed up, and we followed up, and we followed up," she recalls. With ACC, she could show that 10 of those weeks weren't on Starline at all.
She also talks about a dispute in which a customer tried to charge them nearly a quarter of a million dollars for damages. Thanks to ACC, her team was able to pull almost 700 pages of inspection data to show what the windows looked like when they were signed off. "It just removes the emotion then because it's facts," she said. "Otherwise you're fighting a year down the road with just feelings, and that's never good."
Similarly, Josh shares that ACC helped save the company $500,000 by disputing incorrect change orders.
During his first project on ACC, a general contractor sent in $750,000 worth of change orders.
Josh dug in and used Sheets to compare all the IFB and IFC packages. "I was able to dispute over half of that," he says. The contractor had been looking at the wrong package, so he knocked the total down to around $250,000.
"That $500,000 was well over my pay grade for the year," he jokes. "I think I did a pretty good job with that. And I'm going to attribute that to Build."
Lesley and Josh also weigh in on the future of data ownership.
For Lesley, the future is all about doubling down on BIM and digital workflows.
"A lot of our industry is still, strangely enough, in the 2D world. I think the data is going to be required to go into the BIM world," she remarks.
Lesley sees everything shifting into BIM so teams can overlay models, run clash detection, and collaborate across disciplines. As she puts it, ACC becomes "the hub," the place where internal and external teams communicate and where all the data feeds into the systems the business relies on.
She expects ACC to drive more efficient project management, too, saying it should tell people "this is what your day should look like" instead of leaving teams to chase emails or personal to-do lists.
Looking ahead, she believes generative AI will help teams pull what they need from a shared data lake without hunting for files, making work faster and reducing errors.
Josh, for his part, looks forward to a future in which Domtar can set the standards and workflows for working with engineering firms.
"I've been using Build to leverage with the engineering firms and encourage them to use our standards and templates instead of working with their own system. That gives us visibility into the data. So, I hope that we, the customer, would be able to set the standard that the engineering firm would follow instead of the other way around."
Strong data ownership gives manufacturing teams more than organized files. It leads to better planning, fewer surprises, and more intelligent decisions at every stage of a project. When everyone works from the same source of truth, you reduce risk, move faster, and set your assets up for long-term performance.
Starline Windows and Domtar are just a couple examples of firms that are using ACC to own and manage their data.
With Autodesk Construction Cloud, these companies can run better projects and deliver better outcomes.
If you want to dig deeper into their stories and hear the full discussion, be sure to watch the full webinar.
Project delivery methods set the stage for construction jobs because they dictate how everyone works together from day one. As such, choosing the right delivery method can make all the difference between a smooth build and a stressful one.
In a market where, according to the Design-Build Institute of America (DBIA), design-build is projected to represent nearly half of U.S. construction spending through 2024-2028, owners are looking for delivery methods that move fast without locking in risk too early.
If you’re the type who values open communication and flexibility, then progressive design-build (PDB) could be a good fit. Unlike traditional design-build methods, PDB brings the owner in early to shape solutions together.
In this article, we’ll explore how progressive design-build works and why it’s gaining traction.
Table of contents:
Progressive design-build is a project delivery method in which a single entity is responsible for both design and construction, so the owner has a single contract for both phases. With this setup, the design-build team is on the same page from the start, allowing them to make informed decisions together.
A foundational component of PDB, progressive design means the project’s design evolves in phases and is influenced by input from the owner, designer, and builder. So, instead of locking in plans upfront, teams refine the design together as budgets, goals, and constraints become clearer.
Picture this: an owner shares project goals, the designer sketches early concepts, and the builder weighs in on cost and constructability. In doing so, the team can shape the project as they go along, so there are fewer surprises down the line.
Flexibility is one of the biggest advantages of progressive design-build. Because design happens in phases, teams can adjust plans as new information comes to light without throwing off the schedule. Early collaboration means changes are discussed and approved quickly, keeping progress steady while still allowing room for innovation and improvement along the way.
In order for progressive design-build to work, you need a strong team that’s aligned from the start.
That’s why qualifications-based selection (QBS) is a key part of making progressive design-build work. Instead of choosing teams based on the lowest bid, owners select partners based on expertise, experience, and alignment with project goals.
This approach sets up the project for success. When teams share the same values and vision, it’s easier to solve problems together and move forward with a collaborative approach.
It’s helpful to compare different delivery methods to see which approach best fits your project’s goals, risk tolerance, and timeline. Here’s how progressive design-build stacks up with other delivery methods.
| Progressive Design-Build (PDB) | Traditional Design-Build (DB) | Construction Manager at Risk (CMAR) | |
| Contract Structure | Single contract covering design and construction | Single contract covering design and construction | Separate contracts between owner-designer and owner-contractor |
| Collaboration Timing | Continuous collaboration throughout design and construction | Collaboration begins after design is mostly complete | Collaboration during design, but coordination limited by separate contracts |
| Scope and Pricing | Scope and pricing evolve progressively with team input | Scope and pricing are locked in early | Pricing is set after design development, often with a Guaranteed Maximum Price (GMP) |
| Flexibility | High—teams refine design and budget together | Low—changes often require formal change orders | Moderate—changes can be made but require separate approvals |
| Owner Involvement | High—owner works closely with design-build team throughout | Moderate—owner involvement decreases after design phase | High—owner coordinates between separate contracts |
| Decision-Making | Streamlined and collaborative | Centralized but less flexible | Slower due to multiple contract approvals |
| Change Management | Real-time adjustments to scope and cost | Change orders required for mid-design changes | Revisions require approvals across contracts |
| Key Advantage | Continuous collaboration and adaptability | Efficiency and simplicity once scope is fixed | Cost control with some collaboration |
| Key Limitation | Requires strong communication and trust, as well as a potentially longer preconstruction phase | Limited flexibility after pricing is locked | Coordination friction between separate contracts |
Traditional design-build typically locks in scope and price earlier in the process. That can be efficient, but it can mean you have less flexibility in case priorities shift later on. Progressive design-build, on the other hand, keeps collaboration open during design development. The owner and design-build team work side by side to refine scope, pricing, and solutions before committing to final costs, improving reliability.
For instance, if an owner decides mid-design to upgrade materials, a PDB team can adjust scope and pricing together. If it were a traditional design-build setup, the team might need to issue change orders to accommodate the shift.
Construction Manager at Risk (CMAR) allows for collaboration between the owner, designer, and contractor, but those entities still operate under separate contracts (owner-designer and owner-contractor). Progressive design-build streamlines this with a single contract that unites the design and construction teams under one roof. This structure fosters stronger alignment, quicker decision-making, and smoother transitions from design to construction without the handoff friction that can occur in CMAR.
So, in a CMAR setup, design revisions might require separate approvals across contracts, slowing progress. In PDB, the integrated team can review and approve changes in real time, keeping the project moving efficiently and reducing “in between” risk for the owner.
Progressive design-build is a great fit for projects that are complex, time-sensitive, or evolving in scope. If you need flexibility to refine design and budget as you go, PDB helps you do that without losing momentum.
It’s also ideal when collaboration and transparency are priorities. Because PDB brings all key players to the table, teams can make informed decisions and manage change accordingly.
Progressive design-build isn’t just a new label for an old process. It's redefining how teams work together. Consider the following.
In traditional delivery models, design and construction often happen in separate phases: the designer finishes, then the builder steps in. That segmented workflow can result in misalignments and gaps in responsibility.
With PDB, collaboration happens continuously. The owner, designer, and builder are engaged early and stay engaged together throughout design and construction. This ongoing teamwork lets the group identify and solve issues before they become costly problems.
With fixed-plan delivery methods, you lock in scope, budget, and schedule at the beginning of the job. If something changes, you wind up issuing change orders.
PDB flips that: the design evolves iteratively, with the team refining scope, cost, and schedule together as clarity grows.
In more traditional models, the risks often sit with the owner or the contractor alone. In PDB, risks are shared among the integrated team. Shared responsibility gives everyone the incentive to collaborate and collectively do what’s best.
Given that progressive design-build is quite a shift from more traditional delivery models, PDB contracts also have some distinctions compared to other methods.
In a PDB setup, the design and construction teams work under one agreement, forming a single entity responsible for project delivery. This means everyone shares accountability for quality, budget, and timeline. The contract typically includes:
During the early phases of PDB, the team works under a preconstruction services agreement to develop the design, estimate costs, and identify potential risks. Once the design reaches an agreed-upon level of detail, the parties establish a Guaranteed Maximum Price (GMP) or lump sum amount.
This pricing model gives the owner cost certainty while still having room for flexibility during the design stage.
In PDB, the design-build entity is responsible for coordinating all design, engineering, and construction activities. Key roles typically include:
PDB contracts often include provisions that formalize collaboration. These can include shared risk and reward structures, open-book accounting, and regular coordination meetings.
If disputes come up, they’re usually handled through early resolution methods like partnering sessions or mediation.
Even though progressive design-build is becoming more popular, it’s still often misunderstood. Here are a few common myths and the truth behind them.
While both traditional and progressive design-build use a single contract, PDB is more collaborative. Traditional design-build usually locks in scope and price early, so teams have less room for change. PDB, on the other hand, lets the design evolve in partnership with the owner, which means teams have more flexibility as they go through the process and risk is better defined.
At first glance, the collaborative preconstruction phase can look like an extra cost. In reality, PDB often saves money by reducing rework, minimizing change orders, and catching potential issues early. Because transparency and collaboration are built into the process, there are fewer financial surprises once construction begins.
Quite the opposite. In PDB, owners are deeply involved throughout the design process. Decisions are made in real time with input from all parties, and owners gain greater influence and visibility into how their project takes shape.
While PDB shines in complex or fast-track jobs, smaller projects could also benefit from this delivery method, especially projects with uncertain site conditions or evolving stakeholder needs. If teamwork and flexibility are a priority, even simple projects can reap the advantages of PDB.
We know that PDB is gaining traction. Let’s take a closer look at the benefits that make PDB stand out.
In PDB, everyone—owner, designer, and builder—works together from day one. This structure breaks down silos and builds trust across teams. Decisions are made collaboratively, and it’s easier to identify potential challenges early. All of that results in smoother projects and faster execution down the line.
Other delivery methods finalize scope and pricing early, but PDB takes a different approach. It lets design and cost evolve together, so teams can test ideas, evaluate materials, and adjust scope without triggering lengthy change orders.
It’s one of the reasons PDB can be an excellent choice for projects that face shifting requirements or unexpected site conditions.
With a single contract covering design and construction, responsibilities are shared across the team. Everyone has a vested interest in achieving quality results within budget and on time. This shared accountability reduces finger-pointing that often occurs under more fragmented delivery models.
Early collaboration naturally leads to better cost control and shorter timelines. Since the builder is engaged from the beginning, issues such as constructability and materials can be tackled before the design is finalized. This proactive approach minimizes rework and reduces costly surprises down the line.
Ultimately, PDB delivers stronger outcomes for everyone involved. Owners gain visibility into how design choices affect cost and schedule. Designers and builders work with clear expectations and fewer roadblocks. Together, they can deliver projects that meet performance goals while maintaining transparency and trust throughout the process.
What does PDB look like in practice? Here's what typically happens when teams choose progressive design-build.
The PDB process starts with design development, where the owner, designer, and builder work closely to define project goals, scope, and budget. This is the stage where teams collaboratively explore options and refine the design.
Once the owner approves the design and cost proposal, the team moves into the construction phase. Because the same team handles both stages, there’s no learning curve or handoff issues, and the transition feels seamless.
Every stakeholder plays a distinct yet interconnected role:
Early alignment is vital in PDB delivery. Teams invest time upfront to align on scope, priorities, and risk management. In doing so, they can avoid downstream conflicts and ensure decisions support both design intent and constructability.
Effective project management in PDB relies on transparency and real-time collaboration. Many teams use cloud-based construction management tools to track design changes, budgets, and schedules in one place. Regular coordination meetings, open-book cost tracking, and clear documentation help maintain accountability and visibility.
PDB is big on open communication and teamwork between stakeholders. Here’s how to achieve that with progressive design-build.
Trust starts with openness. Teams should share information early and often, particularly when it comes to:
When people know they can speak up without finger-pointing, collaboration flows easily. Transparency builds confidence among all parties, which keeps everyone focused on solving problems instead of assigning blame.
Schedule recurring meetings to review progress, align on decisions, and flag any issues before they grow. Also, it’s best to use shared digital platforms so everyone has access to the latest documents. These touchpoints not only improve visibility but also ensure teams stay proactive rather than reactive throughout the project.
Program managers coordinate communication, ensure decisions move forward, and keep the project aligned with its goals. The best program managers anticipate challenges, facilitate collaboration, and help balance priorities between cost, schedule, and design quality. With someone dedicated to steering the process, teams can focus on doing their best work.
Encourage group discussions that consider the perspective of all stakeholders. Also, be sure to document decisions and lessons learned so knowledge doesn’t get lost between phases or team members. When the project hits pricing milestones (30/50/70/90% - varies by owner), the team should be aligned on what is included and why.
Every construction project comes with risks, including budget changes, design challenges, and schedule delays. Here’s how PDB helps you better navigate risks.
In PDB, risk management starts long before construction begins. Because the owner, designer, and builder collaborate from the get-go, potential risks are surfaced early during design development.
Teams discuss “what if” scenarios together; they review design decisions, material availability, and site conditions to anticipate challenges. This upfront planning helps everyone understand where risks lie and how to address them proactively rather than reactively.
Unlike traditional delivery models, where risks fall heavily on one party, PDB promotes a shared-risk, shared-reward framework. The unified contract creates joint accountability for budget, scope, and schedule. Everyone benefits when the project performs well, which encourages the team to solve problems together instead of assigning blame.
PDB teams use several strategies to stay ahead of common risks:
Risk management doesn’t stop once construction begins. PDB teams hold regular check-ins to review project performance and adjust plans as needed. Risk registers should be living tools–reviewed at each milestone–so decisions reflect current realities as opposed to outdated assumptions. Teams keep communication open and have a continuous feedback loop, so they can respond quickly and keep the project on track.
Delivering high-quality outcomes is one of the primary goals of progressive design-build. Because the entire team works together from concept to completion, quality is built into every decision. From defining clear benchmarks to maintaining consistent feedback loops, PDB gives teams the structure and communication needed to uphold high standards throughout the project.
Quality starts with alignment. Early in the process, the owner, designer, and builder work together to establish what “quality” means for the project. That could include performance expectations, review cycles, materials, finishes, or sustainability goals.
When these benchmarks are set collaboratively, everyone understands what success looks like before construction begins. It gives folks a shared definition, which then helps prevent misunderstandings and disputes later down the line.
Verification doesn’t wait until the end of the job. In PDB, teams conduct quality checks throughout both the design and construction phases.
During design, peer reviews, constructability assessments, and coordination meetings catch inconsistencies early.
Then, during construction, inspections, material testing, and progress evaluations ensure work meets agreed-upon standards.
These verification steps create accountability while giving the owner confidence that the project is on track.
PDB projects rely on open communication to keep quality high. Regular check-ins and review meetings give the team opportunities to flag issues, review performance, and make adjustments. When something goes right—or wrong—it’s discussed openly so everyone can learn from it. These feedback loops not only improve the current project but also strengthen how teams approach future work.
PDB naturally fosters a culture of accountability and encourages teams to execute to a high standard. With progressive project delivery, everyone is on the same team, so each stakeholder bears responsibility for the final outcome, not just their individual contribution.
All of that fosters transparency, trust, and shared pride in craftsmanship. And it’s this collective commitment to excellence that sets successful PDB projects apart.
In addition to keeping stakeholders on the same page regarding design, PDB also helps teams stay financially aligned. Consider the following.
Budgeting in PDB is an ongoing conversation, and not a one-time event. The owner, designer, and builder work together to define cost parameters and explore design options that align with those goals. They share cost information early and often, so teams are able to make informed trade-offs and keep the project financially sound from concept to completion.
To keep budgets on track, PDB teams rely on real-time cost tracking and forecasting tools. Teams often trach cost in real time using shared estimating logs, buyout status dashboards, and scenario comparisons (base vs. alternatives). These systems allow everyone to see how expenses evolve as the design takes shape. Regular reviews help identify potential overruns before they happen, giving the team a chance to adjust materials, methods, or scope to stay within limits.
Scope changes are inevitable in construction, but in PDB, they don’t have to disrupt the entire plan. Again, collaboration continues throughout design and construction, allowing adjustments to be evaluated as the project progresses.
This lets teams weigh the cost and impact of each change before moving forward. With clear communication and joint decision-making, scope adjustments become manageable instead of costly surprises.
In PDB, the owner isn’t left waiting for updates; they’re part of every major financial decision. From early budgeting to cost reconciliation, the owner sees how dollars are allocated and can influence trade-offs as priorities shift. This level of visibility and participation gives owners confidence that their investment is being managed responsibly.
Even with its collaborative approach, progressive design-build isn’t without its challenges. Projects can still face shifting scopes, changing priorities, and the occasional misalignment among stakeholders. The good news is that PDB is designed to handle these issues more effectively than most delivery models.
Scope creep is one of the biggest risks in any construction project. In PDB, the best way to manage it is through transparency and structured decision-making. When new ideas or changes arise, the team discusses the potential impact on cost, schedule, and resources before making a move and logs each decision for historical reference.
And if you have regular alignment meetings, everyone on the team can raise issues as the project evolves.
The success of PDB often comes down to who’s at the table. Experienced teams understand how to balance collaboration with accountability. They know when to raise concerns and how to resolve them without slowing progress. Clear communication keeps that balance intact.
Additionally, using shared tools and dashboards helps everyone see where things stand at any given time.
Unexpected challenges—such as supply chain issues, site conditions, or design revisions—can derail projects if teams aren’t adaptable. PDB’s phased structure gives teams the flexibility to adjust plans quickly without losing momentum.
The tight integration of design and construction paves the way for more agility: team members can pivot and find practical solutions together.
One of PDB’s greatest strengths is that it creates space for innovation. When all stakeholders feel heard and empowered to contribute ideas, creative problem-solving becomes second nature. Teams can explore new materials, methods, or technologies with less risk, knowing they’ll evaluate impacts collaboratively. This adaptability not only helps overcome immediate challenges but also drives better long-term outcomes. Think: faster, smarter, and more resilient projects.
The success of PDB hinges on how well teams collaborate. This is where having the right tech can give you a leg up.
Building Information Modeling (BIM) allows teams to visualize designs in detail before construction starts. It helps identify conflicts, test design options, and understand how changes affect cost and schedule. Cloud-based collaboration tools and project management platforms keep everyone on the same page, giving real-time access to drawings, updates, and communications. This level of visibility helps teams spot issues early and keep workflows moving smoothly.
Solutions like Autodesk Construction Cloud (ACC) can bring all project data—design files, models, and communications—into one connected environment, with field-to-office visibility.
It allows teams to coordinate across disciplines, manage documents, and track progress in real time. Owners can monitor milestones, while designers and builders can work on design updates without version confusion.
All of that can pave the way for close collaboration and ultimately, successful project execution. Since PDB requires teams to stay on the same page throughout the project, a platform like ACC helps maintain that alignment at every stage.
PDB is evolving fast, and several trends are pointing toward how it will shape the next wave of construction and infrastructure projects.
The use of PDB is on the rise, and this trend isn’t showing signs of slowing down.
Data from the American Council of Engineering Companies (ACEC) shows that 76% of engineering firm leaders have been part of PDB projects, and the majority have achieved great results. ACEC's survey indicates that 88% of respondents reported increased project volumes and 81% noted rising construction values.
As more owners in transportation, water and wastewater, aviation, and public-building markets adopt PDB, the method is becoming a mainstream delivery option rather than an outlier.
With sustainable construction a higher priority and modular builds gaining traction, PDB offers the structure to bring these elements together. With design and build teams involved early, owners can embed modular systems, prefabrication, and sustainable construction materials right from the concept phase. That early alignment means fewer retrofit surprises and more opportunity to meet sustainability targets while controlling cost and schedule.
Modular construction fits the PDB model well because design evolution and build readiness happen in parallel, enabling the team to optimize factory work and site assembly together rather than sequentially.
Procurement and regulation are catching up to the PDB trend. Some jurisdictions are adapting their rules to explicitly allow early-engagement contracting and performance-based delivery models. For example, New York passed legislation enabling greater use of PDB and other alternative delivery methods to speed up capital projects.
AIA introduced progressive design-build forms (e.g., A141® PDB-2024), and ConsensusDocs announced a dedicated progressive design-build agreement (ConsensusDocs 411) with phased terminology, multiple GMPs, and clear off-ramps.
As regulations evolve, owners and contractors gain more flexibility, and the barrier to entry for PDB lowers. This means we can expect broader adoption across public-sector work, mixed-use developments, and private projects.
Progressive design-build is changing the way projects come to life. When teams collaborate early and stay aligned, projects run smoothly, costs stay predictable, and innovation thrives. As more owners and builders adopt this approach, PDB is proving to be not just another delivery method, but a smarter way to build.
This month, Autodesk Construction Cloud introduces over 40+ updates to support more efficient, connected project delivery. Keep an eye out all month long for releases that strengthen how teams manage access, information, and change across projects.
* Autodesk Construction Cloud Platform & BIM 360
Autodesk AI | Autodesk Assistant: Help Content
The Autodesk Assistant now offers quick access to Autodesk Construction Cloud product help content. With the new Help Content agent, users can ask questions and get instant answers—without leaving their workflow or searching the help site.
Autodesk AI | Autodesk Assistant: Project Data [Beta] Enhancement
Meeting Minutes have been added as a Source for the Project Data Agent. When you ask a question via the Project Data agent, meeting minute data will be scanned and relevant information surfaced by the Assistant.
Admin (Account) | Member Management Permission
Account Admins can now allow users to manage project members without granting full Project Administrator access. This makes it easier to delegate resource management as project needs change, without giving away broader project control.
Admin (Account) | More Control Over Role Assignment
Account Admins can now control which roles users are allowed to assign. This makes it easier to delegate member management without granting full Project Administrator access, helping teams reduce risk while keeping projects moving.
Bridge | Bridge Multiple Closed RFIs
Bridge now supports bulk sharing for closed RFIs, allowing users to quickly share multiple RFIs across projects. This helps to reduce the need to share RFIs individually, saving time for teams managing historical data and improving efficiency for projects with high RFI volumes.
Dashboards | Quality KPI dashboard
Track quality KPIs in a dedicated, flexible Project Home dashboard. Project teams can now stay up-to-date on quality-focused metrics for tools like issues and forms.
Data Connector | Delta Data Extraction - API [Beta]
Data Connector now supports delta extraction through an API in beta. Users can request only new, updated, or deleted records within a defined timeframe, reducing the amount of data processed compared to full extraction. Delta extraction currently supports selected services, including Submittals, Markups, Relationships, Transmittals, Meeting Minutes, Locations, IQ, and Activities, with additional services planned for future phases. Users can specify time ranges using relative options such as Today, Yesterday, Past 7 days, Past 31 days, or select a custom range up to 31 days. Scheduled extractions now include an hourly cadence option and support multiple schedules, including “Since last extraction.” These enhancements provide flexibility for ad-hoc and scheduled data refreshes.
Data Connector | Estimate - Power BI Template
A new Power BI template for Autodesk Estimate data gives you a head start on building powerful analytics for your estimates. The template includes pre-built visuals such as total number of estimates, average cost by project type, and cost breakdowns by categories like cost types, packages, classifications, locations, and other data points to help you quickly uncover cost implications and make informed decisions during preconstruction.
Data Transition Tool | PlanGrid Integration [Public BETA]
The Data Transition tool is now available as an opt-in Public Beta, helping Account Admins copy completed or inactive PlanGrid projects into Docs, where they can be viewed in the Files tool. This allows teams to maintain access to documents and key project records such as Tasks, RFIs, Submittals, and Field Reports, while reducing manual closeout work and keeping PlanGrid project information accessible in Autodesk Construction Cloud.
Files | Clearer Naming Standard Import Errors [Excel]
When a Naming Standard import from Excel fails in Autodesk Docs, users now see clear, detailed error message. The updated experience highlights exactly what needs to be fixed so teams can correct templates faster and move forward with their standards.
Files | Manage Markup Changes by File Version and Review Status
Project Admins can set up rules to control whether published markups can be edited on previous file versions or on files with selected review statuses. This helps teams protect approved and issued information and reduce accidental changes as files move through the review and approval process.
Issues | Thumbnails for 2D Issues
Thumbnails are now automatically generated for 2D issues. Project team members can now more quickly create issues with snapshots helping to provide more context and clearer reports.
Markups | Auto-Resize Text Boxes
Text boxes and callouts now resize automatically as text is added or removed. Alignment settings remain consistent during resizing, and rotation is supported. When text reaches a maximum width, it wraps to a new line, and the box expands vertically within defined limits. Exported PDFs reflect the adjusted text placement.
Project Home | Shortcuts
Shortcuts in Project Home on mobile are now available. Teams on site can quickly access daily workflows from Project Home. Now, they can utilize new capabilities such as pinning sheets, files, and folders.
Reviews | Review Reference
Reviews now support references, allowing teams to link related files, forms, and other reviews directly to a review. This makes it easier to understand context and keep related information connected.
Reviews | Review Auto-trigger Condition Improvements
Review auto-triggers now support additional conditions in Autodesk Docs, including review status, file type, and “is / is not empty” logic. This gives teams more control over when reviews start automatically, helping reduce manual effort and keep document workflows consistent.
Reviews | Rename Closed Reviews
Project Admins can now rename Reviews after they are closed in Autodesk Docs. This makes it easier to standardize review titles and keep review data consistent across a project.
Reviews | Allow Initiators to Update Approvers
Project Admins can allow review initiators to update approvers through workflow settings in Autodesk Docs. This gives teams flexibility to keep reviews moving while maintaining control over how workflows are managed.
Reviews | Change Review Target Folder After the Review is Created
Review target folders can now be updated at any time. Project Admins control this through the review workflow and can also allow initiators to make changes, helping teams correct folder destinations without canceling or recreating reviews.
Transmittals | Transmittal Public API GA
The Transmittal Public API is now generally available, allowing teams to retrieve transmittal information from Autodesk Docs through supported APIs in Autodesk Construction Cloud. This includes access to transmittals, related documents, file versions, and recipient details, supporting reporting, compliance, and integrations while keeping Docs as the system of record.
Coordination | Quick Non-Issue Creation
Marking non-issues is now faster and easier. Instead of completing a full form, you can select a reason and apply the default title in just a few clicks. This enhancement helps BIM managers, coordinators, and trade partners quickly classify intentional overlaps or approved conditions during clash reviews. For those who need more detail, the original workflow remains available.
Coordination | Keyboard Shortcuts
Keyboard shortcuts have been added to support faster navigation and selection in coordination workflows:
Correspondence | Reference to Specifications
Add a spec section as a reference from a correspondence. Easily create a direct link from a correspondence to spec sections, making supporting information between tools easier to find.
Meetings | Reference to Specifications
Add a spec section as a reference from a meeting. Easily create a direct link from a meeting to spec sections, making supporting information between tools easier to find.
Cost Management | Change Order Bottom Flyout*
A new bottom flyout in the Budget view displays related Change Order numbers with direct links for easy navigation and reference.
Cost Management | Expense Item Summary Report
A new report template is available under Reports/Templates to report on Expense sub-items grouped by budget code, status, and more for better visibility and reporting.
Cost Management | Approval Workflow Enhancement*
Collaborators can now participate as reviewers in downstream approval approvals. As a reviewer they can edit proposed amounts and upload supporting documents, enabling more thorough and informed decision-making.
Cost Management | Simplified OCO and SCO Creation*
Users can now easily create Owner Change Orders (OCO) and Supplier Change Orders (SCO) directly in an approved status without the need to compile or send them. Perfect for cases where you only need to update the system to reflect accurate values.
Correspondence | Reference to Specifications
Add a spec section as a reference from a correspondence. Easily create a direct link from a correspondence to spec sections, making supporting information between tools easier to find.
Dashboards | Quality KPI dashboard
Project teams can now view a centralized Quality KPI dashboard in Project Home. The dashboard displays issue trends and includes interactive filters and drill-down options for deeper analysis. This update provides improved visibility into field quality performance, helping teams monitor progress and identify areas that require attention.
Meetings | Reference to Specifications
Add a spec section as a reference from a meeting. Easily create a direct link from a meeting to spec sections, making supporting information between tools easier to find.
RFIs | Quick Create RFI Enhancements
When using AI to generate an RFI form, AI will be able to populate the Location field when relevant information is provided in the prompt.
RFIs | Form Customization for RFI Types
Improve data collection by customizing the RFI creation form for each type of RFI. Build tailored creation forms, choosing which form fields are included and marking select fields as required.
Submittals | Download all Attachments
A download all attachments option is available for every stakeholder in the Submittal workflow, enabling users to download all attachments from the responsible contractor, manager, or any reviewer as a single ZIP file.
Workplan | Email Notifications
Workplan now provides email notifications for task assignments, updates, commitments, completions, and date changes. Users can choose immediate alerts or digest summaries and control notification types and frequency to avoid inbox overload. These notifications help managers, creators, and assigned members stay aligned and accountable, reducing missed deadlines and improving coordination between field and office teams.
Workplan | Metrics Drilldown
Expand and drill down into task metrics charts to see which tasks contribute to the metric and more easily perform root cause analysis.
Workplan | Bulk Select Subtasks
When bulk selecting tasks using the click and drag functionality, any subtasks that fall within the selection box are also selected. Click and drag your cursor over both summary tasks and subtasks to quickly perform bulk actions such as edit, assign, and delete.
Workplan | Support for Large Plans
Workplan now supports larger plans! Use a single plan for larger projects, with support for up to 35k tasks in a single plan.
Takeoff | Location Enhancements
Autodesk Takeoff users can now filter the takeoff viewer by location or by takeoffs without a location assignment, making it easier to identify and assign locations to takeoff. A default location banner displays for clarity, and your default location setting persists when switching sheets. Plus, when copying and pasting takeoffs, the location property automatically carries over.
Takeoff | Count Marker Enhancements
Count markers can now be rotated and have a new rectangle shape, allowing placed items with PDF drawing elements to be better aligned for improved legibility and visual accuracy.
Takeoff | Bulk-Sheet Scale Setting
Autodesk Takeoff users can set the scale for multiple sheets at once, helping eliminate some of the repetitive manual tasks of adjusting each drawing scale individually.
We often talk about the importance of being nimble, adaptable, and forward-thinking. Many construction leaders will agree that companies exhibiting these traits are in a better position to succeed.
Of course, telling organizations to innovate and move faster is easier said than done. From challenges with change management to organizational drag, it can be tough to take meaningful action.
So if you're looking for inspiration on how to make real progress without losing your footing, this episode is for you. I'm joined by Power Design CTO Raghu Kutty and Autodesk's very own Sid Haksar to talk about what it really looks like when a specialty contractor leans into innovation.
Power Design's "one office, one culture" approach is rare at their scale, and it's driving consistency, high performance, and some of the most deliberate tech adoption we've seen in construction.
Power Design stands out because the company has made some very intentional choices about how it operates as a large specialty contractor.
As Raghu puts it, they're a "multi-trade subcontractor" working across 28 states, taking on 350 to 400 large commercial projects a year with roughly 3,000 employees and another 3,000 to 5,000 production partners.
But the real differentiator is how they're structured. Instead of regional offices and separate ways of working, the company runs everything through one unified model.
"We have one standard, one set of books, one team structure, one culture, and no regional subcultures. That translates to quality improvements on the job site as well as employee satisfaction."
The results of Power Design's strategy speak for themselves.
"One of the stats that I'm very proud of is the low EMR rates that we have. We have a 0.52, which is incredible in the construction world, and that happens because of a deliberate approach that we take to the way our company is structured," remarks Raghu.
Sid has seen this up close many times.
"Every time I visited, I left thinking, 'Wow, this is probably one of the most innovative companies I've seen.'"
"They really live and breathe innovation, from prefabrication to running their own fleets and being as vertically integrated across the supply chain as possible. The entrepreneurial spirit of the founders permeates the entire organization."
If there's one thing we can all count on, it's that uncertainty isn't going anywhere. Whether it's the economy, the labor market, or global events that throw entire schedules off course, something will always shift under your feet.
This is something everyone grapples with, and while some organizations stand still or let things happen to them, Power Design has been very intentional with getting ahead and staying on top of risks.
Raghu describes it as "taking control of our destiny."
For Power Design, that starts with understanding what truly matters to customers and then building the business around it. Supply chain challenges were a big one. Raghu walks through everything from the COVID era to today's tariff pressures and how material management is often where contractors get stuck. Instead of accepting that, they established an in-house switchgear manufacturing division. He calls it "a game changer," especially when switchgear delays were breaking project schedules across the industry.
Power Design has taken the same approach with trucking, owning last-mile delivery so teams can hit tight delivery windows without relying on third parties.
"We have Power Design trucks on the road to support last-mile delivery. This is especially important in urban locations where you have to deliver at a particular window." Raghu explains.
"Having our own trucks that can guarantee delivery to job site superintendents makes the entire process so much better and faster."
Operating at a high level requires robust technologies. And for a company like Power Design, which runs on standardized, controlled workflows, a unified platform built for the field is a must.
As Sid puts it, "You're field first, you're mobile first." He says that firms should strive to make life easy for job site teams "because there's enough chaos and there's enough unknowns that you deal with on a daily basis."
The other component, he says, is data accessibility.
"How can you surface information quickly when you need it? Things are happening, and you have to make decisions in real time."
According to Sid, the most seasoned folks can make decisions based on gut instinct because they have extensive field experience. But this is quickly shifting, as workers retire and newer people enter the industry.
"I think it's essential to surface the right information at the right time, while also having a form factor that you can easily access information in a simplistic manner, with fewer clicks."
But the conversation goes deeper than convenience. "At the end of the day in construction, it's all about risk," Sid says. A unified platform helps teams see issues earlier, reduce uncertainty, and make faster calls. And now that AI is becoming part of everyday workflows, that single source of truth matters even more.
Raghu has been in construction for about two decades, and he's seen the industry go through a few major shifts. Early on, the biggest challenge was getting data off the job site in a usable way. "Data capture and usability form factors at job sites were a pain," he recalls.
Today, the problem is the opposite. Teams have more data than they know what to do with. You're swimming in photos, models, documents, and daily reports. The question is how to turn all of it into something useful.
That's where Raghu sees AI stepping in. When generative AI started accelerating in the last few years, what caught his attention was its ability to digest structured and unstructured data.
"It solves a very pivotal challenge that exists in construction," he says. Reality capture is a good example. Power Design uses tools like OpenSpace, and instead of dealing with hundreds of loose photos, they now have geolocated images that time-lapse automatically and can be analyzed much faster.
Beyond that, Raghu also touches on agentic AI, noting its potential not only to analyze data but also to act on it and implement workflows.
To get ready for that future, Power Design has focused on the fundamentals. Clean data. Consistent workflows. A unified platform.
"We have to platformize our technology stack. We've got to move away from some of these edge applications and get into the clean data model. Autodesk was one of those pivotal strategic decisions we made. We moved to the Autodesk platform because it enables us to open up and unlock all these capabilities that AI can provide."
That being said, the tech is only half the story. The workforce needs to be ready too. Raghu believes companies will differentiate themselves by "resiliency and speed." Change management, training, and building an adaptable culture will separate the teams that thrive in the AI era from those that fall behind.
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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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.
