Switching construction platforms is never easy. It requires vision, buy-in, and a clear understanding of what's not working—and what could work better.
For Okland Construction, the decision to move from Procore to Autodesk Construction Cloud (ACC) wasn't just about replacing a tool; it was about unlocking a more integrated, collaborative way to deliver projects from design through construction.
In a recent webinar, I sat down with Max Nichols, VDC Director at Okland Construction, to explore how the company transitioned to ACC and how the shift leveled up collaboration, cost control, and project outcomes at the firm.
Take a look at the key takeaways below. And if you'd like to dive deeper, watch the webinar on demand here.
Big change often comes from one of two scenarios: you're either moving away from pain or moving toward opportunity.
Okland falls in the latter category.
The real motivation for making the switch from Procore to ACC was about embracing the potential they saw in Autodesk’s connected solutions. Max explained the shift as a strategic move toward a more connected, collaborative future, one that ACC was uniquely positioned to provide.
As a strong proponent of early collaboration, Okland’s teams understand that great projects are a collective effort.
"We very much position ourselves and believe that delivering construction projects is not a one-person job or one-company job. It's a challenge that takes integration, partnership, and using the knowledge from all our different project partners to create great results," says Max.
And that's why Okland went with ACC. The firm saw the platform's ability to connect its entire project lifecycle. Instead of operating in silos, Okland could link preconstruction, operations, accounting, and VDC in a single platform and data environment. ACC's model-driven workflows and integrations gave them a way to connect design teams, trade partners, and construction crews, so collaboration and information-sharing happened seamlessly.
When asked about the lessons Max and his team learned and if there was anything they'd do differently, he admitted that they may have overengineered things at the start.
"We were a little too methodical early in thinking about the details of the system and creating a million different SOPs for a million different scenarios versus just getting it moving, learning, and adjusting."
Because Okland set a goal of moving everything to ACC by January 1st, the rollout ended up being a "dive headfirst" approach. Due to this, Max stressed the importance of listening to the folks using the software. Learn their pain points, offer support, and take in their feedback; then use that input to continuously refine the system.
"Reach out to people and find out what works and what doesn't. That feedback mechanism is key."
With ACC up and running, Okland saw significant improvements in team collaboration. For example, teams moved beyond checking off clashes and instead began collaborating on real project solutions.
"What was amazing for me and my team personally was that our 3D coordination meetings stopped being about a clash or a clash group, and they started to be about solving big problems. And it actually allowed us to explore more opportunities," explained Max.
Another benefit? ACC's model coordination capabilities opened the door for wider participation across teams. Instead of juggling separate shop drawings from different trades, Okland created a unified coordination model that automatically generated sheets with the correct information—published weekly and easily accessible on the field team's iPads.
This connectivity not only simplified workflows but also made 3D models less intimidating. Plus, it gave more people the confidence to engage and contribute directly.
"The model coordination module within ACC is awesome," said Max. "It allows us to put anyone in there—anyone internally, externally, design teams, etc. We can have private models that are our coordination models. They don't get messed with. But we can also pull people in and let them begin to dabble."
On the operations side, ACC gave Okland a more seamless way to manage project data across workflows. Information from files and models could move directly into GMP updates, trade partner sourcing through BuildingConnected, or downstream adjustments in Cost Management. With structured permissions and a unified file system, the platform created a single source of truth where everyone—from architects to field teams—could access and share information.
ACC's cost tools prompted Okland to rethink its entire approach to cost management and ERP integrations.
"We used Cost Management as an opportunity to restructure how we do takeoffs and cost coding," shared Max.
Instead of forcing old processes into a new platform, Okland took a step back and asked how workflows could be rebuilt for greater efficiency and accuracy. This meant reworking cost codes, refining buyout strategies, and establishing cost management workflows in a way that would scale long-term.
The results are already starting to show. Okland now has projects that have rolled directly from GMP in preconstruction into operations and buyout—all within ACC. This flow of information, from the drawing to takeoff, into budgets, work orders, and beyond, is beginning to create the seamless connectivity the team envisioned.
The integration with Sage ERP is also underway. The goal is to ensure that data can move smoothly across systems without requiring rework or duplication. As Max explained, the effort has been intentional: "It's all about hooking up to that ERP and getting that data moving through that ERP into the Cost Management module."
Another big takeaway was realizing the value of Desktop Connector. Keeping shared documents in ACC meant that cost data was centralized and easy for the right people to find.
ACC also helped Okland streamline and strengthen its RFI processes. One major improvement is the way the team set up role-based permissions, so everyone has the ability to engage with RFIs without losing control of what gets sent to external partners.
"We knew it was very important to have a system where everyone can engage in RFIs but not necessarily send them. We wanted that buffer zone. So, we created a permission layer around roles. That way, most people have the ability to draft, but then we also created a draft manager."
This structure has proven to be flexible across various projects. Sometimes, a project engineer manages all drafts, while larger jobs may split responsibility across structural, MEP, or other leads.
Aside from permissions, Okland added required fields to track whether an RFI has schedule or cost impacts. This small adjustment ensures essential details don't slip through the cracks and makes it easier to connect RFIs downstream into larger or smaller change orders.
ACC is a robust platform that touches multiple teams across Okland. Because of its reach, training people on how to use the system has been a top priority for the firm.
Okland has several training layers designed to meet employees where they are. For example, anyone at the admin level—whether managing documentation, models, or other project data—must first complete a set course through the company's LMS.
The company also runs regular all-company sessions. "We bring people in for a day, and everyone learns the dos and don'ts of the system. We have an entire set of training sessions talking about pretty much every tool within Build," said Max.
Beyond structured sessions, Okland invests in ongoing resources. According to Max, there are a lot of great folks at Okland who are committed to getting teams up to speed on all things ACC. "Richelle, Braden, Katie, Megan, and the whole of our Process Improvement + LMS Team have been pumping out these amazing videos with tests, training scenarios, and connections back to Autodesk resources."
It’s also worth noting that Okland makes all training materials available to everyone, regardless of their role. The goal is to empower people to go beyond their mandatory modules and explore the platform.
As Max explained, "It's important to be democratic about the whole thing and put it all out there for everybody. Anyone can train in any video. Sure, you may need to do, say, five specific trainings because you're a VDC person, but you can also digest all the other training materials."
Okland isn't slowing down. With ACC now established as the backbone of its operations, the team is already looking ahead to the next wave of innovation.
On the preconstruction side, Max and his team see a big opportunity in tighter estimating workflows. "We're tapping our fingers waiting for the next-gen estimator tool," he said. Today, final budgets still require jumping to outside programs—something Okland hopes to solve with deeper preconstruction integration inside ACC.
VDC teams are equally energized about improvements to the mobile model. A more fluid, field-friendly experience will give crews direct access to real-time data and make collaboration even easier.
Okland is also exploring integrations with other tools that complement ACC, from GCPay for payment workflows to Bridgit for workforce planning, and even VR systems like Resolve that connect design and issue management in new ways. With a strong digital foundation in place, the next chapter is all about expanding what's possible on top of it.
Okland's journey with ACC shows what's possible when technology meets vision. From improving collaboration to rethinking cost workflows, the company is setting a new standard for connected construction.
But across all of this, one thing we can all learn from Okland is to prioritize collaboration, iterate in the open, and let end-user feedback guide the rollout.
As Max put it, "The end user is really who's going to make any system the best it can be."
