GROWTH BY DESIGN

As the property development landscape in Western Australia (WA) continues to present both challenges and opportunities, it is an exceptionally exciting time for the industry.

Indeed, Perth’s combined population growth, influx of employment opportunities, and lifestyle appeal have resulted in a growing recognition that the city requires a broader range of housing choices.

“A significant demand for well-designed homes in established locations has arisen – particularly apartments and medium-density housing that allows people to remain connected to their communities as their circumstances change,” introduces Cameron Alder, Director of WA’s privately-owned, diversified property investment and development group, Locus Property (Locus).

At the same time, delivering new housing at this scale has proven complex, with construction capacity, labour availability, cost escalation, infrastructure coordination, approval timeframes, and access to development funding all influencing whether a project is commercially viable.

For capable and disciplined developers like Locus, however, these conditions create opportunity.

“Demand alone does not make a successful project. Developers need to select the right locations, understand their customers, maintain financial discipline, and assemble experienced teams capable of navigating the full development process,” Alder points out.

“We remain optimistic because WA has strong long-term fundamentals. Our focus is on creating developments that respond to genuine housing and community needs rather than simply following short-term market cycles,” he adds.

CREATING LASTING VALUE

Established in 2015 and headquartered in Cottesloe, WA, Locus’ current portfolio spans residential, mixed-use, retail, and industrial property.

Its residential portfolio includes projects such as Harbour Sorrento, Harbour Hillarys, Monument East in Fremantle, Park Lane in Stirling, Norfolk Residences in Cottesloe, and Altimo Wembley.

“Our commercial and investment portfolio includes assets such as the Alkimos Gateway Shopping Centre, Woodvale Boulevard Shopping Centre, and Hutton Street precinct in Osborne Park,” Alder informs us.

As a company that places considerable emphasis on transparency, communication, and alignment throughout the investment and development process, Locus’ clients and stakeholders include residential purchasers, private investors, wholesale investors, joint venture (JV) partners, retailers, and commercial tenants.

“Our core operations are currently concentrated in WA, particularly metropolitan Perth, where we deliberately maintain a relatively focused and experienced internal team, supported by specialist consultants, architects, builders, planners, engineers, sales professionals, and other delivery partners,” he explains.

Combining the discipline of an investment business with the creativity and customer focus of a property developer, Locus seeks to be recognised for the quality of its decisions, the places it creates, and the value it delivers to investors, purchasers, and communities.

The company is highly selective about the opportunities it pursues, carefully considering the location, planning environment, customer profile, capital structure, delivery risk, and long-term relevance of the proposed development before acquiring a site.

“That discipline continues through design, approvals, funding, construction, marketing, and settlement,” clarifies Alder.

Placing quality before quantity, Locus is supported by three fundamental principles – daring to be different, maintaining a strong local focus, and creating lasting value.

Further setting it apart from the competition is the company’s investment in high-quality design, alongside its ability to maintain close relationships with investors, customers, and project partners.

“Decisions are made by people who are directly invested in the outcome and accountable for delivering it,” he confirms.

FULL DEVELOPMENT LIFECYCLE

With an integrated approach that maintains continuity and accountability across the entire lifespan of a project, Locus is involved from initial site identification and due diligence through to acquisition, construction, marketing and, where relevant, asset management.

“That continuity is important because decisions made at the beginning of a project can have significant consequences several years later; a planning assumption can affect construction efficiency, a design decision can affect marketability, and a procurement decision can affect quality and cost,” Alder cautions.

As Locus remains involved in the full development lifecycle, it can assess these decisions in the context of the overall project instead of treating each stage in isolation.

Rather than dealing with disconnected advisors responsible for only one component, investors and project partners have access to a clear point of accountability throughout.

“Our team coordinates the various disciplines and maintains the project’s strategic direction, from acquisition through to delivery,” he prides.

Locus’ development, funds management, and syndication capabilities also allow it to structure opportunities around the particular characteristics of each project, including bringing together aligned investors, providing regular reporting, and ensuring commercial objectives remain connected to the development strategy.

MAJOR STEP FORWARD

Harbour Sorrento represents a major step forward for Locus and is an important part of its long-term vision for the gateway to Hillarys Boat Harbour.

Comprising 83 premium residences with an estimated value of approximately AUD$166 million, the development was designed by Hillam Architects to be a high-quality coastal development offering ocean views, residential amenities, and direct connectivity to the harbour.

“Our involvement has extended across the complete development process, from site acquisition through to sales and construction planning.

“One of the most important elements has been ensuring the design responds sensitively to its coastal setting, with the building form, landscaping, material palette, and apartment orientation developed to create an appropriate transition between the coast, harbour, and surrounding residential community,” Alder emphasises.

Although a commercially significant property for Locus, Harbour Sorrento’s importance goes beyond monetary value, demonstrating the company’s capacity to deliver larger, design-led developments whilst establishing the foundations for the broader harbour precinct.

“The strong market response to Harbour Sorrento also reinforces our view that there is genuine demand for high-quality apartment living in established coastal locations – particularly amongst people who want to downsize without leaving the area and community in which they have built their lives,” he adds.

Harbour Hillarys, meanwhile, has reached an important milestone, having recently received development approval in June this year.

It comprises two multi-storey buildings containing 87 premium residences, a substantial ground floor retail and commercial complex incorporating food and beverage premises, landscaping, and public realm improvements.

The project is valued at approximately AUD$220 million and expected to enter the market in 2027.

Like Harbour Sorrento, the design of Harbour Hillarys has been carefully considered to optimise ocean views whilst creating a welcoming gateway to Hillarys Boat Harbour.

Together, Harbour Sorrento and Harbour Hillarys represent a transformational investment, offering greater housing diversity, new retail services, and employment opportunities whilst strengthening the connection between the surrounding community and harbour.

For Locus, receiving development approval for Harbour Hillarys is not only a significant achievement, but also the beginning of the next phase.

“Our focus now turns to detailed design and project delivery to ensure the development fulfils the quality and community outcomes we set out to achieve,” details Alder.

LONG-TERM RELATIONSHIPS

Fundamental to Locus’ daily activities are its investors, partners, and suppliers.

“Property development is not an individual pursuit. Every successful project depends on the collective expertise of investors, architects, planners, engineers, builders, trades, sales teams, local authorities, community representatives, and other stakeholders,” Alder sets out.

Indeed, Locus’ investors provide more than just capital – they bring long-term relationships, commercial experience, and an understanding of the WA market.

The company’s syndication model brings together aligned investors and seeks to create a transparent environment in which they remain informed and have confidence in the project strategy.

“Local consultants and suppliers understand the characteristics of building in WA – from planning and climate considerations to construction conditions and buyer expectations. Their knowledge helps us identify risks earlier, make more informed decisions, and create projects that are appropriate to their location,” he reflects.

As a company that values long-term relationships over transactional ones, Locus chooses partners who understand the way it works, enabling a more collaborative and efficient project timeline.

“We also believe that supporting WA businesses allows more of the economic benefit generated by our developments to remain within the local community,” asserts Alder.

With its developments becoming a central part of local neighbourhoods for many decades, community engagement is central to Locus’ approach.

“Our first responsibility is to listen. This includes engaging with neighbours, local authorities, community representatives, and relevant organisations during planning and design.

“Constructive engagement can identify issues that may not be apparent from a technical review alone and can help produce a better project,” he adds.

Locus also seeks to support local organisations and community initiatives through sponsorship, participation, and direct contribution.

BUILDING QUALITY AND INTEGRITY

Fostering a genuine and connected relationship with the places in which it operates, Locus’ goal is to create developments that contribute positively to their surroundings.

“Our published community commitment is based on transforming urban landscapes through sustainable and considered design and maintaining active involvement with local groups and initiatives,” Alder states.

In this way, the company’s ambition going forward is to remain disciplined, sustainable, and consistent with its values.

Recognising the significant opportunities in established metropolitan locations where new housing, retail services, and urban renewal can create lasting community value, Locus intends to expand its portfolio across residential, mixed-use, and commercial property whilst maintaining a strong focus on WA.

As such, the company will continue building its funds management and investment platform, giving investors access to carefully selected opportunities supported by rigorous due diligence, transparent communication, and active management.

Locus also seeks to increase the scale and complexity of the projects it can deliver, exemplified by developments such as Harbour Sorrento and Harbour Hillarys.

Growth in project size, however, will not come at the expense of attention to detail or financial discipline.

“Our goal is not simply to accumulate projects but to build a respected, enduring WA property company known for quality, integrity, and the ability to deliver on commitments.

“We will continue investing in our people and relationships because the strength of our business ultimately depends on the quality of our team, partners, and the confidence placed in us by our investors and customers,” Alder passionately concludes.

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REDEFINING QUEENSLAND’S PROPERTY DEVELOPMENT LANDSCAPE

Founded in 2012 on the belief that property development could be done differently, KDL Property Group (KDL) is a fast-growing Queensland residential property developer with an increasingly integrated approach to land development and housing delivery.

Headquartered in Broadbeach, the company’s land development and housing delivery operations are primarily focused on high-growth regions across Southeast Queensland.

“At its core, KDL identifies and acquires well-located development sites, manages planning and approvals, and designs communities. We then oversee the civil works required to create serviced residential lots, taking projects through registration, sales, and settlement,” opens Kent Leicester, Managing Director.

KDL’s wholly owned construction arm, Ryse Construction, adds the capability to deliver completed homes across selected projects.

This integrated model gives KDL a broad customer and partner base. Alongside traditional builders, the business is increasingly working with government, institutional investors, and community housing providers to deliver large-scale affordable housing programmes.

KDL is also expanding into community-focused projects such as childcare, medical, and neighbourhood centres that complement its residential developments.

The KDL and Ryse Construction team now totals 26 people, supported by a long-standing network of civil contractors, planners, engineers, and other specialist consultants. The company has a pipeline of approximately 3,700 lots, with approximately AUD$2.5 billion in value across its land and housing development pipeline.

RYSE CONSTRUCTION

With a growing portfolio of projects underway and planned, Ryse Construction has become an important part of KDL’s integrated delivery model.

“Ryse Construction connects KDL’s property development knowledge with what happens on-site every day,” says Leicester.

The division allows KDL to consider housing design, procurement, and trade capacity earlier in the development process. It also provides direct feedback from construction teams that can help improve the planning and delivery of future stages.

“The advantage of having KDL and Ryse Construction working collaboratively is that we can test lot dimensions, driveway locations, and general buildability early in the process before the design is locked in. That reduces wasted land, avoids unnecessary construction costs, and generally produces a more functional home,” he sets out.

This designed-by-builders philosophy means layouts are more practical, specifications can be better controlled, and the company has repeatable systems that support volume without making every home the same. It can also reduce some of the delays and complexity associated with traditional retail building, including repeated design variations and fragmented administration.

Leicester says this is an important point of difference for the business.

“Ryse Construction isn’t trying to be a traditional retail home builder. We don’t carry a huge catalogue of designs or deal with individual variations.

“Our point of difference is that homes can be designed around the land and project requirements from day one. That is particularly valuable when delivering hundreds of homes through affordable housing programmes,” he outlines.

SUPPORTING CRITICAL DEMAND

KDL’s capabilities are increasingly relevant to one of Southeast Queensland’s major challenges: delivering enough housing to meet population growth and demand, including affordable housing.

“I believe the industry still has to overcome a difficult delivery equation. It’s not just about affordability – it’s about identifying the right land, zoning more land, and getting it approved with the right mechanisms and supportive infrastructure in place to achieve completion,” says Leicester.

Amongst the major constraints are the timing and availability of enabling infrastructure. New housing depends on the coordinated delivery of roads, water, sewers, and other essential services, with sufficient capacity to support growing communities.

Infrastructure such as this therefore requires effective planning and swift delivery to support the timely development of new land.

“Infrastructure delays don’t just affect the developer. They can delay a builder’s start, a buyer’s home, and ultimately the date a resident can move in. When you’re delivering housing at scale, those delays can have a significant impact,” he states.

KDL is also broadening the housing mix across its pipeline to help deliver greater choice and make efficient use of well-located land.

“Instead of just delivering detached housing, we’re looking at smaller more efficient homes, townhouses, and dual-key designed homes where standardised layouts and procurement allow more properties to be constructed in the same areas,” informs Leicester.

Whilst the housing mix is becoming more diverse, Leicester says quality remains a priority.

“Improving affordability shouldn’t mean reducing quality. The opportunity is to remove waste from the process, use land intelligently, and shorten the time between land registration and construction by designing homes earlier and making them efficient to build and economical to live in,” he says.

DYNAMIC HOUSING OPPORTUNITY

With the Queensland government recently announcing a target to build one million homes by 2044, Leicester sees an opportunity for the public and private sectors to work together to overcome the housing demand challenge.

“For KDL, it creates an opportunity to deliver affordable housing programmes at scale. We have a substantial pipeline of land, and Ryse Construction gives us another capability to help translate that pipeline into a broader range of completed homes,” Leicester highlights.

The company is already participating in major affordable housing initiatives involving government, institutional, and community housing partners.

For example, in collaboration with the Housing Australia Future Fund (HAFF), KDL and Ryse Construction are currently delivering 359 homes across four different communities in Logan City and the City of Moreton Bay.

The housing mix includes a range of bedroom configurations and dwelling types, including dual-key homes.

“Dual-key housing allows two self-contained dwellings to be delivered on one residential lot, creating greater flexibility in the mix of one, two, three, and four-bedroom homes we can provide,” notes Leicester.

The approach can increase housing choice within established suburban areas and make more efficient use of residential land.

“The real advantage of this model is that we can produce a different kind of dwelling mix that’s well-designed and supportive of dual-key living homes, delivering what we call ‘gentle density’ – increasing the number of residents in a house without changing the character or standards of a suburban neighbourhood,” he explains.

This allows projects to cater for a wider range of households, including couples, families, key workers, older residents, and multi-generational households.

KDL is also the exclusive land partner in the Everyone’s Place affordable housing initiative, with 291 of the company’s lots supporting the delivery of 483 homes across four communities.

STRATEGIC, COORDINATED GROWTH

KDL’s multi-billion-dollar pipeline is the result of long-term acquisition and planning, with the business focused on sustainable growth rather than growth for its own sake.

“We’re not a company that needs to grow as quickly as possible – we need to grow sustainably, which is why we’re focused on expanding in the areas that reflect our model and what we do.

“It’s very easy to get distracted in property development, but we have stayed true to our core product – residential, low-density housing,” affirms Leicester.

KDL is further distinguished by its ability to manage the entire project lifecycle, which offers numerous advantages.

Bringing acquisition and planning, development, sales, and construction under a common strategy can improve coordination and allow decisions to be made with the completed home and future resident in mind.

“There are many parties involved in our projects – developers, consultants, civil contractors, sales teams, and others. Alignment helps everyone work towards the same outcome and can improve both speed and certainty.

“For the end buyer, that can mean greater consistency, clearer accountability, and shorter delivery times. We’re seeing that when the different parts of the process work together, we can deliver a more reliable and efficient product that is suited to the land,” Leicester observes.

Oversight across the complete development lifecycle also improves visibility of civil works, titles, procurement, and construction, allowing potential cost and delivery issues to be identified earlier.

FORGING STRONG COMMUNITY BONDS

Supporting the communities in which it operates has been part of KDL’s philosophy since its founding.

“Our business is ultimately about communities. We want our contribution to extend beyond just the physical development of homes by supporting organisations that promote wellness and a sense of connection,” Leicester emphasises.

The company has built strong connections with notable charity organisations across Southeast Queensland, including the Ronald McDonald House Charities and OneWave – a not-for-profit surfing charity that offers meaningful mental health programmes across the community.

KDL also supports a number of sporting organisations, such as the Bond University Rugby Club and Queensland rugby union pathway programmes.

The company is particularly proud to be a naming-rights sponsor for the Emerging Reds Cup in collaboration with Queensland Rugby Union.

“We look for partnerships that have a real tangible local impact and where the organisation’s values align with our own. We also try to involve our team and industry partners because shared participation creates more impact than just a corporate donation,” Leicester expands.

SCALING AND EXECUTION EXCELLENCE

Having built a substantial pipeline of approximately 3,700 lots, KDL’s priority is now to convert that pipeline into approvals, serviced lots, and completed homes at a reliable and consistent pace.

This includes the continued delivery of its Housing Australia Future Fund (HAFF)-supported projects, with the current programme expected to be completed by the end of Q1 2027.

The company is also progressing projects across Logan, Moreton Bay, Ipswich, and Toowoomba, with a continued focus on quality and delivery.

Another priority is the responsible growth of Ryse Construction, with hundreds of homes in its forward pipeline alongside its commercial projects.

“We want to invest in experienced leadership, build stronger systems, have more disciplined procurement and trade capacity relationships, and make sure growth is controlled,” Leicester adds.

KDL also plans to expand selectively in emerging residential growth areas and continue building its capability to deliver community infrastructure alongside housing.

Waraba and Ripley are major focus areas, with KDL having assembled a substantial long-term development pipeline across Ripley and South Ripley already.

“We’re proud that we can design and deliver these projects the right way through major product diversifications. Alongside the acquisition and purchase of more land, our primary focus is on the sustainable, responsible scaling and execution of what we have in our pipeline,” concludes Leicester.

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FROM DESIGN TO DELIVERY

“Project & Development Services (PDS) has become far more than traditional project management.”

The PDS teams at global commercial real estate services leader, Cushman and Wakefield, manage every phase of the project lifecycle, delivering end-to-end solutions.

“Clients are increasingly looking for strategic advisors who can help them navigate complex property decisions, from the earliest stages of planning through to delivery and long-term asset performance,” continues Todd Hanrahan, Head of PDS – Australia and New Zealand (ANZ).

Project delivery has become significantly more complex over the past few years, with clients also asking Cushman & Wakefield to become involved much earlier in the project lifecycle.

Indeed, they’re often seeking advice before sites are acquired, designs are finalised, and funding decisions have been made.

“Today’s projects are being delivered against a backdrop of rising construction costs, evolving procurement models, artificial intelligence (AI) impacts, planning reform, and changing occupier expectations. Early strategic advice has become just as valuable as the delivery phase itself,” insights Hutch Bykerk, Head of PDS – Australia.

At the same time, clients are after advisers who understand the bigger picture.

“They’re not simply asking us to deliver a building – they’re asking us to help them achieve broader business, investment, and operational outcomes,” Hanrahan sets out.

“That’s where being part of Cushman & Wakefield makes a real difference. We can draw on expertise from across our capital markets, leasing, valuation, research, and asset services teams to provide advice that extends well beyond project delivery.”

INTERNATIONAL EXPERTISE, LOCAL KNOWLEDGE

The breadth of PDS is one of Cushman & Wakefield’s greatest strengths.

As part of a global business with a significant presence across Asia Pacific (APAC), it combines international expertise with deep local knowledge.

“Our clients benefit from both the scale of a global organisation and responsiveness of teams that understand their local markets,” Hanrahan states.

That national capability is particularly important in Australia, where clients are delivering increasingly complex projects across multiple locations and sectors.

“Our teams operate across every major market, giving us the ability to deliver consistent outcomes whilst still tailoring our approach to local conditions,” outlines Bykerk.

“It’s also the diversity of our expertise that sets us apart. Whether it’s workplace, industrial and logistics, government, healthcare, education, data centres, or emerging living sectors, we’re applying lessons from one market to another and helping clients make better-informed decisions.”

Complementing the PDS platform is Building Consultancy, which has become an increasingly important part of Cushman & Wakefield’s offering.

Clients are looking for integrated advice throughout the entire lifecycle of an asset, from acquisition and technical due diligence through to redevelopment, repositioning, and ongoing capital planning.

“Building Consultancy strengthens our ability to provide that end-to-end advice,” Hanrahan clarifies.

Having those technical specialists working alongside Cushman & Wakefield’s project delivery teams enables it to identify risks earlier, improve decision-making, and ultimately deliver better outcomes.

“It provides a more holistic service offering and reinforces our position as trusted advisors rather than simply project managers,” explains Bykerk.

INDUSTRY APPEAL

Having spent nearly three decades working across construction, infrastructure, and the built environment, Hanrahan joined Cushman & Wakefield seven years ago.

Since then, he has had the opportunity to lead PDS in Japan and ANZ, working across everything from major commercial developments and workplace projects through to infrastructure and emerging sectors.

Projects such as Salesforce Tower and the Porsche Experience Centre in Japan have been particular highlights, whilst more recently, PDS has been expanding into areas such as digital infrastructure and social infrastructure.

“What attracted me to commercial real estate was really the complexity of it. Property sits at the intersection of investment, development, construction, and the way people ultimately use buildings – you’re constantly solving different problems and working with clients to turn an idea or business requirement into something tangible,” Hanrahan tells us.

For Bykerk, who has spent more than 28 years across property development and construction, the appeal has always been that no two projects are quite the same.

“There’s a very practical side to development and construction, but there’s also a strategic and commercial element,” he notes.

“The challenge is understanding what a client is ultimately trying to achieve, then finding the best way to deliver it, manage risk, and create long-term value.”

SIGNIFICANT OPPORTUNITY

Currently, the commercial real estate industry in ANZ is at an interesting point in the cycle.

Greater clarity is returning to the market, but clients remain very disciplined around where and how they deploy capital.

Across the region, that means there is a much stronger focus on the fundamentals of a project: location, infrastructure, feasibility, delivery risk and, ultimately, the resilience of the asset.

At the same time, the definition of commercial real estate is broadening. Traditional office, industrial, and retail remain incredibly important, but some of the strongest areas of growth are increasingly around data centres, living, healthcare, education, and social infrastructure.

“For our PDS business, that creates a significant opportunity because these are often highly complex projects where clients need specialist development, cost, programme, and delivery expertise,” highlights Hanrahan.

“Cushman & Wakefield’s 2026 Australian outlook similarly points to structurally supported demand across key asset classes, whilst emphasising asset selection, infrastructure readiness, and income durability.”

From an Australian perspective, clients are being much more forensic about projects before they commit.

Construction costs, funding, programmes, procurement, and risk all have a much greater influence on whether a project proceeds and how it is structured.

However, that doesn’t mean activity has stopped; in many respects, it has made good advice and project management more important.

“Clients want to understand the risks earlier, test feasibility properly, and make informed decisions before significant capital is committed,” Bykerk acknowledges.

The built environment is also responding to some very significant structural changes, from population growth and housing demand through to digital infrastructure, sustainability, and the changing requirements of occupiers.

That is creating opportunities across a much broader range of sectors than what is traditionally considered part of the commercial property market.

“The challenge for our industry is making sure we have the skills and capability to deliver that next generation of assets,” he affirms.

DATA CENTRE GROWTH

Data centres continue to be one of the most significant growth sectors across the APAC region.

This is underpinned by cloud computing, AI, and the rapid expansion of digital infrastructure.

“ANZ is well-positioned within that broader regional growth story, and we’re seeing increasing demand from both local and international investors seeking experienced project partners,” Hanrahan observes.

From a delivery perspective, data centres are amongst the most technically demanding assets in the market.

Every project requires careful coordination around power, resilience, commissioning, security, and operational continuity.

“Our teams have developed considerable experience managing those complexities whilst helping clients balance speed to market with long-term performance,” assures Bykerk.

They’re also active across the industrial and logistics and emerging living sectors.

Industrial and logistics continues to evolve rapidly, particularly in markets such as Sydney where land constraints are driving more innovative development solutions, including multi-level industrial facilities.

Meanwhile, there is significant momentum across student accommodation, build-to-rent, co-living, and senior housing as developers respond to demographic change and Australia’s ongoing housing supply challenges.

“What links all of these sectors is increasing complexity. Clients are looking for advisers who understand not only how to deliver projects, but also the commercial drivers behind them,” Hanrahan explores.

“Whether it’s logistics, living, or social infrastructure, success depends on aligning delivery with long-term operational outcomes.”

BIGGEST OPPORTUNITIES

Cushman & Wakefield’s focus is on continuing to build a connected ANZ business that’s closely aligned with its broader APAC platform whilst investing in the sectors experiencing the strongest long-term growth.

“We’ll continue expanding our capabilities in areas such as data centres, industrial and logistics, infrastructure, and living, whilst ensuring clients have access to the best expertise from across our global network,” reveals Hanrahan.

At the same time, the company will continue investing in its people, technical capability, and project delivery expertise.

“As projects become more complex, clients increasingly value advisers who can combine strategic thinking with practical delivery experience – that’s exactly where we see our greatest opportunity,” Bykerk closes.

The post Cushman and Wakefield ANZ : From Design to Delivery appeared first on Construction Outlook.

A JOURNEY FROM LOCAL ROOTS TO INTERNATIONAL IMPACT

With more than 65 years of experience, DIALOG Fitzroy has become a leading engineering, procurement, and construction (EPC) contractor, earning a strong reputation for technical excellence, expertise, and reliability.

Founded in 1959 as Fitzroy Engineering in New Plymouth, in the Taranaki region of New Zealand (NZ), the company has grown from its regional Taranaki origins into a diversified project delivery partner. It serves clients across multiple sectors, including energy, infrastructure, storage terminals, food and beverage, industrial, and manufacturing.

Today, DIALOG Fitzroy employs over 500 people spanning a network of offices, workshops, and project sites across New Zealand’s North Island and Australia’s East Coast.

Its core capability is providing end-to-end solutions, bringing together engineering, fabrication, construction, and maintenance services through a single delivery partner. This includes delivering pressure vessels, tanks, piping systems, structural steel, process equipment, modular systems, and other specialist industrial components through DIALOG Fitzroy’s integrated workshops and client site-based operations.

This enables DIALOG Fitzroy to support clients’ process plants and assets from initial concept through construction and into ongoing operation.

“A defining point in our history was joining the DIALOG Group (DIALOG) in 2011, combining Fitzroy Engineering’s construction and maintenance expertise with DIALOG’s engineering, tankage, and terminal capabilities.

“DIALOG is a leading integrated technical services and energy infrastructure group, with upstream, storage terminals, asset management, and EPC services across Southeast Asia. Being part of DIALOG enables us to offer clients a broader integrated solution from concept through to ongoing operations and maintenance,” introduces Kerry Williamson, Managing Director of the major multidisciplinary service provider.

Indeed, in recent years, the Taranaki energy sector has undergone significant transformation, prompting companies to adapt their business models to meet evolving client demand.

As a Taranaki-based company, DIALOG Fitzroy has achieved this seamlessly, diversifying its client base across industrial sectors and establishing key regionally focused positions.

However, Williamson admits that clients increasingly want fewer interfaces and greater accountability.

er than managing multiple contractors, many companies are looking for strategic partners who can take full responsibility for EPC services and ongoing maintenance.

“In response, we have evolved from a traditional contractor model into a business that designs, builds, and maintains critical industrial infrastructure. We call it ‘End-to-End’ delivery. We are not a consultant; we design, build, and maintain and continue to invest in engineering capability, project delivery systems, regional infrastructure, and specialist technical expertise so we can support our clients across the full asset lifecycle,” he explains.

“Technology continues to play an important role in our business. We have advanced fabrication technologies, digital project management systems, 3D design tools, and modern quality and project controls that improve safety, productivity, and delivery certainty for our clients.”

Importantly, DIALOG Fitzroy’s focus on relationships has remained constant, with the company positioning itself as a long-term partner rather than simply a contractor delivering a single scope of work.

“Many of our strongest client relationships have developed over years and continue to grow because we consistently deliver safe, reliable, and practical outcomes,” Williamson declares.

A PATH TO SUSTAINABLE GROWTH

DIALOG Fitzroy’s success has primarily been driven by long-term client partnerships, consistent execution, and a demonstrated ability to deliver complex industrial projects with certainty.

“Many of our longest-standing client relationships started with relatively small pieces of work. We did a good job, developed an understanding of our clients’ businesses, and over time earned their trust to take on larger and more complex projects.

“We have focused on staying close to our clients, understanding their long-term challenges, and investing ahead of demand in the capabilities they require,” Williamson outlines.

Therefore, rather than chasing every opportunity, the company has concentrated on building long-term partnerships that create sustainable value for both parties. It has also diversified its portfolio across industries and geographies, reducing reliance on any single market sector.

As DIALOG Fitzroy builds the road ahead, its strategic direction emphasises strengthening the company’s foundation rather than merely increasing its scale.

“Whilst we expect continued growth, our focus is less on chasing size and more on building a stronger platform for the future. We are investing in people, systems, facilities, and capability to ensure we can continue delivering consistently as our business expands.

“Additionally, we are noticing opportunities in the energy transition, industrial infrastructure, asset integrity, and major capital projects where clients are looking for integrated delivery partners,” Williamson observes.

Meanwhile, with a strong and growing presence across Australasia, DIALOG Fitzroy must ensure effective communication and collaboration amongst its teams in such diverse locations.

As a result, it will continue to implement, maintain, and foster a collaborative company culture across its international offices as communication and alignment become increasingly important to organisational growth.

“Over the past few years, we have implemented a regional operating model that brings decision-making closer to our clients and people whilst maintaining consistency across the business,” he highlights.

“Regular leadership forums, monthly company-wide safety meetings, and a strong focus on shared values help maintain alignment across our operations. Whether someone is working in Brisbane, Whangārei, Taupo, Wellington, Sydney, or New Plymouth, we want our people to feel part of the same team with shared objectives, which include empowerment, common standards, company values, and a one-company mindset.”

Ultimately, the relationships within DIALOG and DIALOG Fitzroy are built around delivering the best outcome for the client, regardless of where the capability sits within the broader group.

INNOVATIONS IN INDUSTRIAL EXCELLENCE

DIALOG Fitzroy’s strength lies in delivering construction-led engineering solutions for complex industrial projects, which is a key differentiator.

Indeed, the company operates in sectors where safety, quality, technical capability, and delivery certainty are critical. Moreover, its clients increasingly value having engineering, fabrication, construction, and maintenance expertise available through a single provider.

“We are particularly strong in heavy steel fabrication, tankage, terminals, industrial infrastructure, towers remediation, and complex brownfield environments where understanding how an operating facility actually functions, and its associated risks, are just as important as the engineering design itself,” Williamson notes.

Furthermore, DIALOG Fitzroy’s practical construction experience helps it engineer construction-led solutions that can be delivered effectively on client sites, reducing risk and creating value for clients.

By delivering End-to-End industrial project services across a wide range of sectors, the company exhibits strong evidence of its growing capability.

This is demonstrated by recent and significant investments in new workshops and offices and exemplified by key projects, including delivering storage infrastructure for the Royal New Zealand Air Force’s (RNZAF) Base Ōhakea, conversion of Channel Infrastructure’s Tank 06, working with Southern Oil Refinery in New South Wales, and the Good Earth Green Hydrogen and Ammonia (GEGHA) project, led by Hiringa Energy and Sundown Pastoral Company.

Collectively, these projects highlight DIALOG Fitzroy’s expanding footprint, scalability, and performance in delivering infrastructure development and innovative energy projects through regional delivery centres.

FOUNDATION FOR THE FUTURE

DIALOG Fitzroy’s evolution from a regional contractor to a recognised industry leader has been built on trust, partnerships, and technical excellence.

With a strong focus on long-term client relationships and continuous innovation, the business is well- positioned to meet the changing demands of the market.

Looking ahead, DIALOG Fitzroy’s priorities are clear: complete its regionalisation strategy, strengthen and streamline the supply chain, and continue building capability across engineering, construction, and maintenance whilst supporting clients to deliver critical projects.

“We want to continue helping clients deliver strategic projects whilst never losing sight of the fundamentals: safety, operational excellence, and customer service. As we grow, maintaining the quality, culture, and performance that have driven our success remains essential,” Williamson informs.

Looking ahead to the next five years, DIALOG Fitzroy continues to see opportunities in energy security, industrial infrastructure, asset life extension, tank storage and terminals, and practical renewables energy solutions.

As the industry shifts towards integrated delivery models, DIALOG Fitzroy is positioned to provide far more than construction and maintenance services.

“Our role is not simply to build or maintain assets; it is to help clients solve complex challenges across the full lifecycle of their plant, infrastructure, and projects. This is where DIALOG Fitzroy creates real value,” Williamson confidently concludes.

This client-focused approach strengthens DIALOG Fitzroy’s reputation as a trusted partner and provides a solid foundation for continued growth in an increasingly competitive market.

The post DIALOG Fitzroy : A Journey from Local Roots to International Impact appeared first on Construction Outlook.

A BETTER REALITY

We make people and the environment central by embedding sustainability and human needs into the DNA of every project.”

This core philosophy underscores the fundamental shift the architecture and construction industry is currently undergoing, driven by rapid technological advances and the growing need to balance innovation with sustainable initiatives.

ATI Project not only embodies this transformation but is leading the way in human-focused construction, as highlighted by Giulia Carravieri, Head of International Business Development.

Since we last featured ATI Project in 2022, the company has undergone a period of intense growth and consolidation. It has established specialised units focused on medical planning, sustainability, comfort, and façade design to strengthen its architecture and engineering backbone, whilst also expanding its footprint in the private sector to complement its public work alongside officially opening a new headquarters inside Pisa’s North Tower in May 2026.

With the sector being more dynamic than ever, the firm has observed the entire supply chain shifting towards a more collaborative, integrated model fuelled by rapid technological advances, which it continuously researches and folds into its design process.

“What truly drives us is understanding architecture’s real social impact on people’s lives. Our core challenge today – and our main source of inspiration – is creating spaces that actively promote well-being and inclusion,” states Carravieri.

“Tackling modern crises and climate change through sustainable, resilient design gives real purpose to our work as we shape the future of the built environment.”

To accomplish these goals, ATI Project’s Sustainability & Comfort team joins at the earliest concept stage, using bioclimatic analysis and whole-lifecycle environmental testing to shape the architecture.

At the same time, the company puts people first through data-driven and participatory design. It also goes beyond basic comfort to create spaces that actively support physical and mental well-being, naturally boosting focus, creativity, and performance.

CUTTING-EDGE INNOVATION

Founded in 2011, ATI Project began as a research-driven venture into bioclimatic architecture and renewable energy, developing into an international firm with over 350 team members across eight offices. The company’s headquarters in Pisa and its Milan office cover full-service offerings, whilst collaborating seamlessly with its Belgrade hub, which concentrates on integrated design.

“Our work revolves around two core pillars: integrated design – which unites architecture, structural engineering, and mechanical, electrical, and plumbing (MEP) systems – and tender and construction management, covering everything from bid support and value engineering to site supervision,” states Branko Zrnic, President.

“We operate natively in building information modelling (BIM), effortlessly aligning specialised disciplines. Supporting this entire ecosystem is our internal Research & Development (R&D) department, which builds proprietary tech tools to continuously refine quality and speed up delivery timelines.”

This setup provides the studio with the credibility to work across both the public and private sectors. Beyond its core strengths in healthcare, education, residential projects, and heritage restoration, the practice is actively expanding into high-growth sectors such as hospitality, infrastructure, sports venues, data centres, logistics, and industrial facilities.

“What really sets ATI Project apart is how we balance cutting-edge scientific innovation with a deeply human-centred culture,” Zrnic enthuses.

On the one side, the company’s heavy, ongoing investment in R&D turns its research team into a strategic engine, keeping it ahead of industry shifts and driving project development. On the other, ATI Project firmly believes excellence starts with people; it nurtures its team through internal career pathways, fostering a work culture where everyone can thrive.

“That balance of advanced methodology and genuine investment in people defines who we are,” continues Zrnic.

EMBEDDING HUMANITY INTO EVERY PROJECT

For ATI Project, utilising a BIM environment allows the company to integrate processes and ensure control of all design phases.

“BIM isn’t just modelling software – it’s the foundation where every project takes shape. We’ve broken down traditional silos to connect architects, engineers, and specialists in real time through a single ‘digital brain’. Design becomes a fluid, predictive conversation: clashes are spotted and resolved before construction ever starts, whilst costs and environmental metrics update dynamically as the design evolves,” Zrnic insights.

Using a common data environment (CDE), every decision stays transparent, building a digital history that manages the facility long after construction ends.

The impact of this approach is observable through ATI Project’s most recent developments, illustrating where the company’s design methodology is heading. Firstly, there is the firm’s North Tower in Pisa, which exists as the city’s first true corporate tower, with the company’s headquarters occupying the top seven floors.

“It’s an ambitious urban renewal project that turned an abandoned structural skeleton into a vibrant, multidisciplinary hub open to the city. Targeting LEED certification and designed around workplace wellness principles, the building stands as a physical expression of our commitment to sustainability, transparency, and efficiency,” Zrnic details.

There’s also the Pisa Training Centre, a major sports infrastructure project that will become the new beating heart of Pisa Sporting Club’s football and administrative activities. Spanning more than 120,000 square metres (sqm), it blends high-performance, eco-friendly design into the local landscape. More than just a state-of-the-art technical facility, it was designed as a community hub where sports, culture, and daily life converge.

“Finally, the New Turin North Hospital – a 60,000 sqm cutting-edge medical complex that marks a major milestone for our firm. Building on our international experience with the New Odense University Hospital in Denmark, the New Turin North Hospital is one of our first major projects in Italy to fully reflect our vision for modern healthcare design,” continues Zrnic.

Highly sustainable and innovative, this project reconnects the urban and natural surroundings, keeping patient and staff well-being at the heart of every space.

DATA AT THE FOREFRONT

As is the case with many industries in the midst of transformation, the architecture and construction sector is being heavily shaped by the emergence of new technology and data.

“The conversation in our industry tends to focus on artificial intelligence (AI) as a set of tools. We think the real shift is quieter and deeper: it will be about who owns their data, structures it, and knows how to use it,” Zrnic states.

“Everything we design eventually becomes tangible – a hospital, a stadium, a tower – but the most valuable asset we generate along the way is intangible: thousands of coordinated models, performance simulations, cost and carbon datasets, and the accumulated experience of hundreds of delivered projects. The practices that treat that as an asset rather than a by-product will set the pace for the next decade; the others will end up renting intelligence from someone else’s platform.”

ATI Project recognises that a building today produces information across its entire life, from the first bioclimatic analysis to decades of operational performance, and the party that controls that information controls a large part of the value.

Specifically, in Europe, with the EU AI Act now in force, traceable and auditable data governance is shifting from a virtue to a requirement. For clients in healthcare, public infrastructure, and institutional work, being able to demonstrate where knowledge comes from, how it is handled, and who controls it will become part of the professional offer itself, not a compliance formality.

“This is also where we see the clearest distinction of ATI Project in the design sector. We are young enough as a practice to understand what this new element really means, and large enough to meet it with a level of investment, mindset, and scope that smaller studios cannot realistically sustain,” Carravieri details.

Since the company has operated natively in BIM from the very beginning, and already has a rich experience in integrating AI into its design processes, it is not starting from scratch but rather building on a proprietary body of structured knowledge that is its own. It’s the same capability that many international brands are now approaching the studio for because of its ability to bring routine technology adoption and internal data management into sectors that have never had it.

“The impact of technology on our sector may prove so disruptive that, in a few years, we will look back at what we said in the summer of 2026 and be struck by everything we did not see coming. That is not an argument for waiting; it is precisely why we keep investing in research,” concludes Zrnic.

The post ATI Project : A Better Reality appeared first on Construction Outlook.

CREATING THE CITIES OF TOMORROW

Nowadays, infrastructure is the prime tool used to tackle the various challenges of the 21st century, such as digitisation, the ongoing energy transition, and dealing with the increasing prominence of climate change.

Undoubtedly, its importance across myriad industries cannot be understated.

Making waves across Europe, APK Group (APK) has grown significantly since its founding in 1960 into a multidisciplinary group and well-respected titan of the infrastructure industry.

The company specialises in a wide range of infrastructure works for water pipelines and installations, energy grids, telecommunications (telecom) networks, and road construction.

In addition, skills in environmental and landscape architecture, trenchless techniques, civil engineering, and recycling have provided the group with added value.

Thanks to its gradual expansion and various smart acquisitions, APK is active today in Belgium, the Netherlands, Germany, and Luxembourg.

“APK connects people, businesses, and governments – we install smart and sustainable infrastructure for underground and above-ground construction with the aim of making cities future-proof, safe, and accessible,” introduces co-Owner and executive board member, Ward Kerkhofs.

The company is based in the Blue Banana region of Europe, centred around the intersection of Belgium, the Netherlands, and Germany – it currently employs around 2,700 staff and generates an annual turnover of approximately €600 million.

Half the group specialises in installation and maintenance field services, whilst the other half focuses on cables and ducts, trenchless techniques, and road construction.

“We believe strongly in having sites that are close to both our customers and our employees, and we now have more than 60 sites spread across an area of around 70,000 square kilometres,” he states.

Today, the company’s client base mainly consists of operators and owners managing widely dispersed assets, particularly across energy, water, telecoms, mobility, and landscaping.

NAVIGATING THE MARKET

Across Europe, there are two major trends which continue to have a prominent influence on the infrastructure industry today, both of which are technical but environmentally driven.

“The first relates to machinery – there is a great deal of discussion around electric machinery, zero-emission working practices, and similar developments, although this is partly being driven by legislation,” Kerkhofs sets out.

“This can be challenging, because contractors may be required to purchase electric machines even when they are not yet the most efficient option for a particular job.”

For example, in horizontal directional drilling, companies can use either a conventional diesel-powered drilling rig or an electric rig. However, waiting times for electric rigs have increased drastically because demand is so high.

In some cases, waiting for an electric machine can create more emissions overall than completing the project quickly with conventional equipment, especially when the project itself will ultimately quickly deliver long-term emissions savings.

“This is one area where legislation can create uncertainty and a kind of bullwhip effect in the market,” he surmises.

The second major trend relates to water use – many of APK’s techniques involve significant amounts of water, whether for soil excavation, drilling fluids, or other site processes.

“Innovation in this area is helping to reduce water consumption, which means using less water at the start of the process and producing less waste at the end. That is a win for the environment, technology, and construction site.”

The ability to recycle and reuse working water is therefore becoming an important trend for businesses such as APK, and it is one that will continue to be supported by ongoing technological development.

This is in addition to the household recycling businesses of APK, which focus on reusing excavated soils and processing construction and demolition waste into aggregates for reuse as raw material or in concrete.

The business believes that in this way, it’s all about closing the circle.

HOUSEHOLD NAME

With a vast and invigorating portfolio of projects in development, one clear priority for APK is its focus on the Netherlands.

“Last year, there was a major tendering procedure there, which takes place roughly every eight to 10 years and leads to very long-term contracts. We were able to secure a number of those, which gives us a challenging but exciting growth path in the Netherlands,” Kerkhofs excites.

“This specific geography is also interesting because the market is strong at shifting more of the design responsibility towards contractors. People often talk about design and build, or design, build, finance, maintain (DBFM), and other similar concepts, but the Dutch are very good at applying those models on a large scale,” he explains.

This can lead to much faster delivery and a much higher pace of construction for projects.

“Meanwhile, in other countries, including Belgium and Germany, projects often move much more slowly and can take many years before they are realised. The lessons we learn in the Netherlands may eventually become best practice for everyone.”

Kerkhofs believes APK is operating in and expanding a very exciting space, especially the Blue Banana region. Being so densely populated, this is an area where many different types of infrastructure intersect, creating both complexity and opportunity.

Moreover, the ongoing energy transition and need for additional grid capacity have really ramped up activity across the entire industry.

At the same time, challenges around maintaining groundwater levels, preserving freshwater reserves, and dealing with extreme rainfall and drought are keeping everyone busy.

“Hydrogen and CO2 pipelines have faced some difficulties and delays, but they will eventually become a reality. However, the changing attitude of governments has sometimes created bullwhip-like movements in the market – something we aim to avoid in the future,” Kerkhofs adds.

TUNNELLING TO SUCCESS

One of the company’s most exciting and ambitious projects to date, last year, APK completed the largest microtunnel in Belgium beneath the Scheldt River in Antwerp.

“As a Belgium-based company working across Europe, it is always special to set a record in our home country,” Kerkhofs prides.

The tunnel has an inner diameter of three metres and a total length of approximately 1.5 kilometres (km), built to serve a wide range of utilities.

Most importantly, it transports steam generated from a waste-to-heat plant on one side of the river to the chemical industrial cluster on the opposite bank.

This delivers significant emissions savings whilst also providing an energy supply that is independent from geopolitical instability.

“With this tunnel, we crossed not only the naval entrance to the Port of Antwerp, but also dozens of chemical pipelines, a nuclear emergency high-voltage grid line, multiple railways, and a busy industrial highway carrying heavy traffic,” he details.

“It was a highly complex project involving many stakeholders, but we completed the work on time and to the highest quality standards.”

Because it is such a specialised niche, the microtunnelling side of APK’s business provides a strong gateway into new locations such as Ireland, Italy, Switzerland, Morocco, and Scandinavia. Many of these fresh markets are also seeing growing demand for infrastructure, which creates clear opportunities for the company.

“However, developing those markets takes time. Travelling around may sound romantic, but a great deal of time and effort goes into visiting potential markets and building key relationships,” Kerkhofs clarifies.

“We already have the contacts, technology, and people in place – all the vital ingredients are there. Now, it is about bringing everything together and getting things moving towards an exciting future for the group,” he enthusiastically concludes.

The post APK Group : Creating the Cities of Tomorrow appeared first on Construction Outlook.

UNPARALLELED SERVICE REGARDLESS OF SCOPE

Having come to fruition when the founders noticed a gap in the construction industry and decided to fill it with grit, precision, and purpose, MBA Energy & Industrial (MBA) was built to offer cost-conscious design-build service without ever cutting corners.

Today, the nationwide company based just outside of Houston, Texas, boasts over two decades of hands-on experience and a deeply integrated team of architects, engineers, designers, and construction managers for a true end-to-end design-build experience, no matter how complex. With a strong track record for safety, MBA brings consistency, control, and confidence to every build – whether a project is around the corner or hundreds of miles from the nearest hub, the same level of care and commitment is brought to every site.

What started as a shared vision in Magnolia, Texas has since expanded into a national operation trusted across North America.

Since featuring MBA in September 2025, the company has continued to expand and strengthen its footprint across the country.

“The last 12 months have continued to be a great time to be working in construction. Although some aspects of the industry are down due to interest rates or other factors, the projects in our wheelhouse continue to accelerate. We have had significant growth in headcount and in contracts since we were last featured,” introduces Phil Garner, Vice President of Business Development.

“Headwinds continue to be finding enough skilled workforce, a change in public sentiment about the benefits of data centers has emerged, and constraints and lead-times across the supply chain continue to be felt.”

As a design-build industrial construction services provider focusing its efforts in the vast industrial, energy, and manufacturing sectors, MBA ensures every project is an exercise in precision, shaped by a clear commitment to operational excellence, jobsite safety, and client-driven results. Through these values, the company is proudly cementing itself as a stalwart within the crucial industry.

INDUSTRIAL CONSTRUCTION SOLUTIONS

One of the company’s primary differentiators is ‘the MBA Advantage’, where it doesn’t just show up but takes ownership.

Providing straight answers, tight timelines, and a crew that knows how to deliver, MBA doesn’t wait for problems to show themselves; it looks ahead, clears the path, and keeps projects moving before the first delay has a chance to land.

“Our customers rely on the MBA Advantage because it means they get the same safety, quality, and speed they have come to expect, wherever the job may be and whatever we are constructing,” details Garner.

“On top of that, through decades of work, we have built a foundation that allows for the physical construction of the artificial intelligence (AI) revolution. In other words, we did not ‘go after’ the remote data center and power generation construction work; it came to us because we were already doing it.”

MBA has been building remote facilities with high-quality and high-speed requirements for 20 years, constructing water treatment, gas gathering, and power generation facilities for as long as the company has been in business. During this time, MBA has been assembling the pieces needed to make mission-critical remote projects a reality.

Through its turnkey facility construction services, the company’s in-house team offers design, engineering, procurement, construction, project management, and will commission projects in any location. Whether the job calls for work in a remote destination or under harsh conditions, MBA’s process stays grounded in quality control, technical rigor, and a relentless pursuit of success – all of which have contributed to its long-standing reputation.

“For the last two decades, MBA has garnered a sterling reputation for remote construction excellence. “This comes from not only doing jobs in the distant corners of the US, but also carrying out those projects with stellar safety, quality, and speed despite the difficult locations,” Garner expands.

“One of the largest differentiating factors for us is our on-site superintendents and the MBA culture they bring to every job.”

SHAPED BY PRECISION

Recently, MBA completed its largest facility to date at 800,000 square feet (sqft) – a testament to the company’s vast capabilities and project management skills.

“When one of our biggest clients needed a mission-critical data center not only designed but constructed with almost unrealistic speed without sacrificing quality and safety, they turned to MBA to be the architect and get the all-important shell and grey space constructed,” describes Garner.

Relying on previous experience, top-of-market relationships with vendors, and in-house design capabilities, MBA installed the first column in December 2025 and celebrated the final beam installation in a top-out ceremony in April 2026.

“That is only 127 calendar days to put up almost 800,000 sqft worth of steel. Without our long-standing relationships with best-in-class subcontractors, suppliers, and travelling superintendents, this would not have been possible,” prides Garner.

However, despite this momentous achievement, MBA is currently contending with a unique challenge – educating the public about data centers and fighting miscommunication. In September 2025, Damian Rockett, CEO, discussed how many data centers take utilities into their own hands and build them behind the meter. MBA has been involved for years, even though issues such as moratoriums on growth have only occurred in recent months.

“Some of the fear is understandable, as no one wants to run out of water or live next to a giant sound machine. However, the reality doesn’t match the fear tactics that are being spread online.

“For one, modern data centers use closed-loop cooling, which uses about as much water a year as a few residential homes or a single McDonald’s. When it comes to sound issues, proper sound attenuation on the equipment or building, along with proper sound walls, can significantly reduce any noise coming from the site,” Garner informs.

As with almost every construction challenge faced over the past two centuries, when there is an economic, environmental, or safety issue, it can almost always be overcome through experience, innovation, and technology.

BUILDING ACROSS THE US

MBA is an industrial construction services provider that has always prided itself on offering clients a variety of solutions for their construction needs. Ultimately, the company’s goal is to be the preferred contractor and partner for all current and future projects.

It recognizes the crucial role its employees play in this continued success, especially the impact proper training can have on long-term retention.

“About eight years ago, we changed the way we were recruiting and hiring, and it is now paying off, as we have a fantastic bench of young talent, almost entirely trained in-house, taking the reins and performing great. We continue to invest in training, coaching, and mentoring of our teams to ensure they can deliver the exceptional results our customers expect,” Garner details.

Equally, as MBA looks towards the future, it is continuing its growth in revenue and employee numbers. Most recently, the company’s largest growth has been from data centers and power generation facilities, but it is also experiencing fantastic expansion in carbon capture, renewable natural gas (RNG), petrochemicals, manufacturing, and water treatment facilities.

“Due to our exceptional reputation and results, MBA continues to grow by adding new customers and expanding work with existing customers. Over 70 percent of our work is for repeat customers, which speaks volumes to the work the entire team is doing because people continue to come back for more projects,” explains Garner.

Although a significant amount of MBA’s projects for the following year are tied up in data centers and power generation, the company is excited to see the breadth of the future work that will take place across the entire industrial supply chain.

“From petrochemicals to manufacturing, we are seeing a lot of growth that is no longer directly tied to data centers. It gives me a lot of encouragement for the state of the US construction industry,” concludes Garner.

MBA ENERGY & INDUSTRIAL PARTNER

The post MBA Energy & Industrial : Unparalleled Service, Regardless of Scope appeared first on Construction Outlook.

ENGINEERING ONGOING ELECTRICAL EVOLUTION

Prominent New England electrical contractor Gaston Electrical (Gaston) provides full-service electrical construction, low-voltage systems, and fire alarm installations for commercial, life-sciences, and institutional clients.

Established in 1934 and acquired by EMCOR in 2022, the company continues to leverage its near century-long reputation of excellence, supported by EMCOR’s expertise, to operate efficiently within the electrical construction services segment.

Since we last spoke to Gaston in 2025, Brian Jasinski has moved into a new leadership role as Vice President of Preconstruction and Business Development – having previously served as Project Executive.

Jasinski shares his observations of the current Boston and New England markets, along with some of Gaston’s best practices for building and maintaining strong client relationships.

“The Boston and New England construction markets continue to be very competitive. Many projects are being bid from incomplete progress documents while other projects undergo frequent updates and addendums – resulting in multiple rounds of bidding. This puts a significant strain on estimating resources,” Jasinski opens.

Fortunately, concerns over tariff uncertainty appear to be subsiding to some extent, with most vendors implementing plans to hedge or otherwise include these costs in their pricing.

A greater disrupting market factor for companies like Gaston is the boom in data center construction, which has created longer lead times for some materials and key components.

“Generators in certain sizes, medium-voltage cables, fiber-optic cables, and cable trays have all seen significant lead time and cost increases due to the scarcity created by the demand for data center construction,” he adds.

On a more positive note, however, Gaston’s Estimating Team continues to receive steady project bidding opportunity solicitations and its backlog of work remains strong.

“With today’s competitive market conditions, it is more important than ever to communicate, bring value, and remain innovative in order to win work from existing and new clients alike,” Jasinski reveals.

Indeed, Gaston is communicating scope gaps, bringing value engineering ideas to the table, and sharing useful information relating to potential lead time issues. These best practices, paired with years of project experience, help define that value and innovation with its general contractor partners and end-user customers.

“While it is more difficult to successfully win project awards in this market than it has been in recent years, we find the strong relationships we’ve built, along with the solid past performances of our field teams, have helped us get to the finish line and secure top projects in the region!”

SUPPORT AND STRATEGIC DIRECTION

As a full-service union electrical, low-voltage, and fire alarm contractor, the majority of Gaston’s work is in the Boston and Cambridge markets, with a growing percentage taking place in Central Massachusetts (MA), New Hampshire, and Rhode Island.

It recently began its fire alarm division, which is experiencing significant growth and exclusively performs fire alarm system installation, service, testing, and maintenance.

In addition, Gaston has started a controls division in response to a steady stream of requests to support its heating, ventilation, and air conditioning (HVAC) trade partners.

“While controls can be considered a specialty trade, we see it as a natural progression and complimentary service to our core offerings,” Jasinski states.

As part of EMCOR, Gaston has benefited from the support and strategic direction of the specialty contracting giant since it was acquired in 2022.

“From the beginning of our merger, EMCOR has been very supportive, taking the time to truly understand our market, company history, and vision for the future,” he smiles.

EMCOR has also provided Gaston with additional resources which the company has used to increase overall efficiency and effectiveness.

“From personnel training and materials to safety training and support, among other intangibles, EMCOR’s systems and processes have allowed us to be more competitive in our increasingly saturated and competitive marketplace,” Jasinski adds.

INNOVATIVE JOBSITE SOLUTIONS

With jobsite temporary power becoming a significant part of modern-day projects, Gaston’s custom-built temp power skids are an example of the company’s continuous improvement.

“The days of multiple extension cords and limited temp lights are over – today, sophisticated projects have full and complex temporary power needs,” Jasinski outlines.

For instance, jobsites now require everything they need to construct the building until the permanent service can be energized, such as Occupational Safety and Health Administration (OSHA)-required lighting levels and power for a full spectrum of large and small equipment.

Many of Gaston’s projects in metropolitan areas are high-rise buildings, meaning it frequently has a need for mixed voltages across multiple floors.

“This is what prompted us to create uniform temp power skids – custom-built to specific criteria at our 25,000-square-foot (sqft) prefabrication shop,” he tells us.

As such, the company now has a large fleet of custom temp power skids that are safe, mobile, and perfect for its needs.

“We include provisions for almost any requirement in the field – making them much more efficient and safer for our field teams to install, maintain, and re-condition for use on the next project,” says Jasinski.

DESIRE FOR THE COMPANY AND OTHERS TO SUCCEED

As a company that places social responsibility at the center of its culture, Gaston is proud to make a positive impact on the areas in which it operates through its support of various non-profits and volunteer organizations in the Boston area.

Boston Parters in Education (BPIE), for example, provides academic mentoring services to over 1,200 Boston Public Schools students every year.

“We see this work as an important part of overall workforce development and a way to empower the next generation – especially in the 60th year of BPIE, which was founded in 1966,” Jasinski informs us.

Indeed, Gaston’s Senior Director of Marketing and Business Development, Tim West, is on the Board of Directors for this important non-profit, reflecting the company’s close ties to the organization and overall support for its mission.

Looking to the future, Jasinski’s belief in the crucial nature of communication in leadership defines Gaston’s desire to succeed not only when it comes to delivering project excellence but also truly listening to its customers’ needs.

“Leaders today must be able to share information clearly and listen actively – good communication can ensure alignment of goals, eliminate confusion, and reduce lost time,” he reflects.

He points out that another critical skill is the ability to evaluate data in order to make informed and timely decisions, particularly as a large contractor working on some of the most significant projects in the region.

“When project delays can impact schedules, budgets, or overall outcomes, the worst action is no action,” Jasinski boldly concludes.

GASTON ELECTRICAL PARTNER

The post Gaston Electrical : Engineering Ongoing Electrical Evolution appeared first on Construction Outlook.

RELATIONSHIP-DRIVEN SUCCESS

“The general contracting industry has continued to evolve over the past year, but one thing hasn’t changed – we’ve become accustomed to navigating uncertainty. That’s simply the nature of our business today.”

The opening words of Brad Kollar, Executive Vice President of Industrial and Strategic Markets at Uprite Construction (Uprite), aptly summarize its perseverance against adversity and skill in overcoming industry obstacles since we last spoke to the company 14 months ago.

For instance, increasing concerns surrounding tariffs have created significant market uncertainty and price volatility, further driven by ongoing global geopolitical conflicts.

“The circumstances may change, but the challenges are often the same – material availability, labor pressures, longer procurement timelines, and cost escalation. None of this is new to the industry anymore,” he continues.

“The contractors who continue to succeed are those who know how to adapt, communicate proactively with their clients, and make informed decisions before issues become project delays.”

The consolidation of construction partnerships is becoming equally as important, as national owners and developers are increasingly seeking firms that can deliver a consistent experience across several markets while still bringing strong local relationships and expertise.

Uprite has experienced this first-hand, having expanded into several new markets since we last spoke to the company, including Colorado, Tennessee, Michigan, and Ohio, while actively pursuing opportunities in additional regions across the country.

“We’ve remained focused on building long-term relationships by combining national reach with local expertise and maintaining executive involvement throughout every project.

“Construction has always been, and will continue to be, a relationship business. Markets will fluctuate and technology will continue to evolve, but trust, accountability, and delivering on your commitments will always be the foundation of lasting partnerships,” Kollar insights.

COMBATTING COMPLEXITY

While Uprite’s core markets have remained centered around industrial and commercial construction, project complexity has increased significantly.

Indeed, many of its clients are building highly specialized facilities that demand a much deeper level of planning, coordination, and technical expertise compared to traditional industrial construction.

“We’ve continued to evolve alongside those clients by investing heavily in our people, preconstruction capabilities, and geographic reach.

“Whether it’s advanced manufacturing, cold storage, mission-critical logistics facilities, self-storage, office environments, or complex tenant improvements, our approach remains the same – we become an extension of our clients’ teams from the earliest stages of planning through to project completion,” details Kollar.

One of the biggest challenges Uprite has seen over the past year is the growing importance of preconstruction, as successful projects are no longer defined solely by what happens in the field.

“They’re won or lost months before construction begins through thoughtful budgeting, value engineering, procurement strategies, constructability reviews, and risk identification. That’s an area where we’ve continued to invest because it provides tremendous value to our clients,” he outlines.

The company has equally expanded its presence into additional US markets to better support national owners and developers, thereby combining local expertise with the resources and experience of a national contractor.

As Uprite has grown over the last 12 months, its biggest evolution has been its commitment to remaining relationship-driven.

“We never want to become a company where clients feel like they’re simply a number. Executive involvement, accessibility, and accountability remain fundamental to how we operate, regardless of the size, location, or complexity of the project.

“We believe that’s one of the reasons so many of our clients continue to trust us with increasingly complex work across the country,” Kollar affirms.

A PARTNERSHIP BUILT ON TRUST

Uprite’s motto ‘A Partnership Built on Trust’ is even more relevant than it was 14 months ago. As the industry proves to be more competitive, trust has become the deciding factor for owners choosing who they want to build long-term relationships with.

“For us, trust is not something that is established when the contract is signed. It is built every day through honest communication, transparency, accountability, and consistently delivering on our commitments.

“We have always believed construction should be a collaborative process rather than an adversarial one. Our goal is to become an extension of our clients’ teams, working together to solve problems, manage risk, and create successful outcomes for everyone involved,” elaborates Kollar.

As the company has continued to grow into new geographic markets, maintaining that philosophy has become even more important. For instance, customers have direct access to Uprite’s leadership team, and its executives remain actively engaged throughout every project, therefore reinforcing accountability and demonstrating how far the business is invested in its clients’ success.

“Many of our strongest client relationships today were not built on a single successful project but on years of consistently doing what we said we were going to do.

“Anyone can be a great contractor when everything is going according to plan; the real measure is how they respond when things do not go according to plan. That philosophy continues to shape our culture and remains the foundation of every relationship we build.”

Indeed, Kollar believes that many of Uprite’s projects would not achieve success without the trade partners, architects, engineers, consultants, and clients involved.

“At the end of the day, we’re still a company that believes relationships matter, trust has to be earned, and every new project is another opportunity to prove ourselves. I hope that’s something that never changes,” he reflects.

STRENGTHENING CONSTRUCTION CAPABILITIES

Uprite is currently in the design and preconstruction phase of an indoor vertical farm project for Australian AgriTech company Stacked Farm, one of the most technically challenging and rewarding projects it has undertaken.

The project has been submitted for plan check, with groundbreaking anticipated in September, and will help bring an innovative concept to life.

The farm will have significant environmental benefits. By growing produce in a highly controlled indoor environment, it will have the ability to dramatically reduce water consumption, eliminate many of the variables associated with traditional agriculture, shorten transportation distances by locating production closer to consumers, and produce fresh food throughout the year without being restricted by changing weather conditions.

“We aren’t simply constructing a building, we’re creating a highly controlled agricultural and food production environment where lighting, irrigation, refrigeration, heating, ventilation, and air conditioning (HVAC) systems, process piping, automation, water treatment, power distribution, and environmental controls all have to function together seamlessly,” Kollar explains.

Projects such as these force Uprite to think differently, whereby traditional construction methods are combined with a much deeper understanding of complex building systems and how they interact.

This requires greater collaboration between the company’s preconstruction, engineering, operations, and field teams long before construction begins, therefore encouraging Uprite to expand its capabilities further.

“One of the biggest lessons we’ve taken from the design and preconstruction process is the importance of integrating every stakeholder early. Success depends on bringing together the owner, designers, engineers, trade partners, equipment suppliers, and construction team to solve problems collectively rather than sequentially.

“The more collaboration that happens during preconstruction, the smoother the execution becomes in the field,” he shares.

The indoor vertical farm project has also reinforced the company’s belief that the future of industrial construction will continue to involve increasingly sophisticated facilities, including indoor agriculture, cold storage, advanced manufacturing, and highly automated logistics centers, which require far more complex environments than traditional industrial buildings.

“For Uprite, projects like this continue to expand our knowledge and strengthen our capabilities. Each one teaches us something new, and those lessons make us a better builder for the next client and the next challenge.

“If those projects also contribute to a more sustainable future, we’re excited to be part of that journey,” Kollar tells us.

IMPROVING ENVIRONMENTAL FOOTPRINT

Sustainability has become an increasingly important topic across the industry as more owners and developers are asking Uprite to analyze alternative materials, building systems, and construction methods that can improve a project’s long-term environmental performance.

As such, the company’s responsibility is to help clients make informed decisions around energy efficient building systems, renewable energy integration, lower carbon materials, and water conservation strategies.

“In many cases, these options require a greater upfront investment than conventional solutions. That doesn’t mean they aren’t worthwhile but that they need to be evaluated within the overall financial objectives of the project.

“Every owner has to determine whether the additional initial cost aligns with the anticipated long-term return on investment, operating savings, or broader sustainability goals.

“Our role is not to make that decision for the client but to provide accurate information, reliable pricing, and practical guidance so they can make the decision that’s right for their business,” Kollar posits.

A HOME-GROWN TEAM

People continue to be the foundation of Uprite’s continued prosperity – something which Kollar believes will never change.

“Construction is a relationship business, but it’s also a people business. At the end of the day, our clients aren’t hiring a logo; they’re hiring the people behind it,” Kollar smiles.

Indeed, Uprite has always believed in promoting from within whenever possible, as it has seen first-hand the benefits of growing within a company – a deep understanding of the culture, strong relationships across the organization, and a genuine sense of ownership in the success of the business.

In line with these strengths, it is currently working on the development of Uprite University – an idea born from asking the question: how does the company help people become great?

“We have a tremendous amount of knowledge throughout this business, and we want to do a better job of sharing it. Whether someone is just starting their career or preparing for a leadership role, we want to give them the tools, mentorship, and support to continue growing.

“Ultimately, buildings are the product of what we do, but people are the reason we succeed. If we continue attracting great people, investing in them, and creating an environment where they can do their best work, projects and client relationships will take care of themselves,” he states.

ON THE HORIZON

Over the next 12 months, Uprite wants to continue building a company its clients trust, employees are proud to be part of, and the industry respects.

Uprite will maintain its growth in strategic markets where it can support both existing and new clients. At the same time, the company is focused on growing its presence in more technically demanding sectors such as cold storage, food production, advanced manufacturing, and other complex industrial facilities.

Internally, one of its biggest priorities is continuing to invest in its people – whether through leadership development, Uprite University, recruiting exceptional talent, or creating new opportunities for the existing team.

“We’re equally committed to preserving the culture that has helped us get to where we are today. Growth is important, but only if we can maintain the responsiveness, accountability, and personal relationships our clients have come to expect. We never want to become so large that we lose what has made us successful,” affirms Kollar.

In parallel, the increasingly complex projects Uprite is delivering would not be possible without the trusted relationships it has built over many years.

“That includes the subcontractors and trade partners who work alongside us every day, architects and engineers who collaborate with us to solve complex challenges, and clients who place their confidence in all of us to bring their vision to life.

“We’ve always believed the best projects are built on strong partnerships, mutual respect, and a shared commitment to doing the right thing. Those relationships are among our greatest strengths, and we’ll continue investing in them for years to come,” he closes.

The post Uprite Construction : Relationship-driven Success appeared first on Construction Outlook.

CEMENTING A SUSTAINABLE FUTURE

“Across the Indian Ocean region, population growth, urbanisation, tourism development, and major public infrastructure programmes continue to generate strong demand for construction. Governments are investing in roads, desalination plants, renewable energy infrastructure, and affordable housing, whilst private developers increasingly seek higher-quality, longer-lasting, and more sustainable building solutions.”

This insight into the transformative era that the construction industry is currently experiencing, provided by Urs Straub, Group CEO of Cementis Group (Cementis), highlights the necessity for companies ready to pave the way for this innovation-driven future.

One such business that has already proved itself a stalwart within the industry is Cementis – a leading regional producer and supplier of cement and construction solutions across the Indian Ocean islands, with operations in Mauritius, Réunion, Mayotte, Comoros, and Seychelles.

“This October marks our fifth anniversary. Although the group itself is relatively young, the businesses that form Cementis have been supporting construction and infrastructure development in their respective markets for decades. During the past five years, we have successfully integrated these operations under a single regional vision whilst preserving the strength, heritage, and identity of each local business,” states Straub.

Today, Cementis operates through a portfolio of well-established local brands that have become benchmarks in their particular fields.

This collective of specialist knowledge is advantageous as the construction industry fundamentally redefines itself, with environmental performance, digitalisation, circular economy principles, and customer-centric innovation becoming the new drivers of competitiveness. This evolution is especially meaningful in island territories where Cementis primarily operates.

“Across the regions we work in, environmental challenges are not abstract concepts debated in boardrooms; they are lived realities. As an industrial group, we therefore have a responsibility that extends beyond supplying construction materials. We believe our role is to help shape a construction industry capable of supporting economic development whilst preserving the exceptional natural environment that defines our islands,” he expands.

This philosophy sits at the heart of the company’s strategic roadmap as it works to transform Cementis from a traditional cement supplier into a provider of sustainable construction solutions that combine technical excellence with environmental responsibility.

PASSION WITH PERFORMANCE

Having begun his career at General Motors, where he got his first exposure to how large and complex international organisations operate across multiple markets, Straub quickly found himself across the globe working for notable companies, such as Cemento Polpaico, Holcim, Aljabor Cement, and LafargeHolcim’s Indian Ocean cluster, alongside founding Factum Intelligence.

In 2025, he was appointed CEO of Cementis, overseeing operations across numerous islands.

“Today, our ambition is to become the leading provider of sustainable, performance-driven construction solutions across the Indian Ocean. This transformation is about strengthening our industrial capabilities, accelerating innovation, developing lower-carbon products, empowering our people, and placing customers at the centre of everything we do,” Straub highlights.

Alongside Cementis’ strong brand portfolio, its activities extend beyond cement distribution. It operates cement terminals, blending facilities, bagging plants, three ready-mix concrete operations, one precast manufacturing facility, and advanced R&D laboratories. Every day, the company serves major infrastructure developers, multinational contractors, local construction companies, distributors, and individual builders across the region.

However, what truly defines Cementis is not only what it produces, but its partners and where it is going.

“Our vision is simple: to help build a more prosperous, resilient, and sustainable Indian Ocean for future generations,” asserts Straub.

Several factors distinguish and assist the company in achieving its vision, but its greatest strengths are its multicultural teams and combination of regional integration, local expertise, and long-term vision. Unlike other competitors operating within a single market, Cementis has built a truly regional platform spanning five island economies, enabling the company to optimise logistics, transfer expertise, accelerate innovation, and create synergies that improve operational efficiency and customer service.

A prime differentiator for the business lies in its strategic transformation.

“Historically, the cement industry has competed largely on production capacity and price. Our roadmap deliberately moves beyond this model. We are shifting from products to integrated construction solutions, from volume to value, from commodity markets to technical specifications, and from reacting to market demand to actively shaping it,” he explains.

“Ultimately, we do not simply want to be recognised as the largest cement supplier. We want to become the preferred technical partner for everyone involved in designing and building the infrastructure of tomorrow.”

INNOVATION AT THE CORE

Responsibility is deeply embedded in Cementis because the infrastructure the company helps to build will serve communities for generations.

“Every day, our products contribute to the construction of schools, hospitals, roads, bridges, and homes throughout the Indian Ocean. That gives us a responsibility that extends well beyond manufacturing cement. Our vision is based on a simple conviction: long-term economic performance and environmental responsibility must progress together,” Straub details.

Across its operations, Cementis has already made important decisions that reflect this philosophy, with a prime example being its transition from polypropylene bags to kraft paper bags across Mauritius, Réunion, and Mayotte. In parallel, the company is investing heavily in lower-carbon cements, industrial efficiency, responsible sourcing, and innovation.

Beyond environmental initiatives, Cementis is prioritising employee development, governance, safety, and technical expertise because sustainable companies are built on strong people as much as strong industrial assets.

Additionally, the company is embarking upon a variety of initiatives which illustrate the transformation taking place across the business.

“One of the most strategic initiatives is the development of new grinding and blending facilities in Mayotte. These projects will enable us to manufacture multiple cement grades locally whilst significantly reducing clinker consumption through the incorporation of locally available mineral components. This will represent both an environmental and economic opportunity,” expands Straub.

In Mauritius, Cementis continues to invest in upgraded and highly efficient bagging facilities, digital commerce, artificial intelligence (AI), and value-added construction products that extend its offering beyond traditional cement. Meanwhile, in Réunion, the company is focusing on developing specialised mortars and supporting major infrastructure projects through innovative, low-carbon solutions.

Finally, in Seychelles, it is strengthening logistics infrastructure, modernising industrial facilities, and expanding the distribution network to improve customer service.

“Collectively, these investments are aligned with one strategic objective – transforming Cementis from a cement supplier into a regional construction solutions company,” he notes.

SHAPING THE FUTURE

As Cementis continues to look towards the future, the company recognises that sustainability is no longer a separate corporate social responsibility (CSR) initiative; it has become one of the fundamental drivers of its business strategy.

In 2024, Cementis became one of the first building materials companies in the Indian Ocean to complete a comprehensive carbon assessment covering all of its operations.

“This gave us a detailed understanding of our direct and indirect emissions, energy consumption, and logistics footprint, enabling us to identify where we can achieve the greatest reductions,” Straub recalls.

In Réunion, Cementis is currently the only cement manufacturer offering a locally produced CEM-V cement incorporating slag and pozzolanic materials. The blended cement technology has been successfully used throughout Europe for many years and combines excellent mechanical performance with approximately 30 percent lower carbon emissions compared with traditional cement production.

This is not an experimental product; it is fully CE and Norme Française (NF) certified, carries the PM-ES designation for marine and sulphate-resistant environments, and has already been selected for major construction projects including residential developments for Icade and the future Lycée des Métiers de la Mer in Réunion.

“This demonstrates that environmental performance and technical excellence are not mutually exclusive. On the contrary, they reinforce one another,” he emphasises.

Equally, Cementis’ strategic roadmap is centred around one clear ambition – transforming the company into the leading provider of sustainable construction solutions across the Indian Ocean. Over the coming years, it will invest in market intelligence, commercial excellence, customer experience, and innovation whilst expanding its portfolio of lower-carbon products.

An important milestone will be the deployment of additional blended cement technologies across the company’s territories. At the same time, it will expand local blending capabilities in Mayotte and Comoros, increasing the use of regional mineral resources, strengthening its research laboratories, and accelerating the development of innovative products and services.

“Ultimately, our objective is not simply to reduce carbon emissions. It is to demonstrate that sustainable construction can simultaneously deliver greater technical performance, longer infrastructure life, and stronger economic value for our customers and communities,” proudly concludes Straub.

CEMENTIS GROUP PARTNER

The post Cementis Group : Cementing a Sustainable Future appeared first on Construction Outlook.

BUILT WITH CONFIDENCE

As construction specialists for over half a century, Sitzler is known for delivering quality, high-profile, and complex projects that create lasting value for both clients and local communities.

With roots dating back seven decades, the company has grown from its Northern Australian origins into a trusted partner combining capability, scale, and a deep understanding of client needs to deliver successful outcomes across the country.

“Sitzler is a truly exciting place to be. We are a proudly Australian-owned, private company, celebrating our 50th anniversary, and we’ve experienced significant growth over the past five years,” introduces Jacob Latter, CEO.

“We’re now a top 10 defence contractor in the country, which is a monumental feat for us. Over the years, we’ve expanded our footprint across Australia whilst staying true to the values and practical approach that have shaped our success from the beginning.”

One of the ways Sitzler has achieved this goal is through strategically resourced teams across the country, supplemented by industry professionals with technical expertise and experience to ensure the company remains a low-risk partner.

With experienced teams based throughout Australia, Sitzler combines local knowledge with national capability to deliver projects across a diverse range of sectors and locations. Backed by strong project management, technical knowledge, and a practical approach to delivery, Sitzler provides clients with confidence from planning through to completion.

The company differentiates itself in a variety of ways – one of which is its treatment of people, who remain at the centre of Sitzler’s success. For Latter, one of the company’s defining strengths is its genuine commitment to its people.

“Our approach to people is really extraordinary. After nearly 30 years in the industry, I can wholeheartedly say that Sitzler has a genuine interest in its people, and they remain at the core of the business,” expresses Latter.

That same philosophy extends to the company’s approach to project delivery. Known for taking on technically complex projects in remote and challenging environments, Sitzler has built a reputation for delivering where capability, experience, and meticulous planning are essential.

“We’re not a high-volume, high-rise residential builder or basic civil contractor. We work on technically challenging design and construction projects, such as galleries, convention centres, correctional facilities, hospitals, and complex civil infrastructure,” he specifies.

Sitzler’s ability to deliver projects in remote and challenging locations remains one of its defining strengths. Backed by experienced teams, strong local partnerships, and proven logistics capability, the company is trusted to deliver where planning, adaptability, and execution matter most.

CONSTRUCTION IN AUSTRALIA

With nearly three decades of proven leadership expertise in heavy infrastructure, maintenance, and engineering, Latter prioritises delivering projects to the highest possible standards.

Having entered the CEO role at Sitzler in March 2026, he is working to lead the company into its next era of business evolution by leveraging his experience in problem-solving through innovative solutions and tenacity to drive long-term sustainable growth. Currently, Latter views the industry as one particularly exciting to work in, especially from a technical perspective.

“As young engineers and construction professionals come out of training, whether in trade craft or construction, building things is always interesting. You can look at the substantial amount of construction work going on globally, where countries are grappling with what the future looks like in the midst of evolving economies,” he insights.

Specifically, Australia is coming to grips with what it means to build Olympic venues concurrent with critical transportation links to provide connectivity of the three largest population centres of Melbourne, Sydney, and Brisbane in a resource-constrained industry.

Making these opportunities attractive to the workforce and looking after people as they’re away from their support network, whilst still delivering value for money for clients, is the key.

“What’s challenging in the construction industry is navigating the expectations of work-life balance, family, and career versus home, because what we do is fast-paced, remote, and sometimes requires relocation to get to project sites,” Latter details.

“It is an exciting industry to be a part of. Despite its challenges, construction continues to offer rewarding career opportunities and the chance to deliver projects that create lasting value for communities across Australia.”

The industry’s ongoing demand for skilled workers presents both a challenge and an opportunity, reinforcing the importance of investing in training, development, and career pathways for future construction professionals.

50 YEARS OF CONSTRUCTION EXPERTISE

Notably, 2026 marks Sitzler’s 50th anniversary of delivering high-profile infrastructure across Australia. Having started from humble beginnings, the company has found continuous success through upholding the highest standards of execution and reliable delivery of quality, sustainable, and safe outcomes.

“Especially in construction, 50 years is an impressive feat and one that we’re particularly proud of. We’re in great shape, with a healthy pipeline and legacy we are committed to building on through thoughtful, innovative changes that position the company for the future,” Latter insights.

One of the most significant recent milestones in that journey has been the appointment of Latter as the company’s first CEO.

“The role was introduced to help guide the company’s continued growth and provide greater clarity and focus as the business evolves. We are immensely proud of our ability to support a Northern Territory (NT) business and extend its reach to other regions in Australia. This is a great export story for our region, providing opportunities for NT locals to show and develop their skills on a bigger stage,” he notes.

This approach is just one example of the importance to both Sitzler and its leadership of the people behind the company. Latter believes the company’s strength lies in its people and relationships built across the business, project teams, and communities in which it operates.

“There has long been a perception that capability needs to be brought into the NT. What we’re seeing today is the opposite. We have developed exceptional people, skills, and expertise here, and we’re now taking that capability into other parts of Australia as the business continues to grow,” he outlines.

By creating an environment that brings together diverse skills, experiences, and perspectives, Sitzler boasts a workplace that thrives on innovation, problem-solving, and collaboration.

“We’re maintaining our commitment to our people and looking after the supply chain whilst growing and educating the next generation of the construction workforce. That’s really close to my heart because the industry doesn’t survive without new people,” impassions Latter.

DELIVERING WITH CONFIDENCE

Sitzler has built a reputation for delivering high-profile, complex projects that create lasting value for clients and communities.

With the capability and resources to deliver projects across Australia, the company has a long history of success in the defence and space, civil infrastructure, community and commercial, and industrial sectors. It remains focused on projects aligned with its expertise, but thrives on delivering bespoke projects with a high level of complexity, such as the space surveillance telescope delivered in remote Western Australia.

“One of the best measures of our reputation is the work we’ve delivered across often complex, technically challenging, and remote environments, requiring strong planning, collaboration, and delivery expertise. These projects are a great example of how Sitzler creates lasting value for our clients and the communities in which we operate,” Latter details.

“The defence sector has provided opportunities to deliver some of the most complex and technically demanding projects in our portfolio. These demonstrate our ability to plan, adapt, and deliver successful outcomes in remote locations and under challenging conditions.”

Another example of Sitzler’s proven expertise is the Royal Darwin Hospital Mental Health Inpatient Facility in the NT. Currently under construction, the new three-storey facility is designed to provide a safe, modern, and therapeutic environment for patients requiring acute mental health care.

The project incorporates specialised clinical areas, secure patient accommodation, and supporting infrastructure that must meet rigorous healthcare design and construction standards. As the NT government’s incumbent health contractor over the past decade, Sitzler is delivering the facility with a focus on safety, quality, and long-term functionality for clinicians, patients, and the wider community.

Additionally, across the country, Sitzler has delivered a diverse portfolio of projects, including high-quality, high-footfall facilities such as convention centres and art galleries as well as road infrastructure required to endure extreme climatic conditions.

This infrastructure is critical for remote communities, particularly across Northern Australia, to combat what used to be months of isolation during the monsoonal season. Opportunities for those who live locally to the site are embedded within the company’s delivery teams, leaving a legacy of a more capable delivery capacity for ongoing maintenance long after handover is achieved.

“That’s our mission: we will not only build what the community uses, but also build up the community by supporting local community groups and charitable initiatives in addition to the development of our own people and those of our supply chain. We are a part of the community in which we operate and don’t shy away from the role we play in helping them thrive,” expands Latter.

MAKING A LASTING IMPRESSION

Of the utmost importance to Sitzler is working with the communities in which it operates. The company provides ongoing support for various charitable organisations, sporting clubs, training initiatives, Indigenous employment pathways, and community projects.

One example is its partnership with the Rirratjingu Aboriginal Corporation (RAC) based in Nhulunbuy through Rirratjingu Project Management (RPM), a long-term joint venture established to support the futureproofing and economic self-sustainability of the local community with the closure of bauxite mining operations, which the town has relied upon for the past 50 years.

Through the partnership, RPM combines local knowledge and Indigenous participation with project management expertise to help deliver infrastructure projects, strengthen regional capability, and create employment and training opportunities for Yolngu people.

“These partnerships are more than just business and revenue; it’s community support and interaction,” Latter notes.

As Sitzler continues to look forwards to future success and further milestones, it is keeping these community relationships at the forefront, along with reshaping the company to be not just prepared for the future but leading the charge.

“This year is about stabilising and solidifying our approach to take the business forwards. We’ve had a successful year in terms of winning work and have a solid pipeline of forward orders booked, which we’d like to expand upon and ensure we have the right people in the right places,” confidently concludes Latter.

“We’re creating an environment where the team is ready, so when change comes, which it inevitably will, they don’t see it as a challenge but just another day.”

SITZLER PARTNERS

The post Sitzler : Built with Confidence appeared first on Construction Outlook.

CUSTOM DESIGN AND FUNCTIONAL FAÇADES

Duratec is a leading Australian contractor providing assessment, protection, remediation, and refurbishment services to a broad range of assets and infrastructure.

The company’s innovative, cost-effective, and customised solutions extend the life of infrastructure and assets, which are being pushed harder and further than ever before, increasing demand for fully integrated lifecycle solutions.

Since it was established in 2010, Duratec’s operations have expanded to every state and territory in Australia, delivering high-quality, safe, predictable, and cost-effective projects across a wide range of sectors.

Over the past seven to eight years in particular, the company has delivered specialist, major modern façade remediation projects involving glass, cladding, and curtain wall systems across the country through its Building & Façade division.

This includes the successful completion of the Central Park façade refurbishment in Perth, a flagship project of unprecedented scale and complexity that now serves as a benchmark across the remediation industry.

In that time, Duratec developed strong façade design expertise through exposure to a broad range of remediation systems, whilst also enhancing its building information modelling (BIM) capability, procurement approaches, installation methods, and relationships with key local and international suppliers and manufacturers.

“We saw an opportunity to establish a dedicated façade subcontracting business that could deliver façade supply and installation packages as a specialist subcontractor nationwide,” outlines Grant Oliver, National Façade Manager at Duratec and Managing Director of the company’s newly established specialist business, Atec Facades (Atec).

A cabinet maker by trade, Grant has worked in both remedial and new-build façade construction across his career, spanning everything from smaller complex works to major façade developments.

Those experiences with materials, buildability, and logistics are crucial in shaping how Duratec is building Atec today.

FORMALISED CAPABILITY

Atec was recently launched within Duratec’s Building & Façade division to formalise the company’s maturing capability and focus on specialist commercial and institutional façade projects as a supply-and-install contractor.

Delivering high-quality façade builds for complex commercial and institutional construction projects, the Western Australia (WA)-based subsidiary brings deep technical expertise across the full project lifecycle, from conception through to completion.

Indeed, whereas façade subcontractors commonly navigate complex project environments, with dispersed stakeholders depending on disconnected platforms and manual processes, Atec redefines the façade delivery model – spanning design, procurement, fabrication, and installation.

This enables Duratec to deliver design-led façades end-to-end, extending beyond remediation alone.

The aim is a bespoke, better-value service for clients and a clearer pathway from concept to installation.

“Duratec typically works as a head contractor engaged directly by the client, whilst Atec generally operates as a specialist subcontractor delivering façade works on behalf of the builder,” explains Grant.

Façades shape the identity of a building and are often the feature people notice and remember most. Think function and fashion – they protect occupants from the environment, such as harsh weather, loud noise, and fire spread, whilst also defining the property’s appearance.

The experienced team at Atec specialises in façade projects that involve bespoke designs, complex geometries, distinctive material selections, and tailored delivery strategies.

“We work closely with clients to understand their objectives, develop practical and buildable design solutions, and provide early guidance on elements that may present challenges during delivery,” he tells us.

“Because many of our projects are driven by custom design outcomes, we are also able to offer clients a wider range of procurement options, including both local and international supply pathways.”

FAÇADE PROJECTS

Today, Atec is completing the façade installation of an art gallery in the Northern Territory (NT), featuring a modular anodised aluminium cladding system designed for Darwin’s cyclonic conditions.

The building will form a major part of the city’s revitalisation, bringing together art and architecture whilst imbuing a distinct sense of place.

Once the initial design concept had been presented, Duratec was engaged to review the design from a constructability perspective.

“We reviewed the original architectural façade and provided advice on buildability and delivery efficiency. The initial concept featured a significant amount of primary and secondary steel framing, together with face-fixed red anodised cladding panels,” Grant informs us.

“In response, we developed an alternative modular solution that substantially reduced the extent of primary steel, secondary framing, and face-fixing requirements.”

The client adopted Duratec’s revised design, which delivered cost savings, improved procurement and fabrication efficiencies, reduced installation time on-site, and maintained a high-quality architectural outcome.

“The completed design includes custom aluminium extrusion modular framing, solid aluminium panels with a red anodised finish, high-performance glazing, two-stage performance louvre systems, perforated screening, modular external screening, and internal architectural linings,” he sets out.

Along with the art gallery façade, Atec is delivering the design, supply, and installation of the façade package for a highly complex higher education lab facility located in WA.

The works on this facility include bespoke curtain and window walling, stainless steel and aluminium sun-shading systems, glazed louvres, unitised balustrades, high-performance skylights, frameless lift glazing, and architectural cladding.

“This project is unique due to the custom design elements for almost every scope of work, including the size of the panels and structural requirements to satisfy the architectural intent,” highlights Grant.

“We have completed the design and procurement phases and are on track to complete installation by September 2026.”

BIM WORKFLOWS

As the construction industry continues to evolve, Atec demonstrates how specialist subcontractors can lead the way, using digital technology to foster stronger collaboration, smarter project execution, and improved outcomes.

All design-led façades are developed in 3D, supported by industry-standard 2D documentation.

End-to-end BIM workflows enable enhanced visualisation, greater control over materials, quantities, and costs, and earlier design-for-manufacturer decisions, whilst also accelerating research and development (R&D) across materials, fabrication techniques, and installation methodologies.

“BIM continues to transform the façade industry, creating meaningful efficiencies throughout the design process,” Grant enthuses.

Duratec and Atec have been investing in internal BIM capability and collaborating with software providers to strengthen the link between concept design models and fabrication documentation.

“This is delivering clear benefits across design coordination, procurement, fabrication, installation, and overall project tracking. I expect this capability to keep evolving in Australia, enabling the delivery of increasingly complex façade solutions,” he notes.

Duratec’s investment in BIM began in 2020, initially focused on improving visibility across design development, material procurement, and installation progress.

As both the technology and the company’s internal capability have advanced, BIM is now embedded throughout the full project lifecycle – from early concept and detailed design through to shop, fabrication, and assembly drawings, clash detection, procurement, fabrication tracking, logistics, installation progress, material non-conformance reports, and overall quality management.

“By integrating this information into our BIM models, we enable project teams to deliver with greater efficiency, accuracy, and control,” acclaims Grant.

“On completion, these models are handed over to the facility owner to support ongoing facility management, providing access to detailed information such as material specifications, exact dimensions, product data, and replacement requirements where needed.”

STRENGTHEN, GROW, EXPAND

Atec is strengthening its BIM and broader digital capabilities, which it believes will deliver significant efficiencies for clients from early concept through to site delivery.

Another key priority is growing Duratec’s Perth-based team whilst establishing an Atec presence in Queensland and New South Wales over the next two to four years.

“More broadly, we are targeting opportunities with clients delivering high-rise projects that require custom façade designs, complex geometry, and high-performance façade solutions,” Grant closes.

Atec continues to expand whilst also supporting Duratec’s Building & Façade division on projects nationwide.

In addition, Duratec and its subsidiaries are delivering live projects and maintaining a strong future pipeline across the defence, mining, marine, energy, infrastructure, and industrial sectors.

ATEC FACADES PARTNER

The post Atec Facades : Custom Design and Functional Façades appeared first on Construction Outlook.

DEEPER COLLABORATION, STRONGER STRUCTURES

As the UK’s building safety regulations and sustainability standards continue to evolve, delivering high-performance building envelopes and façades has become increasingly complex.

The roll-out of government policy such as the Building Safety Act (BSA) and Future Homes and Buildings Standards means developers must now follow stricter compliance for higher-risk buildings, balancing architectural ambition with technical precision whilst ensuring fire safety and long-term durability requirements are met.

As such, early collaboration, integrated design, and meticulous attention to detail have become essential for delivering increasingly sophisticated façade systems.

UK-based design and installation specialist, A²O Facades (A²O), has built its reputation around doing just this.

The company offers complete façade packages that combine technical excellence with collaborative project delivery, supporting building owners, resident groups, main contractors, and architects from early design through to completion.

Established in 2001, the wider A²O Group also includes A²O Hoarding, which installs security fencing, safety barriers, and walkways around active construction sites.

With a portfolio spanning rainscreen ventilated façade systems, lightweight steel framing, curtain walling, and bespoke multi-finish façade solutions, every project is underpinned by A²O’s values-based, design-led, quality-focused ethos.

A²O’s collaborative approach and shared values build trust.

The company’s in-house 12-member design team prioritises understanding and delivering on design intent, whilst optimising buildability, value, and robustness.

To ensure compliance across health and safety, passive fire safety, competence, and quality standards, the business uses quality management software in coordination with its own bespoke system of process controls.  

Whether delivering landmark new builds or technically challenging retrofit schemes, A²O works closely with project partners to deliver complex designs as practical, robust, and safe façades.

DESIGNED TO DELIVER  

This philosophy is perhaps best demonstrated by the recently completed Hertfordshire Police Headquarters (Herts Constabulary HQ) for the Police and Crime Commissioner for Hertfordshire, a flagship project that showcases the company’s ability to combine façade design and engineering expertise, collaborative planning, and exceptional workmanship.

Designed to accommodate more than 600 operational support staff alongside specialist functions such as a Major Crime Unit, the £55 million Herts Constabulary HQ development provides a modern, future-ready workplace that sets new benchmarks for sustainability and well-being.

Architecturally, the five-storey headquarters balances aesthetics with environmental performance, with two office wings clad by A²O in SureClad® porcelain stone.

Connected by a dramatic glazed atrium beneath a distinctive glulam timber roof, the completion of the wings creates a naturally lit central space that reflects the project’s focus on well-being.

Working alongside Tier 1 contractor Willmott Dixon and architects, Vincent+Gorbing, over the 12-month pre-construction period, A²O and Shackerley, the SureClad® supplier, arranged for the client to visit existing sites in London and Bath clad in the proposed rainscreen.

Collaborating over an extended timeframe allowed technical details to be carefully refined before construction commenced, significantly reducing design changes during delivery, improving project certainty, and demonstrating the overall value of early engagement.

The company also constructed a full-scale benchmarking sample bay on-site, which served as a testing ground to evaluate the optimum design, materials, and methods prior to installation, providing invaluable construction insights and enabling A²O to complete the façade on both office wings four weeks ahead of schedule.

Independent inspections have since awarded the installation a perfect National Quality Assurance (NQA) score – a recognition that reflects both rigorous quality control procedures and careful attention to detail.

It has also achieved an EPC energy score, carbon emission rate, and primary energy rate over 30 percent better than targets for new builds of this type and is on track for BREEAM Excellent and WELL Platinum ratings, setting a strong benchmark for future projects.

COLLABORATIVE TO THE CORE 

Though A²O’s technical capability remains fundamental to the construction of its façades, successful delivery also depends on effective collaboration between contractors, consultants, and supply partners. 

30 years ago, a litigious culture was widespread in the construction industry. A²O’s founder was convinced building could be done in a better way; when the opportunity came to start a new business, he grasped it.

The mission of the new venture was to ‘change the culture of construction’ based on shared values such as ‘win-win’ and ‘one team’, a value and ethos shared with our key clients and supply partners.

On Hertfordshire Constabulary HQ, collaboration was facilitated using a digital visual planner and collaborative scheduling. This ensured designs were fully coordinated, enabling all project partners to work towards shared milestones whilst minimising risk.

A collaborative approach can be seen across many of the company’s other projects, such as the completion of a new Informatics Teaching Laboratory (ITL) at Queen Mary University of London (QMUL).

A²O delivered a technically demanding refurbishment and extension for the university that combined multiple façade systems across both retained and new structures.

The company’s early involvement allowed it to resolve complex movement tolerances, coordinate challenging interfaces, and install a sophisticated curtain wall system within the constraints of a working university campus.

Similarly, the Lot S2 apartment complex in Eddington, northwest of Cambridge, required close coordination with main contractor Bennett Construction across four apartment blocks, featuring multiple façade systems and architect Leach Rhodes Walker (LRW’s) complex architectural geometries for the glass reinforced concrete, brick slips, and copings.

By utilising Revit modelling, bespoke design solutions, and careful interface management, A²O successfully delivered intricate façade details whilst maintaining programme, quality, and passive fire safety compliance.

BUILDING FOR THE FUTURE 

As expectations around sustainability, operational performance, and building safety continue to grow, it’s clear to see that façade specialists such as A²O will play an increasingly important role in shaping the nation’s built environment.

Several façades A²O has worked on recently have achieved BREEAM Excellent, requiring high standards of insulation, exceeding Passivhaus standards on occasion, and often needing to pass a rigorous air test.

Two of the most challenging projects have been refurbishment retrofits of university buildings, involving major structural works and curtain wall installation, undertaken on very tight urban sites with staff and students in occupation throughout.

A²O’s retrofit projects such as Brighton Met Phase 2 and the QMUL ITL demonstrate how existing buildings can be retained and transformed through carefully engineered façade solutions, extending the lifespan of the structure whilst significantly improving thermal performance and reducing operational carbon.

At Brighton Met, an outdated leaky building was wrapped in a high-performance curtain wall façade.

The façade, designed by ECE Architecture, featured a portal, referencing the portals in two local historic churches. A modern circular portal, recessed within the Equitone Natura cladding, is illuminated in changing colours at night, creating a dramatic new landmark on the Brighton skyline.

Meanwhile, two new floors and a new circulation core created by a curtain wall created a makeover for the QMUL ITLL, designed by Purcell.

To achieve BREEAM Excellent and comply with London Plan thermal requirements, the curtain wall allowed for optimum natural daylight, whilst projecting bronze feature fins act as a passive solar device to cast shade and reduce solar gain.

The bronze fins, acting like a sundial, transform the appearance of the façade as the sun moves round. Likewise, a play of light and shadow moves over the concave aluminium planks and the textured surface of the Equitone Linea cladding to the existing three storeys.

The retrofit allowed QMUL to disconnect its gas pipes and completely decarbonise its heating.

SUSTAINABILITY

One of the greatest achievements in carbon reduction has been a collaboration with key supply partner RJ Façade Systems (RJ) in aluminium closed-loop recycling, inspired by a case study at a Centre for Window and Cladding Technology event.

A²O widely uses RJ’s recycle-grade aluminium sub-grid, which is recast by Hydro from recycled and is also used in the Briklok system.

Wherever possible, A²O recycles aluminium strip from its reclad sites via Alutrade, who in turn supply this to Hydro, closing the loop. To date, this aluminium closed-loop initiative has saved over 490 tonnes of carbon emissions, compared with standard aluminium consumed in Europe.                  

Earlier this year, the company launched a staff break room built at its offices by the team from a recycled shipping container.

A²O has invested in a hybrid company car and a plug-in hybrid electric (PHEV) van. Since installing an electric vehicle (EV) charger in the car park, eight staff now use hybrid or full EVs. 

NEXT GENERATION

The foundation of building for the future is investing in the next generation. In January 2022, A²O launched its apprentice programme.

The company’s first apprentice completed the Construction Design and Build Technician Apprenticeship with distinction and now works as a Façade Designer.

A Construction Quantity Surveying Technician apprentice has also just completed his Higher National Certificate (HNC) in Construction and passed the gateway to end-point assessment.

A site-based Construction Support Technician has just started with the company and commences his course in September.

This year, A2O took part in careers events at two local schools to promote careers in construction, the skills required by the façade industry, and the opportunities for apprenticeships as a launchpad into a challenging but rewarding career.

COMPETENCE AND SLOT 

One of A²O’s strategies for strengthening competence is its SLOT programme, which stands for Specialist-Led On-site Training.

The goal of SLOT is to ensure installers benefit from the most up-to-date training on the specific product or system at the actual site.

A²O arranges for continuing professional development (CPD), toolbox talks, instruction manual presentations, participation in on-site mock-ups, quality inspections, and feedback and fine-tuning where necessary.

The SLOT programme has strengthened relationships between A²O’s install teams, suppliers, client site team, and managers, yielding greater confidence and optimising precision.

Recent success at the Façade Awards UK and as Willmott Dixon’s National Works Partner of the Year reflects industry recognition for A²O’s growth and, looking ahead, the company is well-positioned to support the next generation of high-performance, larger-scale façades being desg designed and installed by the next generation of emerging façade professionals.

The post A2O Facades : Deeper Collaboration, Stronger Structures appeared first on Construction Outlook.

SCALING INNOVATION ACROSS CRITICAL INFRASTRUCTURE

Over the last year, Saulsbury has expanded its position as one of North America’s leading engineering, procurement, and construction (EPC) contractors, growing its presence across traditional energy, utility infrastructure, renewable energy, carbon capture, and the rapidly emerging artificial intelligence (AI)-driven data center market.  

As capital investment accelerates across these sectors, the company continues to differentiate itself through self-perform execution, schedule certainty, and integrated project delivery. 

On one hand, the industry is experiencing strong, sustained demand for traditional oil and gas infrastructure, particularly in gas processing and other midstream projects.  

On the other, there is a clear acceleration in capital deployment toward energy transition projects – power infrastructure, grid modernization, and increasing demand driven by data center development. 

The latter has been fueled by unprecedented growth in AI, driving demand for new power architectures, advanced cooling systems, and large-scale infrastructure investments across North America. 

Since last speaking to Saulsbury in May 2025, the company has proactively responded to this environment by supporting its clients’ execution certainty across numerous areas, including scheduling, cost control, and constructability, which are impacting customers more than ever before.  

Indeed, the leading EPC contractor continues to help customers overcome difficulties such as labor availability, regulatory complexity, and evolving supply chain dynamics, which persist in shaping project delivery.   

“Companies that can self-perform, adapt quickly, and bring integrated solutions to the table are the ones best positioned to succeed in today’s demanding EPC environment,” opens Dennis Chismar, Chief Business Development Officer at Saulsbury.  

With this in mind, Chismar recognizes the importance of adaptability in today’s market.  

“As the energy industry continues to evolve, our ability to stay flexible while maintaining a strong foundation in our core values is what sets us apart. We remain focused on building long-term partnerships and delivering with certainty, regardless of project type or market conditions,” he confirms.

EXECUTION CONSISTENCY 

Since its founding in 1967, Saulsbury’s approach has centered around being a trusted partner that can deliver across the full project lifecycle.  

“We continue to meet the needs of both heavy industrial and renewable clients by combining our EPC capabilities with a strong self-performing model. 

“What differentiates us is our ability to execute complex projects with consistency – whether that’s a cryogenic processing facility, utility-scale infrastructure project, or newly emerging energy-intensive projects,” Chismar outlines.  

The company also places heavy emphasis on early engagement, constructability input, and maintaining flexibility to align with clients’ evolving goals. Moreover, Saulsbury continues to expand its fabrication and modularization capabilities, helping clients improve schedule certainty, reduce field labor requirements, and enhance overall project efficiency. 

This adaptability can be witnessed in its recent diversification, which continues to be a deliberate and strategic priority.  

While oil and gas remains a foundational part of the business, Saulsbury has expanded into power delivery, renewable energy, and other emerging infrastructure markets.  

“This evolution mirrors what we’re seeing across the broader industry. Clients are investing in a more balanced energy portfolio, and EPC providers need to be able to support that transition.  

“For Saulsbury, it’s about leveraging the expertise we’ve built over six decades and applying it to new opportunities where we can continue to add value as a trusted, solutions-minded partner across the evolving energy landscape,” Chismar tells us.

DRIVING ENERGY AND INFRASTRUCTURE GROWTH 

Saulsbury has made notable strides in the renewable and energy transition space, with the company’s success in project execution for large-scale hydrogen production, helium, and carbon capture, and utility-scale photovoltaic (PV) and battery energy storage systems (BESS) highlighting its ability to execute in technically complex and emerging markets.  

Among Saulsbury’s most notable accomplishments was the successful delivery of the largest carbon capture project ever constructed in the US, a landmark achievement that underscores the company’s ability to execute complex, first-of-a-kind infrastructure projects. 

The company partnered with a world leader in carbon capture technology to offer a fully integrated EPC and technology solution. This facility is now able to capture an additional one million tons of carbon dioxide per year.  

“This was a three-year project that endured many supply chain challenges and remote construction difficulties. It showcases our ability to deliver safe and predictable outcomes for some of the most challenging projects in the industry,” Chismar highlights.    

Growing demand for electrification and grid modernization has fueled significant growth in Saulsbury’s Utilities and Infrastructure business, which supports projects involving electrical transmission, substations, and grid reliability. 

The company is also delivering full EPC services on several major power generation and grid infrastructure projects that support grid reliability and modernization efforts, positioning Saulsbury to play an increasingly important role in the evolving energy landscape.  

“Cryogenic processing has been a core competency of the company for many years, and reaching a major milestone for our 75th cryogenic gas plant demonstrates both the trust our clients place in us and the depth of our technical expertise,” acclaims Chismar.  

Offering standard capacities, including its newer 300 million standard cubic feet per day (MMSCFD) design, allows the company to deliver faster schedules with a high level of cost certainty for its customers.  

“Many of these projects share common capacities and standardized equipment, allowing us to continuously refine our processes, improve efficiency, and deliver greater value. It also strengthens our ability to take on increasingly complex projects as the market evolves,” he affirms.  

One of Saulsbury’s most significant strategic growth areas is the rapidly expanding data center market. Driven by unprecedented AI investment and increasing demand for digital infrastructure, hyperscale, and mission-critical facilities are creating some of the largest construction opportunities in North America.   

As such, the company is rapidly establishing itself as a key EPC partner for mission-critical AI and hyperscale data center developments, delivering major power, utility, and infrastructure scopes on some of North America’s most significant digital infrastructure projects.  

Several confidential projects have already been awarded, with additional opportunities anticipated throughout 2026.

“One of the key differentiators for the company is our ability to deliver fast-tracked results with a commercial offering that supports large equity-backed investments,” Chismar states.  

“Our long-term strategy is to continue to grow our market share for data center work for many years to come. The US market outlook is strong and the company’s role continues to evolve.   

“The key to our continued success is to ensure Saulsbury stays true to  its core values. We will continue our focus on retaining and supporting our key project leaders and providing our craft workers with a safe and rewarding work culture,” he assures.

SCALABLE, EFFICIENT, AND HIGH-QUALITY 

Interestingly, the same AI revolution driving demand for new data centers is also helping improve how Saulsbury plans, executes, and manages projects. 

In line with the industry’s evolution, Saulsbury has taken a more intentional approach to integrating AI and advanced data analytics into its operations over the last 18 months.  

The company places particular focus on practical applications – tools to improve planning, enhance safety, and support decision-making both in the office and the field.  

Saulsbury is seeing value in areas such as predictive analytics, scheduling optimization, complex welding applications, and data-driven insights that help proactively manage risk.  

“While our use of AI is still evolving, we view it as an important enabler that will continue to enhance how we deliver projects moving forward and improve overall outcomes,” Chismar sets out.  

Going hand-in-hand with this development, Saulsbury’s expansion into the data center market is a natural extension of its core capabilities.  

Each facility requires significant power infrastructure, complex construction execution, advanced cooling systems, and other infrastructure-related scopes, as well as a high degree of reliability – areas where Saulsbury has a strong track record.  

“As demand for data centers continues to grow, driven in part by AI and digital infrastructure needs, we see a strong opportunity to support clients with scalable, efficient, and high-quality, schedule-driven project delivery,” elaborates Chismar.  

MORE THAN A TICKBOX 

When we last spoke to Saulsbury, the company was keen to highlight its stellar safety culture, achieved through a comprehensive approach to training, technology use, and organizational structure. 

Today, safety remains at the core of everything the company does.  

“It’s not just a priority – it’s a value that’s embedded in our culture. We continue to invest in training, leadership engagement, and technology to ensure every employee goes home safely,” Chismar assures.  

Saulsbury has built its strategic safety priorities around a greater emphasis on proactive safety measures, including behavior-based programs and real-time data insights to identify and mitigate risks before they become incidents.  

“A key part of our success is ensuring many of our programs are implemented at the craft level using practical, hands-on participatory components to promote active safety involvement,” he reveals.  

Saulsbury’s cutting-edge SiteCast platform is a valuable example of this and remains an important part of its safety and communication strategy.  

SiteCast encourages streamlined communication and employee engagement by sharing critical health and safety information across the workforce and their families.  

“By aligning with broader industry safety initiatives, SiteCast allows us to continuously improve our performance and ensure that best practices are consistently applied across our projects,” Chismar explains.  

Centrally utilized across its EPC services, SiteCast is also used to broadcast company news and achievements to staff. Keeping employees informed and valued remains a key focus for Saulsbury, whose people are viewed as its greatest asset. 

“We’re committed to supporting them at every stage of their careers. That includes competitive benefits, professional development opportunities, and a culture that values recognition and engagement.  

“We work hard to create an environment where employees feel supported, challenged, and empowered to succeed,” Chismar asserts.  

Indeed, the company culture remains a key reason why people find great enjoyment in their jobs, fostered by a strong sense of teamwork, accountability, and pride in what they do.  

To this end, Saulsbury provides ample growth opportunities, recognizes contributions, promotes leadership, and creates an environment where employees can build meaningful, long-term careers.  

HOW SAULSBURY DOES BUSINESS 

Since its establishment nearly six decades ago, Saulsbury has maintained a deep commitment to local community development.  

This is demonstrated by its ongoing participation and annual donations to Sky High for Kids, which reflects the company’s passion for making a positive impact beyond its projects.  

In this case, Saulsbury supports the families of children with pediatric cancer – a cause that resonates deeply within the business.   

“We believe it’s important to use our platform to give back and support organizations that are doing meaningful work in the communities we serve,” emphasizes Chismar. 

In a similar vein, Saulsbury takes deep pride in being part of a united community. Through charitable giving, volunteer efforts, and local partnerships, the company strives to make a difference.  

“These initiatives are an extension of our culture and reflect the core values that guide how we do business,” he smiles.   

Saulsbury likewise supports staff members and their families through the Dick & Amelia Saulsbury Scholarship Program. 

By helping to fund higher education opportunities, the company is investing in the next generation and reinforcing its commitment to employees.   

“It’s a program that has had a meaningful impact over the years and continues to grow, guided by the principles established by our Founder, Dick Saulsbury,” Chismar notes.  

FORWARD-LOOKING OUTSET  

Testament to Saulsbury’s continued success and industry-leading position, the company takes great pride in reaching an important milestone next year.  

“Approaching our 60-year milestone in 2027 is something we’re incredibly proud of. It speaks to the strength of our culture, quality of our people, and our ability to evolve alongside the industry over six decades,” Chismar reflects.  

The company’s reputable history has seen it navigate and overcome many challenges across multiple market cycles, including technological shifts and changing client demands.  

Saulsbury has done so by staying grounded in its core values of safety, integrity, excellence, relationships, and community.  

“As we approach our 60th anniversary, we’re focused not only on celebrating our history but on positioning Saulsbury for the future.  

“Whether supporting traditional energy infrastructure, advancing the energy transition, strengthening the grid, or enabling the next generation of AI-driven data centers, our commitment remains the same: deliver safely, execute with certainty, and help clients achieve their most ambitious infrastructure goals,” he concludes. 

The post Saulsbury : Scaling Innovation Across Critical Infrastructure appeared first on Construction Outlook.

BUILDING ON 80 YEARS OF TRUST

As Namibia continues to invest in housing, mining, and oil and gas development, the construction sector remains a vital contributor to the country’s economic growth. 

Namibia’s construction industry is showing encouraging signs of recovery following a downturn between 2017 and 2020, with renewed momentum driven by residential developments, commercial expansion, and increased public infrastructure investment. 

Whilst the industry continues to face challenges – including fluctuating material costs, supply chain demands, and affordability constraints linked to global cost-of-living pressures – it also presents significant opportunities for businesses capable of consistently delivering quality, reliability, and value. 

Pupkewitz Megabuild is well positioned within this landscape. Established in 1946 as the building materials division of the Pupkewitz Group, the company has spent eight decades supporting contractors, developers, and homeowners across Namibia. 

Today, Pupkewitz Megabuild is recognised as one of the country’s leading building material and hardware suppliers. With a nationwide network of over 24 branches across 19 towns, it serves a diverse customer base – from large contractors and developers to small to medium-sized enterprises (SMEs), tradespeople, and homeowners. 

With over 20,000 stock-keeping units, the company offers comprehensive solutions across the entire construction value chain, from foundations and structural materials through to finishing products and home improvement solutions. 

This national footprint reflects a business that has evolved alongside Namibia itself, continuously adapting to meet changing market demands whilst maintaining a strong commitment to quality, service, and long-term partnerships. 

Namibia’s ongoing urbanisation, infrastructure development, and economic growth continue to support long-term demand, positioning Pupkewitz Megabuild strongly for the future. 

CUSTOMER-FIRST APPROACH

At the heart of Pupkewitz Megabuild’s success is a clear and consistent mission – to deliver cost-effective, quality products and exceptional customer service that drives sustainable growth. 

The company’s broader vision is to be Namibia’s most progressive and sustainable business, empowering communities and contributing to societal transformation.  

In terms of workforce, it employs over 800 team members across Namibia, supported by more than 2,200 employees within the Pupkewitz Group.  

With head offices based in Windhoek, Pupkewitz Megabuild maintains a strong national presence that reflects a commitment to serving Namibia as a whole and bringing products closer to customers. 

The company’s customer-centric approach is evident across all operations, whether supporting large-scale commercial developments, enabling mining projects, or assisting homeowners undertaking renovations. 

Beyond product supply, Pupkewitz Megabuild’s customers benefit from specialist advice, logistical support, and technical expertise designed to simplify projects and improve outcomes. 

By positioning itself as a partner rather than just a supplier, the company has built long-standing relationships across multiple sectors of the Namibian economy.  

Indeed, its national footprint, strong supplier network, and commitment to service excellence provide a clear competitive edge. 

Continuous investment in store modernisation, accessibility, digital initiatives, and expansion projects reflects Pupkewitz Megabuild’s ongoing commitment to enhancing the customer experience and staying aligned with evolving customer expectations.

EIGHT DECADES OF GROWTH

Pupkewitz Megabuild’s 80th anniversary marks a significant milestone, representing eight decades of resilience, adaptability, and contribution to Namibia’s growth. 

More importantly, it reflects a shared journey with the Namibian people and all the customers, employees, partners, contractors, and businesses who have played a role in shaping the business.  

The focus is not only on what has been built, but also equally on looking ahead and continuing to evolve and innovate for the next generation. 

The company has a rich history, deeply rooted in Namibia. What began as a builders’ merchant in 1946 has grown into a multifaceted business serving virtually every segment of the construction and home improvement market today. 

Looking ahead, Pupkewitz Megabuild remains committed to contributing positively to the development of Namibia and its people for the next 80+ years. 

The company’s performance has also been recognised through multiple industry accolades, including being named Namibia’s Overall Best Building Material Supplier at the PMR Africa Awards for three consecutive years. 

This is a testament to the consistency of its service, product offering, and customer trust.  

These awards also reflect the dedication of Pupkewitz Megabuild’s teams on the ground, who deliver excellence every day and reinforce the company’s position as a trusted partner in the building and construction space.

INNOVATION AND COMMUNITY IMPACT

One of the key factors differentiating Pupkewitz Megabuild from the competition is its willingness to evolve whilst remaining closely connected to its deep-rooted Namibian heritage. 

The company doesn’t just supply materials – it provides complete solutions, including technical expertise, logistics, cost estimation support, and credit facilities for approved customers. 

At the same time, Pupkewitz Megabuild recognises the importance of supporting local economic development through strong supplier relationships. 

Local suppliers are absolutely critical to its operations, and it prioritises sourcing locally wherever possible, provided quality, continuity, and pricing standards are met. 

Beyond that, the company actively supports community development through projects, partnerships, and SME empowerment initiatives. As a group, it has worked with hundreds of emerging entrepreneurs, helping to drive job creation and economic inclusion. 

With corporate social responsibility (CSR) fundamental to who the company is, the Pupkewitz Foundation invests heavily in improving the lives of Namibians through feeding schemes, education, health, sport, and community upliftment projects. 

Additionally, at branch level, Pupkewitz Megabuild actively engages in community projects – from supporting local schools and sports initiatives to infrastructure improvements – ensuring it makes a tangible difference operates. 

Equally important is the company’s investment in its employees. People are Pupkewitz Megabuild’s greatest asset, and it invests heavily in training, development, and upskilling to ensure teams remain knowledgeable and empowered. 

This includes internal training programmes, leadership development, and creating opportunities for growth across the business. 

Pupkewitz Megabuild’s culture is built around respect, performance, and continuous improvement, ensuring its employees feel valued and supported.

BUILDING FOR THE FUTURE

Looking ahead, as Namibia’s construction industry continues to evolve, Pupkewitz Megabuild remains focused on strengthening its position as a trusted partner to customers nationwide. 

Future growth will centre around delivering increasingly efficient and customised solutions, supported by strong logistics, technology, and supply chain capabilities. 

The company’s key priorities include expanding its national footprint where needed, whilst strengthening digital and customer engagement platforms to enhance accessibility to its range of products and services. 

At the same time, Pupkewitz Megabuild continues to enhance supply chain efficiency to achieve cost leadership and make products more affordable across the spectrum, whilst driving sustainability and responsible sourcing, and supporting SMEs and local industry growth. 

After 80 years in business, the company’s success is ultimately rooted in the relationships it has built with customers, suppliers, employees, and communities across Namibia. 

As it looks towards the next chapter, Pupkewitz Megabuild’s mission remains unchanged – to provide the products, expertise, and support needed to help build homes, businesses, industries, and futures throughout the country. 

Ultimately, Pupkewitz Megabuild’s goal is to remain Namibia’s most trusted and progressive building materials partner. 

PUPKEWITZ MEGABUILD PARTNER

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