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In a fast-paced and highly innovative industry like construction, you might be surprised to learn that there isn’t just one “traditional” way to deliver a project....there are several. And if you're picking up on the sarcasm, you're already ahead of the game. Project delivery methods can feel unnecessarily complicated, but understanding the basics can make a meaningful difference in cost, schedule, and risk. So in part 1 of comparing project delivery methods, we’re going to d

How Owner Retirements and Skilled-Labor Scarcity Will Reshape the Contractor Economy Executive Summary The U.S. construction industry is entering a structural transition that will redefine how projects are delivered over the next 10–15 years. Two forces are converging: A demographic wave of retiring owners in small and mid-sized contracting firms A persistent and worsening shortage of skilled labor Together, these pressures are accelerating firm closures, market consolidation

Many contractors and construction delivery teams claim they can “build nationally” or “work anywhere.” Some can. Many can’t — at least not without creating inefficiencies that owners absorb over time. Before hiring a national contractor beyond their home market, owners should ask these five questions to determine whether the firm is truly qualified for repeat, multi-location work. How Many Traveling Superintendents Are FTEs? Owners often focus on whether a contractor is “loca

Aging real estate is a reality across portfolios. Buildings reach the end of their useful life, 'functional obsolescence' as they teach in the real estate classes. Business needs change. Markets shift. Sometimes the most responsible decision is not reinvestment — it’s a controlled exit . Decommissioning isn’t a sign of failure. It’s a critical phase of the real estate lifecycle. But when it’s treated as an afterthought, it’s also where risk, cost, and disruption concentrate f

You may think there are only 2 viable options when scaling construction and facilities work across a commercial real estate portfolio: Large national firms with significant overhead and rigid processes Small local contractors with insider networks but limited capacity However...many of the most successful interior construction and facilities programs today fall into a third category : 👉 A sophisticated program manager + a mid-level contractor  delivering work across multiple

Private equity is rapidly acquiring small and mid-sized construction subcontractors across the country as retiring owners exit businesses without clear succession plans for the next generation of owner-operators. Many point to this ownership transition as one of the construction industry’s biggest challenges. But the more consequential succession issue isn’t happening in the boardroom. It’s happening on the jobsite. While ownership may change hands after 30 years in business,