In construction, the role of the tech leader is pivotal and ever-evolving. Previously identified as the gatekeepers of IT, their responsibilities have grown far beyond the basics of IT infrastructure, devices, and software applications.
Today, they stand at the forefront of pioneering change — contractors are looking for these tech leaders to drive technology-based innovation, integrating IT and construction operational technologies to push efficiency, safety, and quality on projects and core business functions that support improved workflow, reduced workload, and enhanced insights.
This article explores what contractors are now expecting of their tech leaders at the strategic, operational, and tactical levels and highlights critical roles, challenges, and the future outlook.
The Backbone of Innovation: Redefining Construction
Today, tech leaders need to have proven experience, mature processes, and a collaborative approach to play the game.
Andrew Zombek, President of Martin-Zombek Construction Services, Inc., points out the importance of a tech leader: “Technology and the modernization of construction is an incredible movement likened to a freight train upgraded to a nuclear-powered engine or swapped for maglev. Remaining the same is like slowing down. It will lead to the company getting run over [by competitors] that are faster and more efficient.
“Knowledge and ideas must not just come from the top — it needs to be shared with a company culture that allows new ideas, processes, tools, and IT from all personnel. That next crazy idea or thing that someone sees while sweeping floors may lead to the next big step for our business.
“Ideas and inspiration are welcome at our company. Follow through with beta testing and pilots must be done to prove tech.”
Strategic Synapses in Construction Tech
Strategic planning is at the core of a tech leader’s responsibilities. They are tasked with setting a vision for how technology can enhance construction projects and aligning technological strategies with overarching business goals. Tech leaders don’t just predict future trends; they also pave the way for their adoption within the organization.
In the construction industry, a technology executive’s role extends beyond managing IT systems. It also encompasses being a visionary strategist who can foresee the integration of emerging technologies into construction processes.
Strategic thinking involves identifying how digital tools like artificial intelligence (AI), internet of things (IoT) devices, and building information modeling (BIM) can optimize workflows, reduce costs, and improve safety. This foresight requires understanding the technological landscape, assessing its relevance to current and future projects, and planning for its seamless integration.
These executives ensure their companies stay ahead in competitive markets by leveraging technology not just for operational efficiency, but also as a fundamental driver of business growth and transformation. Their strategic vision aligns technology initiatives with business goals, fostering a culture that embraces change, encourages innovation, and prepares for future challenges.
The Brains of the Operation: Tech Leadership
Tech leaders in construction don’t just manage systems and technologies; they also lead people and the business. Building and leading a diverse team of technology professionals is crucial, as is fostering collaboration among IT, construction teams, and external partners. Effective communication of technology strategies and their benefits to stakeholders is also key.
Building Partnerships for Innovation
Those leading technology must possess the ability to encourage and influence, even when they do not have the authority.
The CFO of Bond Brothers, Inc., Richard Small, explains why: “A tech leader in our industry must be able to collaborate, influence, and partner with the executive leadership team to create and drive a company’s technology strategy that aligns with the business strategy. To do this, this person must be able to establish partnerships across the enterprise and build trusted relationships with key leaders in the company.
“Given the nature of the role, to be successful, they must be a problem-solver and an innovator with superior analytical skills. They must have a customer-
service mindset focused on enabling
all members of the company to utilize and leverage technology to work smarter and deliver increased value to our clients. This person must be an effective communicator and team builder who can align resources, empower, and motivate staff. They must be a skilled manager with a proven ability to deliver results.”
Strategic Communication
Influencing without authority is a pivotal strategy for technology executives in construction companies, where collaboration across various disciplines is essential. Such leaders excel by leveraging their expertise and networks to drive innovation and change without relying on formal power. They build credibility through consistent, value-driven communication, demonstrating how technology can solve real-world problems and enhance project outcomes.
Effective leaders who influence without authority understand the importance of emotional intelligence. They listen actively, empathize with others, and can navigate diverse perspectives to find common ground.
Such leaders are adept at persuasion, using compelling narratives and logical arguments to convince others of their vision. Rather than imposing their ideas, they inspire enthusiasm and commitment through shared values and mutual respect.
By fostering relationships, understanding stakeholder needs, and presenting compelling visions for technological integration, they gain buy-in and lead transformative initiatives. This approach not only advances technological adoption, but also promotes a culture of collaboration and continuous improvement within the construction industry.
Attracting Talent in a Digitally Evolving Sector
Strong leadership matters when recruiting talent as well. The construction industry is undergoing a digital transformation that demands a workforce skilled not only in traditional IT, but also in these specialized technologies.
Top talent prospects are drawn to companies that foster innovation, provide opportunities for growth, and embrace new technologies. As a tech leader, creating an environment that values continuous learning and encourages experimentation is key.
Showcasing your company’s commitment to leveraging cutting-edge construction technologies can make it more attractive to prospective employees.
Additionally, building relationships with the tech community can help tap into a pool of potential candidates. Participating in tech meetups, conferences, and seminars can raise your company’s profile among tech professionals while also keeping you informed about the latest trends and innovations.
Engaging with educational institutions through internships or collaborative projects can also be a fruitful strategy to attract young talent.
Recruiting the best IT talent and construction technologists requires a multifaceted approach, combining competitive benefits, a culture of innovation, and active engagement with the tech community.
Beyond the Server Room
A core responsibility of the technology executive is the performance of the traditional aspects of the IT department, including infrastructure management and network administration, cloud application management, database administration/data storage, cyber-security, device management, software agreement management, etc.
In larger construction companies, there could be managers for each of these specialized areas of IT, but often, the company’s tech leader directly manages these functions with a staff of technicians.
Tech leaders are also responsible for establishing IT governance frameworks — including developing policies for cybersecurity, data management, and compliance — ensuring that technology operations are secure and aligned with industry standards and regulations.
Most contractors are finding that it is time to reconsider the role of IT, shifting away from seeing it as general overhead to viewing these teams as key stakeholders that are a part of the company’s leadership team.