The session featured Sandra Nilsen, General Manager Design and Engineering at BESIX Watpac; Tom Bull, Director and Co-Founder at Texco; Andy Rampton, Industry Transformation Director APAC at Procore; and Richard Coyle, Head of Sales \u2013 Eastern Region at BCI Central. <\/p>\n\n\n\n
Together, they unpacked the industry’s most pressing inflection points\u2014from contract reform and AI integration to workforce shortages and the shifting dynamics of project risk. It was a discussion that reinforced the central theme of the day: the need for smarter risk and smarter tech. <\/p>\n\n\n\n
The consensus? While margins remain tight and insolvencies continue to rise, the builders shaping the future aren\u2019t retreating; they\u2019re recalibrating. <\/p>\n\n\n\n
Labour shortages, an ageing workforce, planning bottlenecks, these remain real challenges. Yet the tone at the Construction League Panel was far from defeatist. Instead, there was a clear shift toward smarter strategies: investing in digital maturity, renegotiating risk and rethinking how people, tools and capital are deployed. <\/p>\n\n\n\n
Here are some of the key takeaways from the discussion: <\/p>\n\n\n\n
Bull: Rewriting the contract playbook<\/strong> <\/h2>\n\n\n\nFor Tom Bull, Director at Texco, a specialist in industrial design and construct (D&C), the key lesson from the past two years was simple: too many builders are carrying risks they shouldn\u2019t. <\/p>\n\n\n\n
Texco ranked 17th in this year\u2019s Construction League, with 18 project commencements in 2024 totalling more than $517 million in value. Much of that work is in the industrial space, including logistics hubs, cold storage and operationally complex D&C builds. <\/p>\n\n\n\n
\u201cWe re-traded every single head contract with our 10 biggest clients,\u201d Bull said. \u201cThere were too many clauses pushing developer risk onto builders, things that were completely outside our control and sending companies to the wall.\u201d <\/p>\n\n\n\n
<\/p>\n\n\n\n![\"\"](\"https:\/\/www.bcicentral.com\/wp-content\/uploads\/2025\/06\/image-1024x683.jpeg\")
<\/figure>\n\n\n\n<\/p>\n\n\n\n
To stay active, Texco sat down with developers and reset expectations, often successfully. <\/p>\n\n\n\n
\u201cMost of them sat at the table and re-traded,\u201d Bull said. \u201cIt showed a genuine willingness across the industry to rethink how we do business.\u201d <\/p>\n\n\n\n
For Bull, it\u2019s also a sign of maturity: an industry slowly shedding outdated contract models and starting to prioritise shared responsibility, especially in a market where volatility has become the norm. <\/p>\n\n\n\n
Beyond commercial risk, Bull flagged structural constraints too, particularly around land and infrastructure in Melbourne\u2019s west, where industrial demand is high, but supply chain realities are biting. In one case, a major facility had to be powered by $10 million worth of diesel generators due to long delays in grid connection. <\/p>\n\n\n\n
Nilsen: Complex projects, clear intentions<\/strong> <\/h2>\n\n\n\nSandra Nilsen, General Manager of Design and Engineering at BESIX Watpac, reflected on the business\u2019s pivot toward complex, high-value work: data centres, healthcare, waste-to-energy, and stadia. <\/p>\n\n\n\n
BESIX Watpac ranked first in this year\u2019s Construction League<\/a>, with over $3.4 billion in project commencements\u2014underscoring the scale and ambition behind its current portfolio, and the strategic discipline now guiding its pipeline. <\/p>\n\n\n\n\u201cWe stepped back and focused on tenders where we could add real value and differentiate through design or construction,\u201d Nilsen said. <\/p>\n\n\n\n
<\/p>\n\n\n
\n![\"\"](\"https:\/\/www.bcicentral.com\/wp-content\/uploads\/2025\/06\/image-1-1024x683.jpeg\")
<\/figure><\/div>\n\n\n<\/p>\n\n\n\n
That focus, she noted, has helped the company weather volatility by choosing projects that play to its strengths and allow for greater control across delivery. It\u2019s a calculated shift toward quality over quantity. <\/p>\n\n\n\n
She echoed Bull\u2019s call for contract reform and flagged the critical need for a more reliable and better-communicated government pipeline. <\/p>\n\n\n\n
\u201cWe can\u2019t have staff sitting on the bench waiting for tenders that never come. Government needs to publish and stick to timelines.\u201d <\/p>\n\n\n\n
Reflecting on BESIX Watpac\u2019s recent success, Nilsen made clear that industry leaders have a responsibility to set the tone on diversity and to build a culture where participation isn\u2019t just allowed, but actively enabled.<\/p>\n\n\n\n
\u201cWe\u2019ve got to be open to more diversity, to tackle the ageism that\u2019s out there, to bring women into what is still a male-dominated space. It\u2019s got to be an inclusive place for everyone to participate. We don\u2019t have an option.\u201d <\/p>\n\n\n\n
Rampton: Construction\u2019s digital drag<\/strong> <\/h2>\n\n\n\nAndy Rampton, Procore\u2019s Industry Transformation Director, didn\u2019t mince words: construction is still lagging when it comes to tech. <\/p>\n\n\n\n
\u201cI\u2019ve been in the industry for 35 years and it feels like we\u2019ve been talking about digital transformation forever. It still isn\u2019t happening.\u201d <\/p>\n\n\n\n
The gap, he said, isn\u2019t tools; it\u2019s follow-through. <\/p>\n\n\n\n
\u201cTech companies promise the world and deliver dashboards. We need to help contractors solve problems, not just measure adoption.\u201d <\/p>\n\n\n\n
<\/p>\n\n\n
\n![\"\"](\"https:\/\/www.bcicentral.com\/wp-content\/uploads\/2025\/06\/54596342577_1bf3abdc6e_o.jpg\")
<\/figure><\/div>\n\n\n<\/p>\n\n\n\n
Part of the problem, Rampton noted, is that tech is often layered on top of broken systems, rather than reshaping the way projects are delivered. The focus now, he argued, must shift from implementation to integration, technology that actually drives better outcomes on site. <\/p>\n\n\n\n
Still, he sees a potential turning point in AI: <\/p>\n\n\n\n
\u201cNinety-five percent of construction companies are already using AI. It might not be mature or embedded in daily workflows yet, but it\u2019s breaking down long-held myths around adoption. This could be what finally pushes the industry through its digital transformation.\u201d <\/p>\n\n\n\n
For Rampton, the challenge isn\u2019t whether the industry can change; it\u2019s whether it will do so with intention, before disruption forces its hand. <\/p>\n\n\n\n
Coyle: Data\u2019s the new differentiator<\/strong> <\/h2>\n\n\n\nRichard Coyle, Head of Sales \u2013 Eastern Region at BCI Central, delivered a clear-eyed view of the construction pipeline and the stark divergence emerging across sectors and states. <\/p>\n\n\n\n
\u201cAcross many sectors, we\u2019re only seeing 25 to 30% of the project starts we recorded last year\u201d, Coyle said, pointing to a noticeable slowdown in Victoria\u2019s residential market, where approval timelines have stretched from a national average of 10 months to 15\u201316 months. <\/p>\n\n\n\n
Meanwhile, other sectors are charging ahead. \u201cIn terms of value, legal and military commencements in 2025 have already surpassed the full-year totals from 2024, despite fewer actual projects,\u201d Coyle said. <\/p>\n\n\n
\n![\"\"](\"https:\/\/www.bcicentral.com\/wp-content\/uploads\/2025\/06\/image-4.jpg\")
<\/figure><\/div>\n\n\nCoyle also pointed to how builders are responding\u2014not just by pulling back, but by sharpening their approach. Tools like LeadManager<\/strong><\/a> \u548c Analytix<\/strong><\/a>, he said, are helping firms track shifts in real time, refine their tendering strategy, and focus only on the opportunities that align with their strengths. <\/p>\n\n\n\n\u201cBuilders can\u2019t afford to take a scattergun approach anymore\u201d, Coyle said. \u201cIt\u2019s about knowing what you\u2019re good at, what\u2019s profitable, and where you can outperform the competition.\u201d <\/p>\n\n\n\n
With over 13,000 monthly project updates across Australia and New Zealand, BCI Central is giving the industry a sharper lens and a vital edge as conditions remain uncertain. <\/p>\n\n\n\n
<\/figure>\n\n\n\n<\/p>\n\n\n\n
To stay active, Texco sat down with developers and reset expectations, often successfully. <\/p>\n\n\n\n
\u201cMost of them sat at the table and re-traded,\u201d Bull said. \u201cIt showed a genuine willingness across the industry to rethink how we do business.\u201d <\/p>\n\n\n\n
For Bull, it\u2019s also a sign of maturity: an industry slowly shedding outdated contract models and starting to prioritise shared responsibility, especially in a market where volatility has become the norm. <\/p>\n\n\n\n
Beyond commercial risk, Bull flagged structural constraints too, particularly around land and infrastructure in Melbourne\u2019s west, where industrial demand is high, but supply chain realities are biting. In one case, a major facility had to be powered by $10 million worth of diesel generators due to long delays in grid connection. <\/p>\n\n\n\n
Nilsen: Complex projects, clear intentions<\/strong> <\/h2>\n\n\n\nSandra Nilsen, General Manager of Design and Engineering at BESIX Watpac, reflected on the business\u2019s pivot toward complex, high-value work: data centres, healthcare, waste-to-energy, and stadia. <\/p>\n\n\n\n
BESIX Watpac ranked first in this year\u2019s Construction League<\/a>, with over $3.4 billion in project commencements\u2014underscoring the scale and ambition behind its current portfolio, and the strategic discipline now guiding its pipeline. <\/p>\n\n\n\n\u201cWe stepped back and focused on tenders where we could add real value and differentiate through design or construction,\u201d Nilsen said. <\/p>\n\n\n\n
<\/p>\n\n\n
\n<\/figure><\/div>\n\n\n<\/p>\n\n\n\n
That focus, she noted, has helped the company weather volatility by choosing projects that play to its strengths and allow for greater control across delivery. It\u2019s a calculated shift toward quality over quantity. <\/p>\n\n\n\n
She echoed Bull\u2019s call for contract reform and flagged the critical need for a more reliable and better-communicated government pipeline. <\/p>\n\n\n\n
\u201cWe can\u2019t have staff sitting on the bench waiting for tenders that never come. Government needs to publish and stick to timelines.\u201d <\/p>\n\n\n\n
Reflecting on BESIX Watpac\u2019s recent success, Nilsen made clear that industry leaders have a responsibility to set the tone on diversity and to build a culture where participation isn\u2019t just allowed, but actively enabled.<\/p>\n\n\n\n
\u201cWe\u2019ve got to be open to more diversity, to tackle the ageism that\u2019s out there, to bring women into what is still a male-dominated space. It\u2019s got to be an inclusive place for everyone to participate. We don\u2019t have an option.\u201d <\/p>\n\n\n\n
Rampton: Construction\u2019s digital drag<\/strong> <\/h2>\n\n\n\nAndy Rampton, Procore\u2019s Industry Transformation Director, didn\u2019t mince words: construction is still lagging when it comes to tech. <\/p>\n\n\n\n
\u201cI\u2019ve been in the industry for 35 years and it feels like we\u2019ve been talking about digital transformation forever. It still isn\u2019t happening.\u201d <\/p>\n\n\n\n
The gap, he said, isn\u2019t tools; it\u2019s follow-through. <\/p>\n\n\n\n
\u201cTech companies promise the world and deliver dashboards. We need to help contractors solve problems, not just measure adoption.\u201d <\/p>\n\n\n\n
<\/p>\n\n\n
\n<\/figure><\/div>\n\n\n<\/p>\n\n\n\n
Part of the problem, Rampton noted, is that tech is often layered on top of broken systems, rather than reshaping the way projects are delivered. The focus now, he argued, must shift from implementation to integration, technology that actually drives better outcomes on site. <\/p>\n\n\n\n
Still, he sees a potential turning point in AI: <\/p>\n\n\n\n
\u201cNinety-five percent of construction companies are already using AI. It might not be mature or embedded in daily workflows yet, but it\u2019s breaking down long-held myths around adoption. This could be what finally pushes the industry through its digital transformation.\u201d <\/p>\n\n\n\n
For Rampton, the challenge isn\u2019t whether the industry can change; it\u2019s whether it will do so with intention, before disruption forces its hand. <\/p>\n\n\n\n
Coyle: Data\u2019s the new differentiator<\/strong> <\/h2>\n\n\n\nRichard Coyle, Head of Sales \u2013 Eastern Region at BCI Central, delivered a clear-eyed view of the construction pipeline and the stark divergence emerging across sectors and states. <\/p>\n\n\n\n
\u201cAcross many sectors, we\u2019re only seeing 25 to 30% of the project starts we recorded last year\u201d, Coyle said, pointing to a noticeable slowdown in Victoria\u2019s residential market, where approval timelines have stretched from a national average of 10 months to 15\u201316 months. <\/p>\n\n\n\n
Meanwhile, other sectors are charging ahead. \u201cIn terms of value, legal and military commencements in 2025 have already surpassed the full-year totals from 2024, despite fewer actual projects,\u201d Coyle said. <\/p>\n\n\n
\n<\/figure><\/div>\n\n\nCoyle also pointed to how builders are responding\u2014not just by pulling back, but by sharpening their approach. Tools like LeadManager<\/strong><\/a> \u548c Analytix<\/strong><\/a>, he said, are helping firms track shifts in real time, refine their tendering strategy, and focus only on the opportunities that align with their strengths. <\/p>\n\n\n\n\u201cBuilders can\u2019t afford to take a scattergun approach anymore\u201d, Coyle said. \u201cIt\u2019s about knowing what you\u2019re good at, what\u2019s profitable, and where you can outperform the competition.\u201d <\/p>\n\n\n\n
With over 13,000 monthly project updates across Australia and New Zealand, BCI Central is giving the industry a sharper lens and a vital edge as conditions remain uncertain. <\/p>\n\n\n\n
\u201cWe stepped back and focused on tenders where we could add real value and differentiate through design or construction,\u201d Nilsen said. <\/p>\n\n\n\n
<\/p>\n\n\n
<\/figure><\/div>\n\n\n<\/p>\n\n\n\n
That focus, she noted, has helped the company weather volatility by choosing projects that play to its strengths and allow for greater control across delivery. It\u2019s a calculated shift toward quality over quantity. <\/p>\n\n\n\n
She echoed Bull\u2019s call for contract reform and flagged the critical need for a more reliable and better-communicated government pipeline. <\/p>\n\n\n\n
\u201cWe can\u2019t have staff sitting on the bench waiting for tenders that never come. Government needs to publish and stick to timelines.\u201d <\/p>\n\n\n\n
Reflecting on BESIX Watpac\u2019s recent success, Nilsen made clear that industry leaders have a responsibility to set the tone on diversity and to build a culture where participation isn\u2019t just allowed, but actively enabled.<\/p>\n\n\n\n
\u201cWe\u2019ve got to be open to more diversity, to tackle the ageism that\u2019s out there, to bring women into what is still a male-dominated space. It\u2019s got to be an inclusive place for everyone to participate. We don\u2019t have an option.\u201d <\/p>\n\n\n\n
Rampton: Construction\u2019s digital drag<\/strong> <\/h2>\n\n\n\nAndy Rampton, Procore\u2019s Industry Transformation Director, didn\u2019t mince words: construction is still lagging when it comes to tech. <\/p>\n\n\n\n
\u201cI\u2019ve been in the industry for 35 years and it feels like we\u2019ve been talking about digital transformation forever. It still isn\u2019t happening.\u201d <\/p>\n\n\n\n
The gap, he said, isn\u2019t tools; it\u2019s follow-through. <\/p>\n\n\n\n
\u201cTech companies promise the world and deliver dashboards. We need to help contractors solve problems, not just measure adoption.\u201d <\/p>\n\n\n\n
<\/p>\n\n\n
\n<\/figure><\/div>\n\n\n<\/p>\n\n\n\n
Part of the problem, Rampton noted, is that tech is often layered on top of broken systems, rather than reshaping the way projects are delivered. The focus now, he argued, must shift from implementation to integration, technology that actually drives better outcomes on site. <\/p>\n\n\n\n
Still, he sees a potential turning point in AI: <\/p>\n\n\n\n
\u201cNinety-five percent of construction companies are already using AI. It might not be mature or embedded in daily workflows yet, but it\u2019s breaking down long-held myths around adoption. This could be what finally pushes the industry through its digital transformation.\u201d <\/p>\n\n\n\n
For Rampton, the challenge isn\u2019t whether the industry can change; it\u2019s whether it will do so with intention, before disruption forces its hand. <\/p>\n\n\n\n
Coyle: Data\u2019s the new differentiator<\/strong> <\/h2>\n\n\n\nRichard Coyle, Head of Sales \u2013 Eastern Region at BCI Central, delivered a clear-eyed view of the construction pipeline and the stark divergence emerging across sectors and states. <\/p>\n\n\n\n
\u201cAcross many sectors, we\u2019re only seeing 25 to 30% of the project starts we recorded last year\u201d, Coyle said, pointing to a noticeable slowdown in Victoria\u2019s residential market, where approval timelines have stretched from a national average of 10 months to 15\u201316 months. <\/p>\n\n\n\n
Meanwhile, other sectors are charging ahead. \u201cIn terms of value, legal and military commencements in 2025 have already surpassed the full-year totals from 2024, despite fewer actual projects,\u201d Coyle said. <\/p>\n\n\n
\n<\/figure><\/div>\n\n\nCoyle also pointed to how builders are responding\u2014not just by pulling back, but by sharpening their approach. Tools like LeadManager<\/strong><\/a> \u548c Analytix<\/strong><\/a>, he said, are helping firms track shifts in real time, refine their tendering strategy, and focus only on the opportunities that align with their strengths. <\/p>\n\n\n\n\u201cBuilders can\u2019t afford to take a scattergun approach anymore\u201d, Coyle said. \u201cIt\u2019s about knowing what you\u2019re good at, what\u2019s profitable, and where you can outperform the competition.\u201d <\/p>\n\n\n\n
With over 13,000 monthly project updates across Australia and New Zealand, BCI Central is giving the industry a sharper lens and a vital edge as conditions remain uncertain. <\/p>\n\n\n\n
<\/figure><\/div>\n\n\n<\/p>\n\n\n\n
Part of the problem, Rampton noted, is that tech is often layered on top of broken systems, rather than reshaping the way projects are delivered. The focus now, he argued, must shift from implementation to integration, technology that actually drives better outcomes on site. <\/p>\n\n\n\n
Still, he sees a potential turning point in AI: <\/p>\n\n\n\n
\u201cNinety-five percent of construction companies are already using AI. It might not be mature or embedded in daily workflows yet, but it\u2019s breaking down long-held myths around adoption. This could be what finally pushes the industry through its digital transformation.\u201d <\/p>\n\n\n\n
For Rampton, the challenge isn\u2019t whether the industry can change; it\u2019s whether it will do so with intention, before disruption forces its hand. <\/p>\n\n\n\n
Coyle: Data\u2019s the new differentiator<\/strong> <\/h2>\n\n\n\nRichard Coyle, Head of Sales \u2013 Eastern Region at BCI Central, delivered a clear-eyed view of the construction pipeline and the stark divergence emerging across sectors and states. <\/p>\n\n\n\n
\u201cAcross many sectors, we\u2019re only seeing 25 to 30% of the project starts we recorded last year\u201d, Coyle said, pointing to a noticeable slowdown in Victoria\u2019s residential market, where approval timelines have stretched from a national average of 10 months to 15\u201316 months. <\/p>\n\n\n\n
Meanwhile, other sectors are charging ahead. \u201cIn terms of value, legal and military commencements in 2025 have already surpassed the full-year totals from 2024, despite fewer actual projects,\u201d Coyle said. <\/p>\n\n\n
\n<\/figure><\/div>\n\n\nCoyle also pointed to how builders are responding\u2014not just by pulling back, but by sharpening their approach. Tools like LeadManager<\/strong><\/a> \u548c Analytix<\/strong><\/a>, he said, are helping firms track shifts in real time, refine their tendering strategy, and focus only on the opportunities that align with their strengths. <\/p>\n\n\n\n\u201cBuilders can\u2019t afford to take a scattergun approach anymore\u201d, Coyle said. \u201cIt\u2019s about knowing what you\u2019re good at, what\u2019s profitable, and where you can outperform the competition.\u201d <\/p>\n\n\n\n
With over 13,000 monthly project updates across Australia and New Zealand, BCI Central is giving the industry a sharper lens and a vital edge as conditions remain uncertain. <\/p>\n\n\n\n
<\/figure><\/div>\n\n\nCoyle also pointed to how builders are responding\u2014not just by pulling back, but by sharpening their approach. Tools like LeadManager<\/strong><\/a> \u548c Analytix<\/strong><\/a>, he said, are helping firms track shifts in real time, refine their tendering strategy, and focus only on the opportunities that align with their strengths. <\/p>\n\n\n\n \u201cBuilders can\u2019t afford to take a scattergun approach anymore\u201d, Coyle said. \u201cIt\u2019s about knowing what you\u2019re good at, what\u2019s profitable, and where you can outperform the competition.\u201d <\/p>\n\n\n\n With over 13,000 monthly project updates across Australia and New Zealand, BCI Central is giving the industry a sharper lens and a vital edge as conditions remain uncertain. <\/p>\n\n\n\n