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2 / SEPTEMBER 2026
VOLUME 71, NO.4/SEPTEMBER 2026
COVER STORY 16 AI in Construction The race to connect planning, progress and reality.
IN THIS ISSUE 4 Comment Resilience, innovation and the road ahead.
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News Kicking Horse River Bridges, Contrecœur expansion and Ontario advances 97-kilometre Ring of Fire road upgrades.
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Construction Stats Construction and maintenance outlook and investment in building construction.
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Vocational Trucks From high-tech solutions to simple design changes.
COLUMNS 58 Technology Modular goes mainstream.
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Risk Understanding the true cost of construction risk.
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Law Choosing the right project delivery model in today’s market.
CONCRETE ON-SITE 44 Drilling, Cutting and Breaking Scan first, build smarter.
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Quality Assurance How contractors are delivering better quality with less rework.
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Digital Tools
61 Index of Advertisers
A look at the advanced digital solutions helping to optimize concrete work.
40 UNDER 40 19
On-Site’s 40 Under 40 in Canadian Construction Recognizing the emerging leaders in Canada’s construction sector.
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22
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Saluting the class of 2026.!
The newest members of the 40 Under 40 in Canadian Construction.
AI’s real construction advantage.
Leaders of Tomorrow
2026 Honourees
Artificial Intelligence
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COMMENT
Resilience, innovation and the road ahead There has never been a shortage of challenges facing Canada’s construction industry. Rising costs, labour shortages, shifting project demands, supply chain pressures and an increasingly uncertain trade environment have tested contractors across the country. Yet, if there is one quality that defines Canadian construction professionals, it’s resilience. And that resilience is more than simply weathering difficult conditions. It is the ability to adapt, find better ways of working and keep building when circumstances change. And today, one of the most significant opportunities for adaptation is sitting right in front of us in the form of artificial intelligence. AI will not replace the experience, judgment and ingenuity that construction professionals bring to a jobsite. Used intelligently, however, it can amplify them. From estimating and scheduling to document management, procurement, safety and project coordination, the right technology can help contractors make faster, better-informed decisions while allowing people to focus on the work that technology can’t do. At the same time, Canadian builders are facing another test in the changing relationship with our largest trading partner. The United States has imposed new tariffs on Canadian goods, and Canada has responded with matching counter-tariffs and new measures to support affected businesses and workers. The construction industry will feel the effects through materials, equipment, supply chains and costs. But much like the country itself, this industry has never been afraid of a difficult fight. Our response should be determination, diversification and innovation, not retreat. In this issue, we look at the projects, trends, technologies and people shaping Canadian construction today. More importantly, we look ahead. The road to tomorrow will not always be straightforward, but with resilience in our people and smart technology in our hands, Canadian construction has every reason to be confident about where it’s heading. Thank you for continuing to build Canada.
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INDUSTRY NEWS
INDUSTRY>NEWS Built in 1952, current Highway 95 Kicking Horse River Bridges 1 & 2 are nearing the end of their service life.
A major bridge replacement project in Golden, B.C., is moving into a busy phase of structural construction as crews work to replace the aging Highway 95 Kicking Horse River Bridges 1 and 2. The $89.6-million project, funded through $60.9 million from the Government of B.C. and $28.7 million from the Government of Canada, will replace the two 1952-era bridges with wider, higher structures designed to withstand extreme weather and changing river conditions. The bridges carry approximately 13,000 vehicles per day and provide a critical connection between
the north and south sides of Golden, including access to businesses, industrial and commercial developments, emergency services, tourism destinations and communities along Highway 95 between Golden and Cranbrook. Construction resumed in early May, with approach girders arriving on site. The girders underwent off-site assessment and repairs following a September 2025 train derailment. During the 2026 construction season, crews are concentrating on structural elements including the bridge decks and approaches. Kicking Horse Canyon Construc-
tors, a joint venture between Aecon, Parsons Corporation and Emil Anderson Construction has also received a variance permit allowing Sunday construction from August 9 through October 25, 2026, supporting the project schedule. The replacement bridges are intended to reduce the risk of damage or loss of the critical transportation link during extreme high-water events and ice jams. They will also incorporate multi-use paths, improving active transportation connections with Golden’s municipal network with completion expected in 2027.
PHOTO: COURTESY OF THE GOVERNMENT OF BRITISH COLUMBIA.
Kicking Horse River Bridges enter major construction phase
Contrecœur expansion moves into major marine construction phase
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Port of Montreal’s $2.3 billion Contrecœur Expansion Project is expected to be completed by 2030.
wall, using steel casing piles and sheet piles, is expected to begin this fall with dredging scheduled to start in 2027. The project is being delivered by the Contrecœur Terminal Constructors General Partnership, involving Aecon and Pomerleau, following preparatory work that began in fall 2025.
When fully operational in 2030, the terminal is planned to handle 1.15 million TEUs annually and include two berths, a container-handling area, intermodal rail yard and truck gate. The terminal is expected to generate more than 10,000 jobs annually at full capacity.
PHOTO: COURTESY OF AECON.
Construction of the Port of Montreal’s $2.3 billion Contrecœur Expansion Project has entered a major new phase, with in-water work now underway on the future container terminal. The Montreal Port Authority says crews will construct a working jetty, terminal wharf and associated marine infrastructure. The jetty will provide access for heavy equipment, including a crane capable of lifting 300 tonnes, enabling installation of the wharf’s major components. More than 250,000 tonnes of stone from local quarries have already been delivered to build the river jetty and fill required for the future wharf, with thousands more tonnes expected in coming months. Delivery of the project’s sheet piles has also been completed. Steel casing piles manufactured in Saint-Félix-de-Kingsey were scheduled for delivery beginning August 17, while construction of the wharf’s combined
Construction is underway on major upgrades to the Anaconda and Painter Lake roads in northern Ontario, marking another step toward establishing all-season transportation links to the Ring of Fire. Preliminary design and early works began in June, with the upgraded roads targeted to open by November 2030, two years earlier than previously scheduled. The project will cover approximately 97 kilometres and include bridge improvements, drainage upgrades, road realignment and widening to meet two-lane secondary highway standards. Contractors will also replace all 62 culverts along the corridor, creating significant opportunities for civil, drainage, bridge and earthworks contrac-
tors as construction progresses. The upgraded roads will connect Highway 643 with the proposed all-season road network serving the Ring of Fire, including the proposed Marten Falls Community Access Road, Webequie Supply Road and Northern Road Link. The infrastructure is intended to improve access to remote communities while supporting development of one of Canada’s most significant critical-minerals regions. The project forms part of Ontario’s accelerated plan to build transportation infrastructure into the Ring of Fire with construction on the Webequie Supply Road began in June and is also scheduled for completion by November 2030. Construction of the Marten Falls
Community Access Road is scheduled to begin this month, with an anticipated opening in November 2031. The Northern Road Link is slated to begin construction in spring 2028 and open in November 2031.
For general contractors, the expanding road program represents a multi-year pipeline of heavy-civil work, including bridges, culverts, drainage, grading and highway construction across northern Ontario.
IMAGE: COURTESY OF THE GOVERNMENT OF ONTARIO.
Ontario advances 97-kilometre Ring of Fire road upgrades
CCA Best Practices Symposium to bring construction leaders together The Canadian Construction Association’s (CCA) upcoming Best Practices Symposium will bring together construction professionals and industry leaders to exchange ideas, share lessons learned and explore approaches to improving business and project performance. The symposium, taking place October 6 to 7 at the Marriott Eaton Centre in Toronto, is expected to focus on practical strategies that can be applied across the construction sector, with discussions centred on emerging challenges, proven approaches and opportunities to strengthen collaboration throughout the industry. The event also provides a forum for attendees to learn from peers and subject-matter experts while gaining insight into developments affecting contractors, project teams and other construction stakeholders. Sessions will highlight best practices that can help organizations navigate an evolving operating environment, improve efficiency and support successful project delivery. Beyond the formal program, the symposium offers an opportunity for participants to connect with colleagues from across Canada and build relationships with others facing similar challenges. The exchange of experiences and perspectives is a key component of the CCA’s efforts to support a stronger, more innovative and collaborative construction industry.
The forecast always calls for PPE. Whether you’re working outdoors or inside, avoid injuries by wearing proper PPE. But if anything happens, we’re here to help. wsib.ca
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CONSTRUCTION STATS A selection of data reflecting trends in the Canadian construction industry Construction’s approximate share of Canadian GDP
7% CONSTRUCTION AND MAINTENANCE LOOKING FORWARD 2026–2035 Canada’s construction industry enters the next decade with a sizeable workforce, substantial investment requirements and significant regional differences in opportunity. BuildForce Canada’s latest 2026–2035 outlook provides general contractors with a long-range view of where construction activity and labour demand are heading. The industry currently represents approximately 7% of Canada’s GDP and employs about 1.6 million people. While investment is expected to grow through 2035, the pace and composition of growth will vary between residential and non-residential markets and across provinces. For contractors planning equipment, workforce and business-development strategies, the report provides an important roadmap for the decade ahead.
Construction industry workforce
1.6 million Workers will retire by 2035, representing 21% of the current labour force
135,000
BUILDING PERMIT NUMBERS SIGNALS POSITIVITY Canada’s building permit numbers point to a potentially stronger pipeline for contractors, particularly in non-residential construction. The latest Statistics Canada data show a sharp monthly increase in permitting activity in June, with non-residential projects accounting for a significant share of the gains. Quarterly figures also reveal particularly strong activity in institutional and commercial construction. For general contractors, permits offer an early indication of where future work could emerge, although projects can take time to move from approval to construction. The numbers suggest that despite broader economic uncertainty, non-residential construction continues to generate substantial opportunities across Canada.
$14.9B
Total building permits issued in June
+18.5% - monthly increase in June permits
$6.8B
June non-residential permits
Q2 non-residential permits
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$40.4B total permits in Q2 2026
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$23.2B - June building-construction investment
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+5.7% - year-over-year increase
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+2.4% - year-over-year increase in constant-dollar terms
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-0.5% - monthly change from May
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18.5% - June increase in building permits, highlighting the pipeline/activity gap
INVESTMENT IN BUILDING CONSTRUCTION While building permits provide a glimpse of future construction activity, actual investment tells contractors what’s happening on the ground. Statistics Canada reports $23.2 billion in Canadian building-construction investment during June, representing a 5.7% increase from June 2025. The monthly picture was more subdued, however, with investment slipping 0.5% from May. The contrast with June’s sharp increase in building permits highlights an important point for contractors: a stronger project pipeline does not necessarily translate immediately into increased construction spending. Permitting and construction activity operate on different timelines, creating a lag that businesses should consider when forecasting workload and capacity.
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Heavy Equipment
FROM HIGH-TECH SOLUTIONS TO SIMPLE DESIGN CHANGES What’s new in vocational trucks. BY NATE HENDLEY
T
here’s been no shortage of improvements to enhance safety, performance and operator comfort in vocational trucks. Recent innovations from OEMs range from more advanced camera/radar systems and powertrains to bigger cabs and better visibility. Vocational trucks are also increasingly sporting Automated Manual Transmissions (AMTs). “[There has been] an overall cultural shift within our industry towards the acceptance of AMTs. They’ve have made great drivers even better,” says Aaron Scates, Vice-President, Vocational and Medium Duty Marketing and Strategy,
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Daimler Truck North America (DTNA). Advanced Driver Assistance Systems (ADAS), typically associated with longhaul over-the-road trucks, are also gaining ground in vocational circles. “Just about every vocational truck has to drive on a public road or a freeway or an urban setting, so ADAS is very important. The systems are becoming more and more accepted in the vocational space,” states Alex Lee, Senior Vocational Product Manager at Mack Trucks. The integration of body controls in vocational truck dash boards is another emerging trend, says John Moore, Product Marketing Manager at Volvo Trucks North
America (VTNA). “It’s a cleaner installation and frees up space in between the seats. These controls can also be integrated with the vehicle’s electronic safety system interlocks,” states Moore. And of course, there are ongoing efforts to make cabs roomier, and more comfortable, to reduce operator fatigue and improve performance. With this in mind, here’s a look at what’s new and/or noteworthy in vocational trucks used in construction applications:
KENWORTH Kenworth unveiled the new C580 voca-
tional truck at CONEXPO earlier this year as a replacement for the legacy C500 truck. “The C580 really goes beyond the capabilities of any of our other vocational models. When you get into things that are extremely heavy, extremely off-road, extremely remote, that’s where you get into C580 applications,” says Alex Reid, Vocational Marketing Manager at Kenworth Truck Company. Available in single or twin-steer axle configurations, the C580 can support a maximum of 44,000 pounds on twin steer axles and a maximum of 165,000 pounds on tandem rear axles. North American
PHOTO COURTESY OF KENWORTH
“We’ve taken our T880 vocational platform and electrified it,” says Reid. Featuring a PACCAR-developed ePowertrain platform, the T880E offers 605 peak horsepower, 1,850 pound-foot of torque, and up to 625 kWh of energy storage with a range of 250+ miles. The vehicle utilizes a CCS1 DC charge port and takes two hours to reach 90 per cent recharging capability. “We still have a traditional axle, still have a traditional suspension. We’re just replacing the power generation unit with an electric motor,” explains Reid. Kenworth has added other high-tech solutions to its vocational line including optional DigitalVision Mirrors. “It’s something we initially launched on our flagship T680 for over the road customers. We use a small external mirror with a camera embedded in it. [It gives] the drivers a better view around the truck,” states Reid.
MACK TRUCKS Mack Trucks has redesigned its Granite vocational truck to augment performance, fuel efficiency, safety, and operator comfort.
PHOTO COURTESY OF MACK
C580 vocational truck.
versions of the truck come standard with a Cummins X15 EPA-compliant engine rated at over 600 horsepower and 2,050 poundfeet of torque. The C580 excels at transporting equipment “at the top end of the size scale - big cranes, big equipment. We have a huge cooling capacity on the C580 that allows you to move those super loads at low-speed and still keep the engine cool,” states Reid. Cooling capacity is provided via a large cooling module measuring 1,780 square inches. The cab in the C580 is bigger than the C500, with an enlarged panoramic windshield, customizable 15-inch digital display, and standard heated LED headlamps. The cab is designed so that the driver sits a bit higher than they would in a C500 for improved visibility. Advanced Driver Assistance Systems (ADAS) makes driving easier while TruckTech + Remote Diagnostics monitors and compiles performance data. Last year, Kenworth launched the zero-emission T880E, the industry’s first vocational class 8 battery-electric truck, according to the company.
Revamped Granite trucks feature a 2027 Mack MP13 engine.
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PHOTO COURTESY OF VOLVO
Heavy Equipment
Volvo’s VNR Electric Truck.
Revamped Granite trucks feature a 2027 Mack MP13 engine capable of 540 hp and 1,950 pound-feet of torque that still offers up to three per cent improved fuel efficiency over the previous Granite engine. Enhanced Granite trucks also boast an updated mDRIVE Automated Manual Transmission (AMT) available in 12, 13 and 14-speed configurations. The 13-speed configuration features a low-reduction creeper gear (handy for steep grades and heavy loads) while the 14-speed configuration boasts an ultralow speed creeper gear that works well for precise, slow-speed maneuvering, says Lee. The Granite truck now features Mack Protect, the company’s safety suite. Mack Protect includes a front radar and camera
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set-up and driver-side and passenger-side radar offering 270-degree coverage (a first for the vocational segment). The Granite also sports an Electronic Park Brake (ePark Brake) with rollaway protection. Front airbags, LED headlamps, and fog lamps are standard while side curtain airbags and a Digital Mirror system are optional. A proprietary vocational air suspension system called MaxRide, meanwhile, is “designed to better handle heavy weights and load distribution. It makes 80,000 pounds of gravel feel like you’re riding on a cloud,” says Lee. Revamped Granite trucks sport Mack Connect (the company’s telematics solution) and an all-new, galvanized steel cab that’s roomier than previous models.
The cab interior includes ergonomically designed seats with heating and ventilation options while a new ImpactShield windshield made in partnership with glass specialists, Corning, strengthens impact and scratch resistance. Safety has also been enhanced through the addition of an interesting new solution called E911 auto-call which automatically contacts first responders “if the system recognizes either a crash or rollover situation,” says Lee.
VOLVO Volvo Trucks North America will be releasing “a new heavy haul and vocational truck” later this year, says Moore. This unnamed truck is “expected to be particularly well-suited for operations
such as aggregate and quarry, agriculture, concrete, construction, heavy-haul and logging,” he adds. While details of this vehicle are being kept under wraps, VTNA has also been working hard to improve its existing vocational trucks. The company recently added mechanical electric power take-off (ePTO) to drive auxiliary equipment in its VNR Electric Trucks for example. The introduction of this low-noise, zero tailpipe emission power source will enable VNR Trucks to take on more vocational applications, including construction, states VTNA. The ePTO function might also “help accelerate electrification in applications that historically have depended on diesel-powered auxiliary equipment,” notes Moore. The Volvo I-Shift Automated Manual Transmission “continues to be a cornerstone” of the company’s VHD vocational line, he continues. I-Shift is available
with vocational-specific gear-sets. VHD models can also be equipped with Volvo Dynamic Steering (for easy steering at low speed to reduce driver fatigue), and Volvo Active Driver Assist (VADA). VADA blends radar and camera technology to monitor road conditions and can be combined with Right Side Blind Spot Detection and lane departure warning solutions. VHD trucks also boast LED headlights and Volvo Connect telematics. VTNA hasn’t neglected driver comfort either: the VHD cab is specifically designed to enhance visibility, reduce noise-levels and ensure ease of operation, says Moore.
DAIMLER Daimler Truck North America (DTNA) has improved the camera systems, engines, and powertrains of its Western Star and Freightliner vocational trucks. Western Star and Freightliner vocational trucks can now be fitted with new DT12-VLs (vocational transmissions),
from Detroit (the DTNA brand, not the city). This Automated Manual Transmission boasts a 1,650 pound-feet torque rating, 12 forward speeds, four reverse speeds, and supports gross combination weights of up to 80,000 pounds. Such specs make the DT12-VL ideal for dump trucks, mixers, bulk haulers and other vocational vehicles performing heavyduty tasks. Currently paired with the Detroit DD13 Gen 5 engine, DTNA plans to match the DT12-VL with the DD13 Gen 6 engine “starting in ’27,” says Scates. Vocational specific features on the DT12-VL include Off-Road mode (holds gears for longer periods and shifts at higher engine speed to ensure momentum on rough ground) and Rock Free mode (uses the accelerator to “rock” the vehicle free when the wheels get stuck in tough terrain). The existing backup Exterior Camera System on Western Star and Freightliner vocational trucks has been expanded
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PHOTO COURTESY OF DAIMLER
Heavy Equipment
Freightliner vocational trucks can now be fitted with new DT12-VLs (vocational transmissions).
to include left-side, right-side, and forward-facing cameras, giving operators extra visibility. Impressive as these innovations are, operators like to feel they control their vehicles, not vice-versa, says Scates. To this end, DTNA created a driver-activated “off switch” for features such as lane departure warning and sideguard assist within its Detroit Assurance 5.0 suite of safety and driver assistance solutions. “If you are in an environment, off-road, on a jobsite, and are concerned about the control you want to have with the vehicle, you can switch [the safety solutions] off,” continues Scates.
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The idea is to free the driver from automated interruptions and false alarms in situations that require their full attention. The safety solutions restart with the next key cycle. In the same spirit, X Series Western Star vocational trucks are fitted with several simple safety/comfort features such as a large cab, grab handles and wide opening doors.
TECHNOLOGY MEETS PRACTICALITY The latest generation of vocational trucks shows that innovation doesn’t always mean adding more complexity. Advanced radar, cameras, telematics, electrified powertrains and automated transmis-
sions are giving contractors new tools to improve safety, productivity and operating efficiency. At the same time, seemingly simple changes, including larger cabs, better visibility, improved ergonomics and strategically placed controls, can have an equally meaningful impact on the jobsite. As manufacturers continue refining their vocational offerings, the focus is increasingly on giving operators technology that works for them rather than getting in their way. For contractors, the result is a growing range of trucks designed not only to haul heavier loads and tackle tougher terrain, but also to make everyday work safer, more productive and more comfortable.
Defence Construction
DEFENCE CONSTRUCTION brings a new layer of risk
Contractors need to prepare for heightened security requirements, complex risk allocation, tighter compliance and government audit rights. BY SEAN TARRY
C
anada’s push to strengthen its defence capabilities is creating a potentially significant new market for the construction industry, but contractors looking to capture that work will face a procurement environment unlike conventional government construction. That was one of the central messages from Marin Leci of BLG during a recent On-Site Magazine 30 Legal Minutes with BLG webinar examining the future of Canada’s defence infrastructure. The opportunity is being driven primarily by the government’s broader military capabilities strategy, Laci explained. New submarines, aircraft, surveillance systems, naval and land capabilities and domestic manufacturing capacity will require supporting infrastructure. The scale of some of these projects could also bring new relationships between traditional construction companies and major defence-sector players. Large contractors could find themselves working as partners or subcontractors to naval, aerospace or other defence procurement companies. For smaller and mid-sized contractors, however, entering that supply chain requires careful preparation.
ongoing compliance. Those requirements have a direct commercial impact. “Those things take time. All those things cost money,” Leci said, emphasizing that contractors need to build the associated costs into their bids rather than treating security compliance as an administrative afterthought. For smaller subcontractors in particular, the question is not simply whether the company can perform the physical scope. Contractors need to determine who within their organization can obtain the necessary clearances and whether they have the systems and personnel to administer them. Leci recommends examining three areas in particular: regulatory compliance, document control and human resources. Contractors should also have policies governing employee conduct at secure facilities and procedures for responding to potential security breaches. The emerging cybersecurity requirements add another layer. Leci said guidance around the recently introduced Canadian Program for Cyber Security Certification remains an evolving area, with the government’s expectations likely to vary according to the size and sophistication of the contractor.
SECURITY BECOMES PART OF THE BID Security is perhaps the most obvious difference between defence construction and conventional projects, and contractors need to account for it before submitting a bid. Depending on the work, personnel and companies may need security clearances ranging from reliability status through secret and potentially NATO-level classifications. That means additional documentation, personnel screening, training, policies and
RISK DOESN’T ALWAYS FOLLOW WORK Perhaps the biggest contractual concern for contractors is the way risk is passed down through defence supply chains. According to Leci, federal defence contracts have historically tended to push substantial risk onto prime contractors, with mandatory contractual flowdowns extending those obligations through the subcontracting chain.
That can create an uncomfortable mismatch between a contractor’s scope and its potential liability. “A specialist subcontractor taking on a billion dollars worth of risk for what is otherwise a $1-million piece of work,” is difficult to justify, Leci said. For smaller contractors, those provisions could make some projects commercially unattractive or even impossible to undertake. Bonding can provide some protection, while larger players in the contractual chain may agree to assume certain risks or provide indemnities to their subcontractors. But contractors should understand exactly what obligations are being passed down before signing. Government audit rights are another consideration. Under the Defence Production Act, the federal government has significant authority to examine project costs and, in certain circumstances, recover amounts it considers improperly spent or beyond represented profit expectations. Leci’s advice is straightforward: maintain detailed records. For a high-value project, contractors should be capable of demonstrating what individual materials and inputs cost, potentially years after the work has been completed. Despite the potential challenges, however, Leci sees considerable opportunity for contractors willing to prepare and believes that the defence buildup may ultimately represent a substantial source of work. But winning that work, he says, will require more than construction expertise. Companies will need the systems, financial strength, security infrastructure and contractual discipline to operate in a highly regulated market. on-sitemag.com / 15
CONSTRUCTION TECHNOLOGY
AI IN
CONSTRUCTION The race to connect planning, progress and reality BY SEAN TARRY
W
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On-Site Magazine’s sold out live event in Mississauga, ON, brought together industry professionals to explore the use of AI in construction.
already started. A quality issue is discovered only after the next activity is underway. By the time this type of information reaches the person capable of doing something about it, the opportunity to intervene may have already passed. That’s the construction AI opportunity in its most practical form – not machines replacing project teams, but information moving quickly enough to help those teams make better decisions.
FROM SHINY TOOLS TO CONNECTED INTELLIGENCE Panelists at the event all agreed that the technology is already here. Project management platforms hold structured project data. Reality capture systems have the ability to document physical progress. IoT sensors can monitor equipment, environmental conditions, concrete and water. BIM models provide spatial context. And scheduling systems establish the plan. Despite these capabilities, however, it was also stressed that any of these technologies
operating in isolation can actually serve to make the information problem even worse. “You ask the question, you get the answer,” said Chuck Pfeffer, Vice-President of Partnerships at Cupix, describing what a connected project should look like. If answering a basic question requires multiple phone calls and several applications, he suggested, the project probably has data silos rather than a connected digital stack. And that difference is becoming increasingly important. An IoT sensor that produces another graph is interesting. A sensor whose information is connected to the schedule and triggers a decision is even more useful. Likewise, reality capture that simply creates a record of what was built has value, whereas reality capture connected to BIM, project controls and progress reporting can tell a project team whether reported progress matches physical reality. Pfeffer describes the approach simply as “trust but validate.” That validation could become particularly
PHOTO COURTESY OF SEAN TARRY
hen it comes to construction, the next AI advantage may have less to do with buying new technology than connecting the information contractors already have, and turning it into earlier warnings, faster decisions and better project outcomes. There’s a story that can be found within every construction schedule, one that can be told primarily by what the team planned to build, when it planned to build it and how activities are supposed to flow. There’s also a story in the project management system that houses RFIs, submittals, progress reports, costs, procurement and other indicators related to how the job is performing. Then there’s the story of the jobsite itself and the physical reality concerning what’s actually been built. And the problem is that these three stories don’t often align. “The gap between these three things is where most of our risk lives,” said James McCormack, Director of Construction Technology and Data Strategy at Modern Niagara during a recent live On-Site event in Mississauga, ON, focused on the use of AI in construction. For general contractors delivering heavy civil, transportation, industrial and infrastructure projects, that gap is where small discrepancies can become very expensive ones. A schedule falls behind. A trade reports progress that can’t be verified. A material arrives late. A design changes after work has
powerful in claims and progress management. Heat maps and equipment or workforce tracking, for example, can provide another source of evidence when project teams need to understand how a site was operating at a particular point in time. The goal is not to create information. It’s to create a more complete picture.
common data language. “Data has never been the issue,” he said. “The issue is the combined data dictionary across all of those data points.” For most within the industry, this is where AI adoption starts to look less like an IT project and more like an evolution of project controls.
AI STARTS WITH DATA NOBODY WANTS TO TALK ABOUT
THE IMPORTANCE OF THE SCHEDULE
For all of the excitement surrounding AI, one of the strongest messages from the event was decidedly unglamorous, highlighting the fact that the hard part comes before the use of AI. Construction organizations already generate enormous volumes of information. The challenge lies in making that information consistent, structured and understandable. And in light of this, Roberto Alzuarde, BIM Director, Product Development Team at Mattamy Homes, said data preparation represents the majority of the work involved in an AI project. “80 per cent of the work involving the data associated with a project is the data preparation,” he said. “The data grunt work, cleaning and structuring.” For any general contractor, that means thinking carefully about how information from schedules, RFIs, drawings, procurement, timesheets, financial systems, reality capture and field reports relate. In fact, according to McCormack, it’s not enough to simply put everything into one database and hope AI figures it out. “We aren’t stamp collectors,” he asserted. “Collecting the data on its own doesn’t do anything.” He goes on to explain that data has to reflect how the business actually works. For instance, a labour-hour record needs to relate to a work activity. A material purchase needs to relate to the work consuming the material. A schedule activity needs to be connected to measurable progress. And a field observation needs enough context to be useful at a later date. Without these relationships, AI can produce answers that sound convincing but are based on incomplete or contradictory information. Jeff Weiss, Chief Revenue Office at CMiC, describes the challenge as establishing a
When asked what a mid-sized contractor should prioritize if it could fix just one connection within its technology stack, the answer was surprisingly conventional – the schedule. Alzuarde recommended standardizing schedule creation and progress reporting while Pfeffer argued that connecting schedule information directly with reality capture data could unlock significant value. Afterall, a contractor doesn’t need an AI agent to tell them that a project is behind schedule if an organization can’t reliably define what “behind schedule” means. In essence, the schedule remains the backbone against which progress is measured. The next step is making that measurement more objective. If a project management system says that an activity is 80 per cent complete, reality capture can provide another signal. If IoT data shows that an area has been largely inactive, the team then has another clue. If procurement data shows that the required material has not yet arrived, the explanation begins to emerge. Individually, those data points are limited. However, when properly connected, they begin to tell a story. That, according to the panelists, is when AI has something useful to work with.
PRACTICAL FIRST WINS Some within the construction industry tend to talk about AI as though its true value will arrive in one dramatic breakthrough. However, the panelists suggested something completely different. In fact, they all agreed that the first meaningful gains may come from eliminating dozens of small, repetitive tasks that consume project professionals’ time. Steve Rollo, National BIM/VDC Manager at Graham, pointed to AI-assisted proposal development, where historical submissions can be searched to help identify relevant past projects and reduce repetitive work during the
bidding process. Other potential applications include comparing drawings and specifications, reviewing submittals, monitoring bids and tenders, identifying inconsistencies across contract documents and accelerating change-order processes. The common denominator is not sophistication. It’s pain. Find something people do repeatedly, manually and slowly, said Rollo, and determine whether or not AI can make it faster without compromising the quality of the decision. “If you take it piece by piece and make one part of their job just that much more efficient, adoption will spread,” he added. That incremental approach may serve to be particularly important for field-heavy organizations. A superintendent is unlikely to embrace an enterprise AI strategy simply because it’s strategically important. They might, however, embrace it if it eliminates 30 minutes of administrative work every afternoon.
THE BUSINESS CASE GOES BEYOND LABOUR And there’s another reason for contractors to resist measuring AI solely in hours saved. Josiah Shelley, CEO and Co-Founder of ForwardPath AI, argued that AI has the potential to create value through secondary effects. “Most organizations are thinking about saving time,” he said. “But sometimes there are other effects to it.” Consider change-orders, he suggested. If AI can help identify, document and process a legitimate change more quickly, the benefit is not merely administrative efficiency. Faster processing can accelerate invoicing and improve cash flow. The same logic then applies to early identification of rework, schedule risks and procurement problems. A system that identifies an issue two weeks earlier may save considerably more than one that simply eliminates two hours of paperwork.
FROM DASHBOARDS TO AI AGENTS The longer-term opportunity around the use of AI in construction is far more consequential. Taylor Wasser, Product Manager at Procore Technologies, described a progression in on-sitemag.com / 17
CONSTRUCTION TECHNOLOGY
The On-Site AI in Construction event provided an opportunity for industry professionals to network and share ideas concerning their companies’ AI integration strategies.
(left to right): Chris Ovens, Steve Rollo, Josiah Shelley and Taylor Wasser.
which AI moves from helping workers find information to automating tasks and eventually identifying issues proactively. But that future, he said, depends on context. “Context is everything,” he asserted. “The machine is only ever as powerful as the information that it has to make decisions.” Today, a project manager may open a dashboard, notice a red indicator, click through several systems and start investigating. Panelists suggest that the emerging model could reverse that process. For instance, instead of asking the project manager to find the problem, an AI agent could identify a potential problem and bring it forward. Imagine opening a computer each morning, Pfeffer suggested, and finding five issues already identified, including things like a schedule activity behaving differently from historical patterns; physical progress that doesn’t match reported progress; a material delivery that threatens a critical path activity; or a design conflict emerging from field conditions. The AI, he said, has not made the construction decision. Rather, it’s made sure the right person knows where a decision is required.
Now AI is beginning to shape how project information is interpreted and acted upon. But the real lesson from sessions at the event is that AI will not magically fix construction’s information challenges. In fact, it may expose them. In light of this, the contractors best positioned to benefit from the AI revolution will be those that establish reliable data, connect their project systems, standardize how progress is measured and create enough trust between project participants to share information. It’s the reason most important AI investment a contractor can make today may not look like AI at all. It may be a better schedule, a common data structure, a connected project management platform, more reliable field capture, and an agreement among project stakeholders about what information matters and who’s responsible for it. Get these pieces right, says Chris Ovens, CEO of AedoAI Inc., and the technology suddenly becomes much more powerful, adding that the ultimate objective is fairly straightforward. “To make better decisions quicker.” For general contractors, that may represent the real construction AI moment – not when a machine starts building the project, but when the project team can finally see, in near real time, the difference between what was planned, what was reported and what’s actually built.
representation of the project – one that combines the geometry of the asset with its operational history. Through this lens, a digital twin becomes much more than simply a 3D model. It has the potential to incorporate schedules, financial transactions, labour information, procurement and other operational data alongside the physical representation of the asset. Alzuarde pointed to ISO 19650 as one framework for thinking about information management, beginning with a critical question: what information is actually required in order to meet the objectives of the project? And it’s a question that could become increasingly important as collaborative contracting models gain ground across the industry. When owners, designers, general contractors and subcontractors share more responsibility for outcomes, the incentive to establish common information standards become stronger. The result could be a construction environment in which information is not owned simply for protection, but shared because it creates project value.
THE AI RACE IS ALREADY UNDERWAY BUILDING TOWARD THE DIGITAL TWIN Panelists from each of the sessions agreed that it’s a vision that ultimately leads beyond AI itself. The longer view concerning its use is the creation of a truly connected digital
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The construction industry has experienced technology revolutions before. Afterall, it wasn’t too long ago when we moved from paper drawings to CAD. BIM has changed how projects are designed and coordinated.
The Class of 2026
on-sitemag.com / 19
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Leaders of tomorrow saluting the class of 2026!
T
his year has been another transformative one for the construction industry, marked by rapid technological advancement and new opportunities for innovation. Adapting to these changes requires vision and leadership, and the outstanding individuals recognized in this year’s Top 40 Under 40 have embraced both. They are leveraging advanced tools and new approaches to help solve industry challenges, improve outcomes, and drive progress across the sector. The nominees share several standout qualities, including a commitment to excellence, fostering innovation and leading by example. They represent companies behind some of Canada’s largest and most notable infrastructure and ICI projects, applying cutting-edge techniques and exploring new technologies, including AI-powered solutions, to enhance productivity, collaboration and project delivery. Their confidence in the future of our industry is inspiring, and we share their vision. At Northbridge, we are proud to celebrate this group of forward-thinking leaders who are innovating the industry today and helping shape its future by inspiring the next generation of construction professionals. We also want to express our deepest gratitude to everyone who took the time to nominate members of their organization or work communities, as well as the companies that provide these individuals with opportunities to grow, innovate and excel in their roles. Congratulations to all who have been recognized. Northbridge Insurance thanks you for your contributions to the construction industry and the remarkable progress you continue to drive. We are proud of your accomplishments and look forward to your continued success. We remain committed to supporting the construction industry as a trusted insurance partner and are excited to help build a safer, smarter and brighter future. Sincerely,
Jonathan Graham Underwriting Director Northbridge Insurance
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THE NEXT GENERATION: CANADIAN CONSTRUCTION’S
TOP 40 UNDER 40 Canada’s construction industry is being shaped by a new generation of leaders who are bringing fresh ideas, technical expertise and an appetite for innovation to the jobsite and the boardroom. Our Top 40 Under 40 in Canadian Construction celebrates professionals whose achievements, leadership and commitment are helping move the industry forward - from major projects and new technologies to workforce development and community impact.
MOHAMED ADEL Director of Construction Innovation Bird Construction Mohamed Adel is a construction innovation leader driving the digital transformation of Canadian construction. With more than 16 years of experience across Canada and the Middle East, he founded and scaled Bird’s national digital construction team from five to 35 specialists. His work spans BIM, 4D scheduling, reality capture, modular delivery, robotics, and responsible AI, concentrated on mission-critical and data-centre megaprojects. He has introduced robotic reality capture on live data-centre sites, embedded ISO 19650-aligned information standards enterprise-wide, and delivered the analytics and AI use cases behind major project decisions. He is completing an MBET at the University of Waterloo. ROBERT AITKEN Vice President, Hospitality Shurway Contracting Ltd. Rob Aitken has built a 20-year construction career from the tools to co-ownership and leadership, earning the trust of some of Canada’s most prestigious hospitality clients. He has delivered landmark projects including Nobu Hotel Toronto, 1 Hotel Toronto and extensive renovations at the Royal York and Fairmont properties across Canada. Under his leadership, his
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company has achieved sustained 25%+ annual revenue growth while embracing digital project management, data-driven business development, enhanced safety technology and AI integration. A committed mentor and community builder, Rob founded an annual food drive generating nearly 35,000 meals, established a skilled-trades scholarship at George Brown College, and supports SickKids. ROBERTO ALZUARDE BIM Director, Product Development Team Mattamy Homes Roberto Alzuarde is helping shape the future of housing through innovation that starts with people. As BIM Director at Mattamy Homes, he advances digital workflows, design for manufacturing, and emerging solutions supporting efficient delivery while responding to evolving homebuyer needs. Drawing on experience leading BIM and VDC teams across 50+ projects, Roberto is focused on turning innovation into practical outcomes that help bring quality homes to market. He also helps develop practical AI guidance for the industry as a board member for the Canadian AI for Construction. As a passionate educator, Roberto teaches construction entrepreneurship at George Brown Polytechnic and is committed to developing the next generation of construction leaders.
MATTHEW ANTONGIOVANNI GIP HSE Sr. Major Projects Manager Green Infrastructure Partners Inc. Matthew Antongiovanni is a health and safety leader specializing in complex infrastructure projects across Ontario. As an HSE Senior Project Manager, he plays a critical role on the Ontario Line’s Pape Station Support of Excavation project, one of the region’s most challenging construction initiatives. A Canadian Registered Safety Professional with more than a decade of infrastructure experience, Matthew combines technical expertise with proactive risk management and workforce education. He has helped lead groundbreaking GPS-enabled haul route compliance. Matthew has pioneered initiatives including Daily Hazard Awareness protocols, Common Lift Plans, and pedestrian-equipment separation systems that have expanded beyond his project. Through mentorship, training, and collaboration, he continues to elevate safety standards across the industry. KHATEREH BAHARIKHOOB Founder and Principal Unbound Architecture, Planning and Design Khatereh Baharikhoob is a multidisciplinary city-building leader with more than 15 years of experience across architecture, urban design, planning, and landscape architecture. A Registered
Professional Planner (RPP, MCIP) and Landscape Architect (OALA,CSLA), she brings an integrated perspective to complex campus and community development projects across Canada. As Co-Founder and Principal of Unbound Architecture, Planning and Design, Khatereh champions design without borders, challenging boundaries between disciplines, scales, ideas, and perspectives. Her leadership has earned the OALA Jack Copeland Award and an appointment to Markham’s Urban Design Review Panel. She is also a sought-after speaker, mentor, juror, and advocate for women and newcomers. DAVID BASCHE President Astria Properties David Basche is a rising leader in Western Canada’s real estate development sector, with 14 years of experience spanning acquisitions, development, finance, and project execution. Before age 40, he helped lead more than $1.6
billion in acquisitions and has since built a development platform with a $600-millionplus pipeline across B.C. and Alberta. His projects include innovative industrial, mixed-use, and life sciences developments, including a Zero Carbon Building design-certified facility. Known for his collaborative, entrepreneurial leadership style, David champions partnership-based development, mentorship, sustainability, and community impact. Through his work, he is helping redefine how industrial and commercial spaces are delivered and how value is shared. CLÉMENT BOISSELIER Sr. Manager, Sustainability Aecon At 27, Clément Boisselier is helping redefine sustainability as a business driver for Canadian infrastructure. As a sustainability leader, he has guided major transit, marine, port, airport, water and civil projects, advancing Envision certification, low-carbon construction, greenhouse gas
reduction and data-driven performance tools. He also leads a growing sustainability team across multiple provinces, advising executives, project leaders and clients on resilience, risk and long-term value. An Envision Sustainability Professional and Authorized Envision Trainer, Clément contributes to industry education through committees, conferences, podcasts and mentorship. His ability to connect environmental performance with practical project outcomes positions him as an emerging leader in Canada’s construction industry. RORY CARROL Sr Project Manager Clark Builders Rory Carroll is a professional engineer and construction leader with more than 15 years of experience delivering complex healthcare and institutional projects across Alberta. Today, he leads delivery of the 200-bed inpatient tower within the Red Deer Regional Hospital Redevelopment, one of Western Canada’s
Alyssa Malenchak Senior Manager, Pre-Construction
Mohamed Adel
Congratulations to Clément on being named a 40 Under 40 Leader.
Director, Construction Innovation
Clément’s leadership in corporate decarbonization, ESG reporting, and sustainable construction is driving Aecon’s national infrastructure pursuits toward a net‑zero future.
Congratulations on this recognition!
Bird is proud to celebrate Alyssa and Mohamed’s accomplishments. Where greatness grows.
Clément Boisselier Senior Manager, Sustainability | Aecon
www.bird.ca
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largest healthcare projects. A champion of Lean construction and continuous improvement, Rory advances collaborative approaches that strengthen project performance and value. His leadership extends beyond the jobsite through his role on the Edmonton Construction Association (ECA) Board of Directors and chairs the ECA’s Stakeholder Strategies and Engagement Committee to help foster stronger relationships and alignment across the industry. MARC BUCKLEY Senior Project Manager LCG Residential Builders Marc Buckley is a construction leader with more than 12 years of experience delivering complex residential and community-focused projects. He has led major developments including a 27-storey affordable housing project providing 390 affordable suites, long-term care, and essential community services, as well as a 30-storey, 394-suite condominium completed during the COVID-19 pandemic. As an Innovation Lead, Marc champions practical solutions that improve safety, efficiency, and project outcomes, including shoring innovations that eliminated tiebacks and saved four weeks on schedule. A Gold Seal Certified professional and LEED AP, he also mentors emerging talent and actively contributes to industry and community initiatives. KIM CADESKY Director of Human Resources Maxan Interior Systems Kim Cadesky is a human resources leader helping shape the future of Canada’s construction workforce. With more than 13 years of experience across construction and manufacturing, she has advanced from an HR intern to a senior leadership role. Known for building strong teams, Kim champions talent development, workforce planning, and employee engagement. She has established partnerships with colleges, construction programs, and unions, launched a co-op program, and is creating pathways for
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students and pre-apprentices to explore careers in construction. Kim has introduced data-driven talent tools, strengthened performance programs, and helped establish Women at Maxan to expand professional development and industry connections. Her work is helping build the next generation of talent and leadership in construction. JASON CARTON COO Hyland Landscapes Jason Carton has spent 12 years building his career from the ground up, progressing from labourer to business owner and executive leader. His hands-on experience across every level of construction gives him a unique perspective on people, projects, and performance. He has led projects valued up to $1.8 million and helped drive Hyland Landscapes’ growth through stronger people systems, KPIs, quality processes, and preconstruction practices. A two-time 2024 Georgie Award Finalist, Jason is equally passionate about developing people. Through his leadership coaching business Front Row Standard and partnership with The Site Huddle, he helps tradespeople build confidence, resilience, and leadership skills, strengthening both individuals and the industry. TYLER CLEGG President Parkwest Projects Ltd. Tyler Clegg is a construction leader whose career spans the field, finance, operations, and industry advocacy. His journey in construction began with Parkwest Projects in 2008, working as a labourer throughout high school and university. Those early experiences sparked his interest in construction and the satisfaction of seeing projects come to life. After earning his CPA designation and gaining experience with KPMG Canada, Tyler returned to Parkwest in 2018, where he led a significant transformation of the company’s business processes, structure, and systems. Appointed President in 2025, he brings financial discipline and hands-on construction expertise to leading complex projects across Manitoba and Northwestern Ontario. He also
serves as Chair of the Merit Contractors Association of Manitoba. LAURA DELEMERE Partner Borden Ladner Gervais LLP Laura Delemere is a construction lawyer whose civil engineering background and field experience give her a rare technical perspective on Canada’s most complex infrastructure projects. She advises owners, contractors, lenders, and other stakeholders on major procurement, construction, and dispute matters, including projects valued in the billions of dollars. A Fellow of the Chartered Institute of Arbitrators, Laura also teaches construction law and AI at Osgoode Hall Law School and regularly contributes to industry education. Beyond her practice, she is a dedicated mentor who has supported more than 100 mentorship relationships, with a particular focus on women and working parents navigating construction and legal careers. JULIAN M. DEGASPERIS Vice President TACC Developments Julian M. DeGasperis is a strategic leader in land development, combining expertise in finance, urban development, planning, and real estate with a strong commitment to building communities. His experience spans land acquisition, entitlement, approvals, infrastructure delivery, project finance, partnerships, and portfolio strategy. Known for navigating complex municipal and regulatory environments, Julian leads teams, manages risk, and drives projects toward strong financial and community outcomes. He is actively engaged with industry, academic, healthcare, and charitable organizations, including BILD, the Ivey Business School, Mackenzie Health, and Sunnybrook Health Sciences Centre. His collaborative leadership and forward-thinking approach continue to shape the future of development across Ontario.
LANDON DOUGLAS Manager, Special Projects Vancouver, BC
JONATHAN RODRIGUES Manager, Special Projects Toronto, ON
ANDREW FLEETWOOD Director, Preconstruction Solar Canada
TRIPLE RECOGNITION!
PCL Construction congratulates Landon Douglas, Jonathan Rodrigues, and Andrew Fleetwood on being named to the 2026 On-Site Magazine Top 40 Under 40 in Canadian Construction list. Their leadership and unwavering commitment to excellence ensures PCL’s continued success atop Canada’s construction industry.
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ANTHONY DE OLIVEIRA Operations Director Construction Demathieu & Bard (CDB) Inc. Anthony De Oliveira is a Professional Engineer and accomplished heavy civil construction executive whose career spans two continents. After relocating from France to Canada in his twenties, he quickly established himself as a respected industry leader, playing a pivotal role in expanding Construction Demathieu & Bard’s footprint across Ontario, including significant growth in Northern Ontario. Now serving as Operations Director, Anthony has successfully led the delivery of critical bridges, dams, and rail infrastructure projects in some of the province’s most challenging environments. Anthony combines deep project-management expertise with a hands-on approach to developing teams and delivering critical infrastructure. He actively leads the company’s mentorship program across Ontario, providing guidance, support, and growth
opportunities for emerging professionals while personally mentoring future leaders within the organization and building trusted relationships with clients and communities. His journey reflects resilience, collaboration and an unwavering commitment to strengthening Ontario’s infrastructure and the people who build it.
project cost visibility, and transition the organization to full audits. A calm, trusted leader, Alexandra also mentors women and emerging professionals, serves on the Ridge Meadows Hospital Foundation and UFV Alumni Association boards, and champions scalable systems that enable responsible construction growth.
ALEXANDRA DESAUTELS Director of Finance & Accounting Pitt Meadows Plumbing & Mechanical (2001) Ltd. Alexandra Desautels is a CPA and MBA graduate who has built a career strengthening the financial systems behind construction. Since joining her organization in 2017, she has advanced from Financial Controller to Director of Finance & Accounting, overseeing financial operations across approximately 16 entities and supporting more than 600 employees. She has helped modernize ERP systems, strengthen reporting and controls, improve forecasting and
LANDON DOUGLAS Manager, Special Projects PCL Construction Landon Douglas is a construction leader with more than 12 years of experience delivering complex projects across Canada and Australia. From his early career as a PCL co-op student to leading major project and special projects teams, he has built expertise across commercial, civil, aviation, education, and renewable energy sectors. He led delivery of the $540-million Stantec Tower and helped establish PCL’s Australian solar operations, overseeing approximately $400 million in annual renewable energy work. Now leading
TOP 40 UNDER 40 IN CANADIAN CONSTRUCTION
We are proud to announce that Christian Pavlovec has been recognized as one of Canadian Construction’s Top 40 Under 40 for 2026 !
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Christian Pavlovec President, Managing Partner Hammersmith
2026-08-28 11:43 AM
Do you want to be a member of the Class of 2027?
Do you know someone who should be? Recognizing 40 exceptional young leaders shaping the future of construction across Canada. The premier recognition program for construction professionals under 40.
In addition to On-Site’s sharing of the Class Celebration with our national audience and our social media networks. 40 Under 40 Alumni often have their profile amplified throughout Canada’s construction trade through opportunities including you sharing your expertise on various webinar panels, participating in articles and more. Nominations for the Class of 2027 will open late spring. Please send an email now to editor@on-sitemag.com and we will notify you when the nomination doors open! on-sitemag.com / 27
a 60-person Special Projects team in British Columbia, Landon has doubled annual project volume while championing mentorship, leadership development, innovation, and sustainable construction practices.
national policy discussions. Her widely read research on fees, contracts, and procurement continues to shape conversations on fairness, transparency, and improved risk allocation.
ANINE ESCHBERGER WORTMANN Project Architect, Associate, Business Development Lead Gravity Architecture Corporation Anine Eschberger Wortmann is a registered architect and project leader with more than 15 years of experience delivering complex industrial, commercial, institutional, and residential projects. Holding professional master’s degrees in architecture and project management, she pairs technical depth with strategic leadership and a strong focus on improving construction procurement and delivery. She serves on the Consulting Architects of Alberta Board and Procurement & Contracts Committee, as well as the RAIC Fees and Procurement Working Group, contributing to both provincial and
ANDREW FLEETWOOD Director, Preconstruction PCL Constructors Inc. Andrew Fleetwood is a pre-construction leader who has helped transform PCL’s solar business from an emerging unit into a mature, standalone operation with global reach. Over a 15-year career, he has contributed to some of Canada’s largest solar developments, including the Travers and Claresholm projects, and now supports approximately 30% of a $2-billion business unit’s profit and loss. Known for combining technical, commercial and construction expertise, Andrew has driven innovations that have generated millions in project savings and improved constructability. Equally committed to developing people, he has mentored more than 100 individu-
als and built a structured pre-construction mentorship program focused on future industry leaders. DIOGO FRESCO Operations Manager Graham Construction Diogo Fresco is a construction executive leader with extensive experience delivering complex healthcare, institutional, and community infrastructure projects across Ontario. He oversees a significant portfolio, including major long-term care developments and the Brantford Sports & Entertainment Centre. With a background in public health and specialized healthcare infection-control training, Diogo brings a unique perspective to complex and highly regulated construction environments. Recognized for strong leadership, negotiation, and an innovative mindset, he mentors emerging leaders and builds high performing teams. He has advanced workforce planning, resource forecasting, technology adoption, and AI-enabled oper-
Behind every great project are great people.
The talent, dedication, and leadership of our people strengthen communities and redefine what’s possible. Congratulations to Bruna Grochot on being named one of On-Site Magazine’s Top 40 Under 40.
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ations, helping teams improve performance and deliver lasting value for clients and communities. MICHAEL FULOP Division Manager, Interiors and Special Projects Canadian Turner Construction Company, Ltd. Michael Fulop has rapidly emerged as a leader in complex construction, progressing from Project Coordinator to Division Manager in under a decade. He leads a 90-person team delivering approximately $200 million in annual project revenue across tenant improvements, renovations, and new builds. Combining a BASc in Civil Engineering with an MBA, Michael has helped transform preconstruction in Vancouver through standardized processes, early contractor involvement, and proactive risk identification. His leadership has supported award-winning projects and earned Turner’s Emerging Leader and Continuous Improvement
awards. Equally committed to developing others, Michael mentors emerging professionals through Turner, Building Builders, and UBC Sauder. BRUNA GROCHOT Project Manager (Design Build) EllisDon Corporation Bruna Grochot is a designbuild project leader who brings together technical, commercial and construction expertise on some of Canada’s most complex infrastructure pursuits. With a Civil Engineering degree and an MBA in Construction Management, she manages major design-build bids across Canada. Having worked directly in the field as a project manager, she brings a practical construction perspective to the design process, helping teams develop innovative solutions that fit the project’s budget. Bruna’s experience includes delivering projects through a variety of procurement and delivery models, giving her insight into the opportunities and challenges associated
with each approach. She is also passionate about mentoring emerging professionals and encouraging more women and girls to consider careers in construction and engineering. CHRIS KING Senior Superintendent Ledcor Group Chris King is a construction leader with 15 years of experience delivering some of Saskatchewan’s most significant developments. By age 37, he had advanced to Senior Superintendent through leadership on landmark projects including Saskatoon’s River Landing office towers, the tallest building in Saskatchewan, and the city’s New Central Library. His expertise spans high-rise concrete, mass timber, healthcare, aviation, commercial, and public infrastructure, with more than $300 million in project value delivered. Chris combines technical knowledge with strong business and safety credentials, and is known for building high-performing teams
CONGRATULATIONS, JAMIE!
Congratulations
ANTHONY
DE OLIVEIRA! CDB is thrilled to have you as a driving force behind all the amazing things we build.
ON BEING NAMED AS ON-SITE MAGAZINE’S TOP 40 UNDER 40 IN CANADIAN CONSTRUCTION
Jamie Lavers Estimating Lead
You’ve led NIC’s estimating efforts with precision, insight, and a commitment to excellence. Your expertise in developing accurate, competitive estimates helps lay the foundation for every successful project. Thank you for your leadership and dedication!
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through accountability and collaboration. He also mentors emerging professionals and contributes to industry peer groups, helping shape Saskatchewan’s next generation of construction leaders. HIU CHUN LEE Vice President Keller North America Hiu Chun Lee is a geotechnical construction leader who has progressed from field engineer to executive leadership over a 15-year career. Leading Keller’s Eastern Canada business, he combines technical expertise with strategic, commercial, and operational leadership. He has delivered major transit, marine, industrial, and residential projects across Canada while advancing the adoption of diaphragm wall construction and innovative ground improvement technologies in Ontario. A champion of practical innovation, Hiu has authored and peer-reviewed technical papers and advanced construction methodologies that improve safety, productivity,
cost efficiency, and sustainability. He is equally committed to mentoring engineers and developing the next generation of industry leaders. JAMIE LAVERS Estimating Lead Northern Industrial Construction Ltd. Jamie Lavers is a construction estimating and preconstruction leader helping redefine project delivery across Northern Canada. With expertise in estimating, design-build, modular construction, and remote project logistics, he has led proposals exceeding $120 million and helped drive significant organizational growth. Jamie has pioneered AI-powered estimating tools, developed northern-specific cost systems, and advanced hybrid modular housing solutions designed for remote communities. Beyond his professional work, he co-founded Aspire Training Academy, a nonprofit providing free training and workforce development opportunities across the Northwest Terri-
tories, supporting nearly 400 participants. His combination of technical expertise, innovation, people-focused leadership, and community impact makes him a standout emerging leader in Canadian construction. ALEKSI MAKILA VP & Division Manager, Civil Chandos Construction Joining the construction industry in 2008, Makila has progressed from field engineer to leading a 60-plus-person civil division. He played a key role in establishing Chandos’ municipal infrastructure capabilities and growing its civil business across Western and Central Canada. A passionate advocate for collaborative delivery, he has contributed to more than 20 IPD and Construction Management projects and presented on collaborative construction at conferences across the country. His leadership extends beyond project delivery through a strong commitment to meaningful community benefits and partnerships with First Nations. He also actively supports
Marc Buckley Senior Project Manager LCG
CONGRATULATIONS MARC FOR BEING ONE OF ON-SITE MAGAZINE’S TOP 40 UNDER 40!
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the next generation of construction professionals through mentorship, university outreach, career fairs and student initiatives. ALYSSA MALENCHAK Senior Pre-Construction Manager Bird Construction Alyssa Malenchak is a pre‑construction leader who blends technical expertise, strategic problem‑solving and collaborative leadership on complex projects. With over 12 years at Bird, she plays a key role in pursuing projects by guiding strategic approach and proposal development. She advances early integration of design and construction teams, adaptive procurement methods, and BIM/VDC‑enabled prefabrication to improve efficiency in project delivery. Alyssa leads teams through budgeting, constructability, tendering, and design‑assist coordination, most recently on a accelerated $280‑million healthcare facility. She
spent 10 years on the Manitoba Women in Construction board—supporting, educating, and mentoring women—and continues to mentor emerging professionals across the sector. MAT KAVANAGH Senior Manager, Industrial Waste Solutions Amrize Canada Inc. Mat Kavanagh is an environmental and industrial waste leader transforming how construction and resource industries approach waste. With more than 14 years of experience across remediation, mining, construction, and environmental management, he has built innovative waste-to-resource programs that turn environmental liabilities into economic opportunities. He led the development of BC’s first zero-discharge contaminated soil washing facility, diverting contaminated soils from landfill while producing reusable aggregate materials, and established biosolids reclamation
programs generating millions in annual revenue. A Professional Agrologist and industry board member, Mat has also driven regulatory change, mentored emerging professionals, and advanced circular-economy practices across British Columbia. ALEXANDER MICHALATOS CEO Buildcheck AI Alexander Michalatos is helping redefine how technology can solve some of construction’s most persistent challenges. With more than eight years of experience across institutional, infrastructure and commercial projects, he co-founded Buildcheck AI in 2023, transforming construction experience and advanced AI into practical design-review tools. The company has raised more than $8 million and serves more than 30 developers, contractors and architects across Canada and the U.S. Buildcheck has delivered measurable results, including an
CONGRATULATIONS
RORY CARROLL
We’re proud to celebrate Rory Carroll, named to On-Site Magazine’s 2026 Top 40 Under 40 in Canadian Construction. This recognition reflects Rory’s leadership, commitment to excellence, and the lasting impact he continues to make at Clark Builders and across our industry.
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estimated $392,000 in avoided costs on a single project. Michalatos also champions industry education, lecturing at universities and professional organizations while mentoring emerging construction and technology professionals. FLORENCE MORIN-LAURIN CEO and Partner FML Consultation Florence Morin-Laurin is a business development and growth strategist helping construction, engineering, architecture, real estate, and design firms build stronger, more resilient businesses. Drawing on more than 15 years of experience across construction, commercial real estate, marketing and leadership, she helps firms strengthen positioning, client acquisition, sales processes and long-term growth. She is also a passionate advocate for women and workforce development within the construction industry, serving as Interim Executive Director of Les Elles de la construction and mentoring emerging professionals. A TEDx speaker, industry educator, and contributor to business media, Florence brings a distinct Quebec perspective while helping shape a more connected, inclusive, and future-ready Canadian construction industry.
JUSTIN OLTHOF Vice President, Sales & Estimating Priestly Demolition Inc. Justin Olthof is a demolition industry leader who has helped transform sales & estimating into a strategic driver of growth, innovation, and project performance. Over 14 years, he progressed from summer estimating student to executive leadership, building a 15-person estimating and sales team across six North American offices and contributing to more than tripling company revenue. He has led estimating & assisted in planning for major industrial, mining, nuclear, infrastructure, and high-rise projects while pioneering data analytics and AI-driven estimating tools. Beyond business, Justin supports the professionalization of demolition, Indigenous partnerships, and community initiatives. His people-first leadership and forward-thinking approach are helping redefine demolition’s role in Canadian construction. CHRISTIAN PAVLOVEC President & Managing Partner Hammersmith Corporation Inc. Christian Pavlovec brings more than 20 years of construction experience from the field up, beginning in the steel industry and sixteen years at EllisDon, where he rose steadily into senior leadership. Five years ago he became the third president in Hammersmith Corporation’s 25-year history, a succession he treats as both stewardship and a mandate to grow. Since then he has moved the firm into several new construction market sectors and extended its reach across Canada and into the United States. Christian leads with an emphasis on developing people and personal accountability, believing the strength of a construction business rests on the leaders it produces. A six-year board member of the Toronto Construction Association’s Young Construction Leaders, he advocates for mentorship, professional development, and an industry better led than the one he entered. NICHOLAS REYNOLDS Partner Singleton Urquart Reynolds Vogel LLP Nicholas Reynolds is a leading construction and infrastructure lawyer whose practice spans some of Canada’s most complex, high-value disputes, including major energy, transportation, healthcare, housing, and industrial projects. His expertise in construction law, arbitration, insurance, and surety has earned recognition from Chambers Canada, Best Lawyers, Benchmark Canada, and Lexology. A Fellow of the Chartered Institute of Arbitrators and a Qualified Arbitrator, Nicholas is also a prolific contributor to the profession, having authored or co-authored more than 100 publications and regularly speaking on construction and dispute resolution. He is deeply committed to advancing arbitration in Canada and developing the next generation of practitioners.
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JONATHAN RODRIGUES Special Projects Manager PCL Constructors Canada Inc. Jonathan Rodrigues is a construction leader with 16 years of experience delivering complex healthcare, institutional, commercial, and sustainable building projects. He has contributed to more than 90 projects, including award-winning hospital developments and the world’s largest multiunit residential EnerPHit retrofit. Known for navigating disruption, operational constraints, and technical complexity, Jonathan combines rigorous project expertise with calm, people-first leadership. He currently leads PCL’s Special Projects team in Toronto, overseeing business development, project delivery and operational performance while driving growth, diversification, and sustained performance. A LEED AP BD+C professional and recognized leadership award recipient, he is passionate about mentorship, team development,
community engagement, and advancing innovative, high-performance construction. CAM ROY Director of Construction RAM Construction Inc. Cam Roy is a construction leader whose career spans the trades, field supervision and executive leadership. A Red Seal carpenter, he advanced to Senior Site Superintendent by 25 and now helps shape operational strategy and leadership culture across major projects. Cam is deeply committed to developing people, serving as a certified mentor and championing pathways into construction for students and emerging professionals. Beyond his organization, he leads industry initiatives through the VRCA Young Construction Leaders Committee and contributes to associations including the Tilt-Up Concrete Association and BCCA. Through mentorship, industry advocacy and his Construction Dirt podcast, Cam promotes transparency, innovation and
a stronger construction community. SAMY TAHTAWY Founder & CEO Black Tar Construction Samy Tahtawy is a serialpreneur who launched his first business, Ottawa landscaping company Eco Lawns, at age 16. He later founded Black Tar Construction in 2013 and has since built and scaled 11 businesses across construction, technology, automotives, home-services and equipment rental. Under his leadership, Black Tar achieved more than 1,900% growth, completed over 16,000 projects and earned recognition from The Globe and Mail as one of Canada’s Top Growing Companies. A peoplefirst, technology-driven leader, Samy has helped modernize paving through automation, AI and data-driven systems while creating skilled-trades careers, developing future leaders and elevating customer and employee experiences
Congratulations Anine! ONE OF ON-SITE MAGAZINE’S TOP 40 UNDER 40
Proudly Congratulates
A champion for the industry and advocate for: Fair & Transparent Procurement
on being featured in On-Site Magazine’s
Integrated Project Delivery Strengthening Architectural Practice Across Canada
as one of the brightest legal minds in the construction industry in Canada.
Calgary: (403) 243 4030 Vancouver: (236) 757 7216
Anine Wortmann
Architect AAA, MRAIC, M.Arch, MSc. CPM Associate | Project Architect Business Development Lead
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JEAN STEENHOUWER Chief Commercial Officer, Americas Egis Jean Steenhouwer is a globally experienced infrastructure executive who has helped shape and grow infrastructure businesses across North America and internationally. At Egis, he built the North American Rail & Transit practice to 60 professionals across four offices in just two years and, as Chief Commercial Officer in Canada, helped secure strategic mandates on 15 of Canada’s 100 largest infrastructure projects while doubling the company’s backlog. Now Chief Commercial Officer for the Americas, he combines engineering expertise with strategic growth leadership, organizational transformation, and a unique multicultural perspective shaped by delivering major projects internationally. A 2025 Egis CEO Award recipient for Market Innovator, Jean is committed to developing the next generation of infrastructure leaders.
ANDREW VAN DE WOESTYNE Preconstruction Manager VCM Construction Ltd. Andrew Van De Woestyne is a Professional Engineer and Professional Gold Seal Certified construction professional who leads preconstruction at VCM Construction, overseeing estimating, budgeting, tendering, procurement strategy and early project planning across Saskatchewan. With more than a decade in construction, Andrew has helped modernize VCM’s preconstruction operations by implementing connected digital estimating, takeoff and tender-management workflows while strengthening the transition from planning to construction. His experience spans commercial, institutional, industrial, municipal and First Nations projects. Recognized as an Autodesk 40 Under 40 Champion of Construction, Andrew is committed to mentorship, continuous improvement and advancing Saskatchewan’s construction industry.
JAMES YE Group Lead, Industrial & Infrastructure Houle James Ye is a rising leader in Canada’s infrastructure sector, bringing together technical expertise, commercial acumen, and people-focused leadership. A Professional Engineer, Professional Quantity Surveyor, PMP, and Gold Seal Certified professional, he was promoted to Senior Project Manager at 30 and became one of Houle’s youngest shareholders at 31. He now leads a $100M+ portfolio spanning transportation, utilities, ports, and energy. On the Broadway Subway Project, James led 350 personnel and delivered a $90M scope using advanced project controls, BIM, prefabrication, and strategic procurement. He also advances professional standards and emerging talent through mentorship, EGBC volunteer service, the CIQS BC Chapter Executive, and active industry involvement.
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COBY XIAO CEO Vasto Builders Inc. With more than 15 years of experience delivering complex projects across British Columbia, Coby Xiao has built a diverse career spanning residential, commercial, institutional, infrastructure, transit and supportive housing. Holding a Master of Engineering in Civil Engineering from UBC, he has led projects including the $41.5-million 8899 Spires development, a 50-unit supportive housing project in Nanaimo, and the Microsoft Canada Excellence Centre, where he helped turn a projected $2-million loss into a $1.3-million profit. Coby also champions innovative procurement, digital project systems, stronger governance and mentorship, combining commercial discipline with practical innovation to improve project delivery and develop the next generation of construction professionals.
CONGRATULATIONS TO OUR 40 UNDER 40 IN CANADIAN CONSTRUCTION HONOUREES Each year, this program gives us an opportunity to recognize the people who are helping shape the future of Canada’s construction industry - and this year’s class is a remarkable reflection of the talent, ambition and leadership driving the sector forward. From project management and engineering to design, technology, business development and skilled trades, these rising leaders are making meaningful contributions to their organizations and communities. They are tackling complex challenges, embracing new technologies, championing safety and sustainability and finding innovative ways to build a
stronger, more resilient industry. Being named to the 40 Under 40 is a significant achievement, but it’s also a recognition of the impact you’re already having and the potential you represent for the years ahead. We’re proud to celebrate your accomplishments and the dedication behind them. Your stories demonstrate the depth and diversity of talent across Canadian construction, and we look forward to seeing where your leadership takes the industry next. Once again - congratulations to our 2026 40 Under 40 in Canadian Construction honourees!
SHURWAY CONTRACTING LTD.
SHURWAY CONTRACTING is proud to celebrate your recognition as a 2026 On-Site Magazine 40 Under 40 Honouree. A well-deserved achievement and a reflection of your dedication, leadership, and contribution to our industry.
Well done, Rob!
Chris King Senior Superintendent Construction
CONGRATULATIONS CHRIS FOR BEING ONE OF ON-SITE MAGAZINE’S TOP 40 UNDER 40!
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SALUTING
JUDGES
Selecting just 40 individuals from hundreds of outstanding nominations is no small feat. It takes experience, insight, and a passion for recognizing the people shaping the future of Canadian construction. We are incredibly grateful to the industry leaders who generously shared their time and expertise to help bring the seventh edition of 40 Under 40 in Canadian Construction to life. The On-Site Magazine team proudly thanks our esteemed judges for helping us celebrate the exceptional talent, leadership, and innovation driving our industry forward. CHRIS ATCHISON President British Columbia Construction Association Chris is President of the British Columbia Construction Association (BCCA) - representing union and non-union general and trade contractors and suppliers across industrial, commercial, institutional and multi-unit residential construction. Chris provides strategic leadership for BCCA’s industry-led programs and initiatives, including BidCentral, Construction Month, the Skilled Trades Employment Program (STEP), PermitsCA, Integrating Newcomers (IN), Building Builders, and Builders Code. His work focuses on strengthening BC’s construction ecosystem by promoting high-opportunity careers, supporting innovation and productivity, and protecting the livelihoods of those building BC’s communities and critical infrastructure. A solutions-oriented advocate and engaged government and industry partner, Chris brings a fearless, values-based approach to complex challenges. He represents BC’s construction sector at all levels of government and serves on key provincial and national advisory bodies.
RALY CHAKAROVA Executive Director TARBA Raly is the Executive Director of the Toronto and Area Road Builders Association (TARBA), a leading industry group representing more than 190 unionized contractors building multi-modal transportation infrastructure in the Greater Toronto Area and Simcoe County. Prior to this role, Raly served as Executive Director of the BOLT Charitable Foundation, Director of Policy at the Toronto Region Board of Trade and as Senior Advisor to the Ontario Minister of Economic Development and Growth, among other roles in the non-profit and government sectors. Raly is also a Board Director of the Residential and Civil Construction Alliance of Ontario (RCCAO), ACCES Employment,
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and The Shoebox Project, and a member of various industry organizations and government consultation groups. She holds a Master of Public Administration from Queen’s University.
SHANNON FRIESEN President and CEO Construction Association of Saskatchewan Shannon is the first President and CEO of the Construction Association of Saskatchewan, formed in 2025 through the unification of five commercial construction associations serving Sas-katchewan’s ICI construction industry since 1932. Appointed Co-CEO of the Saskatchewan Construction Associations in 2022, she played a key role in leading the collaboration that unified the organizations, after previously serving as CEO of the Saskatoon Construction Association. With nearly 22 years of senior leadership experience in the charitable and association sectors, including YWCA Saskatoon, Autism Services, CNIB and Saskatchewan Association of Fire Chiefs, Shannon brings a relationship-based leadership style grounded in collaboration, trust, and shared accountability. She is a member of the Government of Saskatchewan’s Accessibility Advisory Committee and Canadian Construction Associations Governance and Nomination Committee, and served on numerous Boards, including YMCA Saskatoon.
NADIA TODOROVA Executive Director Residential and Civil Construction Alliance of Ontario Nadia is Executive Director of the Residential and Civil Construction Alliance of Ontario (RCCAO), a labour-management alliance and leading advocate for investment in Ontario’s critical infrastructure. She provides strategic leadership on policy, government relations, research, and advocacy,
working with industry and decision-makers to advance infrastructure that supports Ontario’s growth, mobility, housing, and economic prosperity. Nadia brings extensive experience in public policy, government relations, and economic analysis. Before joining RCCAO, she served as a Senior Policy Analyst with the Ontario Chamber of Commerce, Policy Analyst with the Ontario Road Builders’ Association, and Economist with Ontario’s Ministry of Infrastructure. She has authored numerous policy reports and represented industry on key infrastructure and regulatory issues. An active and respected industry voice, Nadia regularly engages with government, media, and stakeholders across Ontario. She holds an Honours BA and MA from the University of Toronto.
JESSE UNKE Vice-President, Transportation and Infrastructure PRI Engineering Jesse brings 20 years of experience leading consulting firms and practices across the public, private, and Indigenous sectors, with expertise spanning major capital and infrastructure projects across Canada and North America. Most recently a Partner and National Lead of MNP’s Capital Projects and Infrastructure Consulting Practice, Jesse built and led teams delivering planning, procurement, design, project management, and delivery advisory services to infrastructure owners. Previously, as President and CEO of Maven Consulting and Vice President, Canada at COWI, he led high-performing teams, drove growth, and strengthened client and partner relationships, including trust-based partnerships with Indigenous communities. Jesse holds a Bachelor of Applied Science in Civil Engineering from UBC and numerous professional credentials, including P.Eng., PE, PMP, RMP, LEED AP, and CMC. He is an active industry voice, board member, and conference speaker, recognized among Canada’s influential construction leaders.
WEBINAR
AI’S REAL CONSTRUCTION ADVANTAGE
For general contractors, artificial intelligence is emerging less as a replacement for field labour than as a way to identify risk, administrative bottlenecks and critical decisions earlier, when project teams still have time to act. BY SEAN TARRY
A
rtificial intelligence has arrived in construction with plenty of promises, including greater productivity, fewer administrative hours, better forecasting and perhaps, eventually, a more automated jobsite. However, for general contractors operating today, the more immediate opportunity may be considerably less dramatic and rooted more so in knowing when to intervene. It’s a distinction that emerged repeatedly during a recent On-Site Magazine 40 Under 40 webinar examining AI’s role in construction. The panel, which was moderated by past 40 Under 40 honouree, Pomerleau’s VP of Innovation and Digital Construction, Hammad Chaudhry, included fellow past honourees Steve Rollo, National BIM/VDC Manager – Buildings Shared Services at Graham Construction, Maria Robibero, Senior Manager, Health, Safety & Environment with Ledcor, and Jesse Unke, Vice-President, Transportation and Infrastructure at PRI Engineering, bringing together perspectives from construction technology, engineering, buildings, transportation and health and safety. And within the discussion, a theme quickly emerged, suggesting that AI’s most useful contribution may not be in making construction
decisions, but in identifying where a human decision is needed before a problem becomes an expensive one. That could mean flagging a potential scheduling delay, identifying a recurring safety risk, highlighting an unusual condition in an excavation, or helping a project team recognize that a crew or piece of equipment may need to be redeployed. For contractors operating large and complex projects, the significance is substantial. Construction decisions tend to become more expensive as work progresses. A problem identified during estimating or preconstruction can often be addressed with a change in strategy. The same problems discovered after crews, equipment and materials are mobilized can become a major cost and schedule issue. And Unke believes that AI is already showing promise to help mitigate these types of problems. “There’s a huge benefit in risk prediction and project intelligence, especially early detection of scheduling delays, cost overruns and conflicts before they become much more expensive,” he said. That puts AI firmly in a different category from the futuristic vision of autonomous construction. It becomes a decision-support system – one that can help project teams see emerging conditions
earlier and focus their expertise where it matters most.
THE CONSTRUCTION INFORMATION PROBLEM The construction industry’s productivity challenge is often framed around labour the fact that there are not enough skilled workers at a time when projects are becoming more complex, and contractors are being expected to accomplish more with the people that are available. The webinar panel suggested another way to look at it. A significant amount of skilled construction labour is being consumed by administration, documentation, meetings, data management and the movement of information between systems. In light of this, Rollo argued that AI’s near-term productivity opportunity may therefore be misunderstood if it’s viewed primarily as a way to replace field labour. “The perception that this is going to solve more of the labour side is a little short-sighted,” he asserted. “Start where the most time is being expended and get better automation and data consolidation.” For a general contractor, that could mean using AI to reduce the amount of time project professionals spend organizon-sitemag.com / 37
WEBINAR
(Clockwise from top-left): Steve Rollo, Hammad Chaudhry, Jesse Unke, Maria Robibero.
ing information before they can actually make a decision. In fact, the potential applications are remarkably ordinary. AI can draft responses, summarize meetings, track action items, organize records, compare documents and assist with repetitive reviews. These activities may not make for spectacular demonstrations. But eliminating small administrative burdens across hundreds of project personnel can create meaningful capacity. Rollo identified document management and record keeping as particularly promising areas, while Unke pointed to AI-assisted meeting notes and summaries as a practical application he’s already using. But, regardless of the task that AI’s applied to, the point is that it will not eliminate the project team’s responsibilities. Rather, it’s about the ability to reduce the friction surrounding those responsibilities.
SAFETY COULD MOVE FURTHER UPSTREAM The same shift from reactive to proac-
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tive decision-making may be particularly valuable in health and safety. Construction safety generates enormous amounts of documentation, including hazard assessments, safe-work practices, procedures and other records, that flow from subcontractors to general contractors and through multiple layers of the contracting chain. For Robibero, AI offers an opportunity to make that information more useful rather than simply generating more of it. “AI will summarize the data that’s available, but we still need a human on the back end to review, verify and ultimately communicate what that actually means in the field.”
THE LAST STEP IS CRUCIAL A system can identify a trend or generate a notification, but construction work still happens through people. A superintendent, foreperson or worker has to understand what the information means, determine whether it applies to the work being performed and act accordingly. On this note, Robibero believes that the
greatest opportunity lies in using historical safety data to identify higher-risk activities earlier. Historically, health and safety management has been forced into a reactive posture, investigating events after they occur and incorporating lessons learned. AI could help to reverse that sequence by identifying patterns in historical incident and risk data and highlighting higher-risk scopes before crews begin the work. It’s an approach that doesn’t remove the safety professional from the equation. It simply changes where that professional spends their time. Instead of manually reviewing every piece of documentation with equal attention, the team could focus its expertise on the activities and conditions that the data suggests deserves greater scrutiny.
COMPETITIVE ADVANTAGE For contractors wondering whether AI will provide a lasting competitive advantage, the panel offered a seemingly counterintuitive answer. And that is that it likely
WEBINAR won’t be the software. The same commercially available AI models are increasingly accessible to companies of very different sizes. A small contractor can use many of the same tools available to a national general contractor. That means differentiation will increasingly come from what contractors do with the technology. In fact, Unke suggested aspects of its use that are far more important than access to the technology itself. “The thing that’s going to set a contractor apart is the data quality, how it’s managed and how it’s input, along with having people who understand what data needs to be utilized.” Robibero similarly pointed to three factors that will help determine AI success: leadership, people and data. A contractor can have sophisticated technology, she suggested, but if employees don’t use it, if information is entered inconsistently or if leadership has not yet
established a clear reason for adopting it, the investment may produce little value. That creates an important distinction for general contractors. AI adoption is not simply a technology procurement exercise. It’s an operational change-management exercise. In light of this, the organizations that benefit most may be those capable of changing how project teams work, not necessarily those with the largest technology budgets.
OPENING FOR SMALLER CONTRACTORS AI represents an opportunity that may be significant for small- and mid-sized contractors. Construction technology has historically carried an association with major projects and large organizations that can absorb the cost of sophisticated BIM, VDC and data infrastructure. AI potentially changes that equation. Robibero has seen smaller trades arriving on projects with digital systems
that would have been unusual among similarly sized companies 15 years ago. Increasingly accessible tools are helping smaller contractors meet documentation and compliance requirements without building enormous internal technology departments. “The tools that are available now truly make what we’re talking about far more attainable for smaller and medium-sized contractors,” she said. “And I think it places those smaller trade contractors on a more level playing field.” The panel agreed that there’s also at times an organizational advantage. Smaller contractors can sometimes move faster because they have fewer layers of approval. A national organization may have substantial historical data and resources, but a smaller company may be able to test a new workflow and make decisions without navigating a lengthy enterprise process. Rollo cautioned, however, that
Congratulations to Diogo Fresco on being recognized as one of On-Site Magazine’s Canadian Construction’s Top 40 Under 40 for 2026!
Diogo Fresco grahambuilds.com/centennial/
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Senior Operations Manager Buildings, Toronto
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WEBINAR
It’s an approach that suggests the creation of a practical operating model for general contractors in which AI should be placed upstream of human expertise, not in place of it. For instance, the machine handles scale and the professional provides context. The machine identifies anomalies and the superintendent determines whether or not they matter. The machine surfaces historical patterns and the project team decides whether or not the current job resembles those same patterns.
BETTER DECISIONS BEFORE BOOTS HIT THE GROUND The most consequential AI applications discussed by the panel may ultimately occur before construction starts. Estimating, bidding, sequencing, crew allocation, equipment deployment, procurement and risk management all involve decisions that become progressively more expensive to change once work begins. AI can potentially analyze large amounts of historical and project-specific information much faster than a person can. Unke pointed to bidding and pricing, identifying long-lead items and critical paths, and determining how crews and equipment should be deployed. And the potential advantage is not simply speed. It’s the ability to examine more variables before committing to a strategy, something Rollo believes will continue to become increasingly more valuable moving forward. “There are a lot of things that are being picked up, or at least flagged to be evaluated much earlier, resulting in increased efficiency and quality.” Within this approach, the system
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doesn’t need to be right about everything. It just needs to be effective enough to identify potential issues that project professionals can investigate while the option to do so remains. In excavation, as an example, a model might identify a condition associated with a higher-risk area. In an existing building, it might flag an unusual interface between systems. In scheduling, it could identify a pattern associated with a likely delay. In these instances, the AI raises its hand, and the project team decides what to do.
THE HUMAN’S IN CONTROL That relationship between machine and human emerged as perhaps the clearest limitation, and opportunity, in the discussion. Unke compared AI-generated information to work produced by a junior employee – well-intentioned and potentially useful but requiring review from someone with enough experience to recognize what may be missing. For construction, that’s more than a philosophical concern. Project decisions carry safety, contractual, financial and professional consequences. An AI-generated recommendation can’t simply become the decision because it appears plausible. It reinforces the fact that AI can summarize, notify and identify patterns. But people still need to communicate, train, monitor and verify.
Construction has gone through technological shifts before, including the evolution of digital project management systems which have significantly changed how information is stored and exchanged, among many other equally dramatic changes. AI represents another stage of that evolution, but its most valuable contribution may be less about automating construction than changing the timing of decisions. As a result, the construction firms that will gain an advantage will not necessarily be those with the most AI tools. They will be those that can reliably feed useful information into those tools, establish workflows around the results and give experienced people enough time to act on what the technology identifies. That creates a different definition of productivity. It’s not simply doing the same amount of work with fewer people. It’s giving the people already responsible for delivering a project more time to make decisions that actually require construction expertise. For general contractors, that may be where the near-term AI opportunity becomes most tangible – not autonomous equipment or robot-built structures, but a system that quietly works in the background, watching schedules, safety information, project records and other signals, and telling the right person where attention is needed next.
PHOTO COURTESY OF GETTY IMAGES/ METAMORWORKS
THE NEXT ADVANTAGE contractors should right-size their technology investments rather than attempting to adopt everything simultaneously. Start with a business problem that needs addressing, he suggested, not a technology.
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CONGRATULATIONS Congratulations to Julian De Gasperis, named as a recipient of one of Canada’s Top 40 Under 40. This recognition reflects your hard work, vision and dedication to TACC’s commitment to building exceptional residential and commercial developments. We are proud of you and celebrate your achievement. From Silvio De Gasperis (President & CEO) and the entire Team at TACC Developments.
Julian De Gasperis Vice President, Land Development at TACC Developments Cheers to Julian De Gasperis on being recognized as a Top 40 Under 40 in Canadian Construction. A great leader in our industry at such a young age. Through our partnership in TACC Developments and the TACC Group of Companies, we have witnessed firsthand the vision, leadership, and dedication that help lay the foundation for many Arista Homes communities. From Michael De Gasperis (President & CEO) and the ARISTA ‘A’ Team 42 / SEPTEMBER 2026
PHOTO: OLEKSII GLUSHENKOV / ISTOCK / GETTY IMAGES PLUS
SEPTEMBER 2026
BENEATH THE SURFACE
SCANNING CONCRETE STRUCTURES BEFORE CUTTING AND DRILLING IN THIS ISSUE: 51 Delivering better quality with less rework | 55 Building smarter with digital tools on-sitemag.com / 43
DRILLING, CUTTING & BREAKING
SCAN FIRST, BUILD SMARTER
For leading general contractors, concrete scanning is becoming less of a specialty precaution and more of a core pre-task planning discipline, helping teams protect workers, existing structures and critical services while keeping complex heavy construction projects moving. BY SEAN TARRY
O
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PCL’s philosophy around concrete drilling, breaking and cutting is rooted in a cautious approach, scanning whenever there’s a possibility that concealed services or structural components could be present.
Kiewit classifies ground and concrete penetrations within its life-saving-action framework. That means the risk is established at the governance level and then carried through project planning and field execution. The approach is particularly relevant to heavy construction, where new work is frequently connected to existing infrastructure. Renovations, expansions, transportation projects, industrial facilities and major institutional developments can require hundreds of thousands of penetrations through structures that may have been constructed decades earlier. The objective is not simply to identify
hazards immediately before a drill starts. It’s to build enough knowledge of existing conditions into the project plan that crews can make informed decisions before they mobilize equipment and begin disturbing the structure.
FROM DRAWINGS TO VERIFIED CONDITIONS For PCL Construction, that philosophy is increasingly reflected in the use of formal concrete disturbance permits and scanning reviews. In fact, Keith Lakusta, Senior Superintendent with the company, says concrete scanning is necessary whenever there’s a possibility that concealed services or struc-
PHOTOS COURTESY OF PCL
n large-scale construction projects, drilling a hole in concrete can look like one of the simplest tasks on the schedule. In reality, however, a few minutes with a core drill can expose a project to consequences that extend far beyond the immediate work area. Existing concrete can contain reinforced steel, post-tensioning cables, electric conduits, mechanical services, plumbing, heating systems and other concealed components. On an operating facility, damaging one of those elements can also interrupt critical operations, trigger rework and create a schedule problem that spreads across multiple trades. That risk is helping drive a shift among general contractors with concrete cutting, coring, drilling and demolition increasingly being treated as planned, permitted and verified activities rather than routine field work. At Kiewit, for example, concrete penetration falls under the same broad risk management philosophy used for ground disturbance. Pat Wilson, Operations Manager with Kiewit’s Western Canada District, says the company treats the two activities similarly because both involve disturbing an existing condition that may contain hazards that are not immediately visible. “We treat it as though a penetration into concrete is like penetration into the ground,” he explains. “So, whether it’s ground disturbance or concrete penetration, we have a safety and operations execution procedure that we follow.”
PCL’s Lakusta believes operating facilities, hospitals, airports and other critical infrastructure deserve critical scanning considerations. tural components could be encountered. “Concrete scanning is becoming a standard practice rather than an exception,” he says, “With a Concrete Disturbance Permit and scanning review completed before any cutting, coring, drilling or demolition work proceeds.” Ground-penetration radar (GPR) is increasingly viewed as an industry best practice before concrete is disturbed. But scanning is only one part of the process. PCL’s approach also incorporates record drawings, existing-condition reviews, field verifications, permits and stakeholder approvals. Lakusta identifies several situations that warrant additional scrutiny, including operating facilities, hospitals, airports and other critical infrastructure, as well as thick concrete, densely reinforced structural elements and locations where both sides of a slab or wall can’t be scanned. The underlying concern is that the information available to the construction team may be incomplete. Existing drawings can be outdated, or renovations may have introduced undocumented services. A scan may identify an anomaly without providing enough information to determine exactly what it is. For Kiewit, that uncertainty is managed
through a hierarchy of verification and precautions. Wilson says field crews may investigate a questionable scan result by chipping out concrete or otherwise physically locating a suspected service. If the team can’t conclusively determine what the anomaly represents, the response is not necessarily to proceed as though it doesn’t exist. Instead, additional protective measures can be introduced. “The biggest lesson learned is that it takes the experience of someone to be able to manage that process, so that you can keep people safe out in the field.”
PLANNING THE WORK BEFORE THE WORK The strongest common thread between the Kiewit and PCL approaches is the emphasis on pre-task planning. For a general contractor, the question is not simply whether a penetration can physically be made. The team needs to understand where it can be made, what’s behind the concrete, what systems could be affected, who needs to approve the work and how the activity fits into the larger construction sequence. At PCL, that can mean bringing owners, engineers, specialty contractors and facil-
ity representatives into the process early. Scanning results, drawings and proposed work plans can then be reviewed collaboratively before crews are released to begin cutting or drilling. It’s a coordination that’s especially important when several trades are competing for limited space. Wilson points to Kiewit’s work on the Union Station expansion in Toronto as an example. The project involves modifying an existing station, connecting new construction to an approximately century-old structure and installing extensive new mechanical, electrical, plumbing and fire-suppression systems in a highly constrained environment. The traditional approach of leaving smaller services to be field-routed can create problems when multiple trades arrive in sequence. One crew may scan an area, install its system in the available space and inadvertently consume the room another trade needs. “If someone goes on-site and they’re the first ones in and they say: ‘I’m going to go and scan the concrete and put my run where it fits’ and then the next team comes in, there may not be any room left for them to do their work.” Kiewit responds to this dilemma by taking its BIM planning to a more detailed level on on-sitemag.com / 45
CONCRETE SCANNING
Scanning concere before major breaking, drilling or demolition starts can help identify issues that could potentially cause issues on projects.
electrical conduits and embedded services before planned cutting, coring and drilling began. The findings allowed the project team to relocate planned penetrations and modify the work plan before construction proceeded. The benefit was not just avoiding a potential service strike. It also meant avoiding the chain reaction that can follow an unexpected condition. “The value of concrete scanning can often be measured by the problems that never occur,” says Lakusta. That observation captures the business case for better pre-task planning. A scan that takes place before a crew mobilizes can be relatively inexpensive compared with the consequences of damaging an embedded utility, compromising structural reinforcement or shutting down an operating facility. The schedule benefits can also extend beyond the immediate task. An unexpected service strike can require investigation, engineering review, shutdown coordination, repair, inspection and rework. And each step can affect other trades and push subsequent activities. In contrast, identifying the conflict during planning creates options. The penetration can be relocated, the sequence can be changed, a service can be isolated, an engineer can develop an alternative detail, or the work can be coordinated around another activity.
CONNECTING FIELD CONDITIONS TO PROJECT PLANNING Some are under the impression that scanning simply creates delays on projects. PCL and Kiewit note the opposite based on firsthand experience.
projects where the risk of trade congestion justifies the additional effort. That’s an important distinction for contractors managing schedule pressure. More planning doesn’t necessarily mean planning everything to the same degree. Wilson describes the approach as essentially an 80/20 exercise, investing the greatest planning effort where uncertainty and consequences are highest, while retaining field flexibility where the risk is lower. For general contractors, that can help prevent a common trap in pre-task planning where teams spend so much time trying to
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eliminate every possible uncertainty that the planning process itself becomes a constraint.
THE SCHEDULE CASE FOR SCANNING There can be an understandable temptation on a fast-moving project to view scanning and permitting as activities that add time before production can begin. However, the experience of both contractors suggests the opposite can be true when the process is integrated early enough. At Edmonton’s ICE District, Lakusta points to a PCL concrete-scanning initiative in which detailed scanning identified concealed
GPR is only one component of a broader technology stack that’s changing how contractors manage existing concrete. PCL’s also using reality capture and laser scanning to verify embed locations, sleeves and other critical components. That information can help improve as-built documentation and provide a more reliable record for future construction. BIM adds another layer by allowing penetrations, blockouts and embedded components to be coordinated before construction. When field scanning information is brought into the digital planning environment, teams can compare actual conditions with design information and identify conflicts before crews encounter them. The result is a shift away from reactive construction to data-driven planning.
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CONCRETE SCANNING
Kiewit is looking toward the future of concrete scanning and the potential that artificial intelligence promises with respect to data-heavy activities, including utility locating, concrete scanning and detailed construction planning.
That evolution is particularly valuable on large projects because the volume of information can quickly exceed what individuals can manage through drawings and informal coordination alone. A detailed digital model can help project teams visualize conflicts between structural, architectural and MEP systems and coordinate sequencing before work reaches the field. Kiewit is already looking toward the next stage of that development. In fact, Wilson expects artificial intelligence to have a significant effect on data-heavy activities such as utility locating, concrete scanning and detailed construction planning. Rather than relying on people to manually interpret and coordinate every piece of information, AI could increasingly connect scan data, design information and interdisciplinary conflicts to produce detailed field instructions. “The technology’s going to be so advanced that it will do all of that detailed planning,” he says. “And you can literally lay out every single bolt and every single penetration that you’re going to do.” Automation’s already appearing in other parts of construction, Wilson notes, including the use of robotic systems capable of drilling large numbers of holes based on survey information and digital models. But the near-term opportunity for general contractors is not to remove people
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from the process. It’s to give experienced people better information and reduce the amount of manual coordination required to turn that information into a construction plan.
TRUST THE TECHNOLOGY, BUT VERIFY Although scanning technology continues to improve, both contractors share a caution that they say should remain central to any technology-driven workflow: a scan is not a substitute for human judgement. In fact, Wilson says that nobody should assume that scanning equipment can provide a complete answer without interpretation. The quality of the result, he asserts, depends on the equipment, the conditions, the available information and, most importantly, the experience of the person interpreting it. That principle also applies to digital models. A highly detailed BIM environment is only as useful as the information feeding it. Existing condition data must be verified, discrepancies must be addressed and field crews need a process for responding when actual conditions differ from the model. Without these elements, the consequences can range from minor rework to serious safety events. Wilson offers the example of a seemingly simple installation such as anchoring a bench. A small penetration could
unintentionally damage a de-icing system embedded within a concrete slab, potentially leading to extensive remediation. “Trust but verify,” he says. “These things could severely impact someone’s life, resulting in massive consequences.” For heavy construction contractors, that mindset may be the most important takeaway from the evolution of concrete scanning. The technology is getting better. GPR is becoming more common. Reality capture is improving existing-condition information. BIM is enabling more detailed coordination. Automation and AI promise to make the analysis and planning process faster and more efficient. But none of these tools eliminates the need for a disciplined workflow. In light of this, the emerging best practice is less about buying the most sophisticated scanner and more about integrating scanning into a broader system of governance, permits, engineering review, stakeholder coordination, field verification and document handoff. For contractors working on major Canadian projects, that system can turn an unavoidable construction activity, like making a hole in concrete, into a controlled and predictable operation. And when the objective is to keep a complex project moving safely, predictability is ultimately what the schedule needs most.
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QUALITY ASSURANCE
CONCRETE
UNDER PRESSURE How contractors are delivering better quality with less rework.
C
oncrete is obviously a critical part of construction projects, and today’s tight schedules, labour shortages and increasing project complexity are putting more pressure than ever on project leaders to avoid costly mistakes. On-Site has therefore gathered a round-up of news and advice from leading experts on how to best ensure quality throughout the entire process, from planning to pour. Let’s start with a look at new advances in formwork.
BETTER ACCURACY AND MUCH MORE According to Keith Lakusta, Senior Superintendent at PCL Constructors, the current trend in concrete projects toward using simpler, lighter, standardized and engineered formwork systems not only helps improve pour accuracy and quality, but
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productivity and safety as well. “Standardized and reusable formwork systems improve cycle times and consistency from pour to pour,” Lakusta explains. “Fewer components reduce installation complexity, assembly errors and labour requirements, and easier assembly and stripping improves productivity and schedule performance.” Looking at materials, he adds that more projects are now incorporating aluminum and composite formwork components, which reduce weight and handling issues (and therefore safety risk) for crew members. In addition, Lakusta says self-climbing and jump-form systems have also significantly improved concrete quality in highrise construction. Jonathan Boyce, Senior VP for British Columbia at Ledcor Construction (in consultation with Ledcor’s Quality Assurance and Quality Control teams), also
flags jump-form systems – and slip-form systems as well – as enabling better quality and speed. “Both applications directly affect the quality and consistency of the finished concrete,” he notes, adding that in both these systems, “multilayer hardwood form plywood is always the best choice for durability wear and for smooth and consistent concrete finish faces.” Concrete experts at Switzerland-based construction firm Holcim point out that there have also been advances in formwork engineered specifically for high-fluidity, self-compacting concrete. These systems are designed to withstand full hydrostatic head pressures, he notes, enabling the seamless placement of self-compacting mixes. This means no mechanical vibration is needed in the filling of heavily-reinforced or structural elements, with a flawless finish
PHOTO: COURTESY OF PCL CONSTRUCTORS.
BY TREENA HEIN
and superior structural accuracy achieved without risking formwork deflection.
HEAT, MOISTURE AND MORE Another factor in ensuring high-quality mass pours, say Holcim experts, is to accurately gauge heat generation. That is, rather than relying on ambient air temperature, project leaders should run thermal simulations prior to concrete placement to fully understand internal thermal dynamics. They also remind us that pouring directly onto dry, hot subgrades or rebar causes rapid moisture absorption out of the fresh mix. “In addition, mitigate surface evaporation risks on exposed slabs,” they state. “Overlooking the combined impact of wind, low humidity and direct sunlight before horizontal pours causes surface water to evaporate faster than bleed water rises. Prevent this by checking weather conditions ahead of time and have protective curing sprays or covers ready on site before the trucks arrive.”
PUMPING AGAINST GRAVITY As Boyce explains, maintaining constant and consistent concrete performance through long vertical or horizontal pumping distances is critical to the success of concrete placement in high-rise construction. “As project scale and tower heights increase, pumping becomes increasingly complex,” he says. “Crews must manage pressure loss over long distances, variations in mix consistency, potential pipeline blockages and segregation during pumping.” But in Lakusta’s view, the most troublesome aspect of concrete pumping on highrise and large-scale projects is often logistics rather than the pumping itself. Early planning of equipment selection, pump placement, access routes, line routing, concrete supply and contingency measures are all therefore essential to maintaining safe, efficient and uninterrupted concrete placement operations in this scenario. He also advises, in terms of pumping logistics and equipment planning, using care in your selection of pumping equipment based on project height, placement volumes, reach requirements and site constraints.
PCL ensure that large-scale concrete projects are approached with logistics front-of-mind, paying poarticular attention to the planning of equipment selection, pump placement, access routes, line routing, concrete supply and contingency measures. It’s an approach that helps to maintain a range of safe and efficient concrete placement, no matter the type of scenario that construction crews encounter on the jobsite.
In addition, he recommends to “engage pump suppliers and placement specialists early, and evaluate vertical pumping distances, line routing, pump locations and access requirements before construction begins.” Indeed, in constrained urban sites in particular, Lakusta says line routing, maintenance access and coordination with other site activities must be carefully planned. “Construct and maintain suitable access roads capable of supporting pumps, concrete trucks and support equipment,”
he says. “Plan truck routes, staging areas and traffic flow to avoid bottlenecks during placement. Select pump locations that balance reach, productivity and site accessibility throughout the project.” Boyce has two other pieces of advice to ensure success with pumping concrete. He explains that while additional plasticizer can improve pumpability, factors such as aggregate size and density also need to be considered to ensure that the concrete can be effectively placed and avoid honeycombing or voids. on-sitemag.com / 51
QUALITY ASSURANCE
Most industry experts agree that one of the most important things crews can do is to ensure that concrete designs are simplified and that related complexity is reduced where possible.
In addition, he notes that excessive wear, insufficient anchorage and complex pipeline routing are all risk factors. “Appropriate routing, regular inspection of joints and monitoring of pipe wall thickness are important measures to support safe and reliable operations,” he says.
OVERALL APPROACH In the end, as is the case with any part of a construction project, all these experts agree that maximizing quality and productivity outcomes in all concrete pours begins well before construction starts. In Lakusta’s view, the focus must always be on better
constructability reviews, simplification of project design, proper planning, strong site logistics and early communication. He adds that where possible “simplify concrete designs and reduce unnecessary complexity. In addition, standardized pours, details and construction sequences can improve productivity and consistency. And review structural, architectural and mechanical/electrical drawings together early in the process, to identify clashes, constructability concerns and sequencing challenges before field execution.” Boyce also stresses a systems approach, especially in high-rise concrete construction, ensuring that all project partners are involved early in pre-construction. “Earlier integration of the placement logistics, mix design and field operations can help identify potential issues, maintain high safety standards and reduce the risk of delays,” he says, “ultimately improving the final pour.”
Avoiding costly mistakes: how to avoid 10 of the top concrete project errors 1.
2.
3.
4.
Incomplete Pre-Pour Verification - Improper verification is sure to lead to quality issues. Avoid this through completing field verification before the pour, including inspection of embeds, sleeves, anchor bolts, elevations, FF/FL requirements and other critical issues that become difficult or impossible to correct after placement. Insufficient Coordination and Communication - Avoid this by involving all the correct key stakeholders during pre-pour planning. Implement a structured pre-pour process, including checklists, mandatory signoffs, hold points and a formal ‘Go/No-Go’ meeting before placement. Conduct onsite pre-pour walkthroughs with all stakeholders to review the placement sequence, challenge assumptions and identify overlooked issues. Ensure the agreed-upon plan is clearly understood by everyone involved and that field supervision has ownership of the execution strategy. Inadequate team preparation and composition - Even a well-designed mix can result in defects if concrete is not properly placed and consolidated. Required experience and training should be established early, and uptraining may be required. Experienced concrete placement crews should be involved in pre-pour planning to support consistent execution, safety, and quality. Inadequate Formwork and Site Readiness -
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5.
6.
7.
Invest in site access, haul roads and temporary infrastructure early, as they significantly influence productivity and schedule performance. Formwork, reshoring and support systems must be inspected and verified before placement, and loading assumptions confirmed. Ensure all debris is removed from forms and that decks are clean and there is no concrete buildup on reinforcing steel before concrete pour begins. Selecting a mix without considering reinforcement congestion - A mix that performs well under testing conditions may not flow effectively through heavily-reinforced walls and columns. Aggregate size, workability, placement requirements and crew experience should be considered when developing and finalizing the mix. Lack of Contingency Planning - Avoid this by planning thoroughly. Ensure you are prepared to complete the pour in terms of having mitigation plans in place for all risk factors. This means identifying risks and confirming contingency plans 48-72 hours in advance, including risks such as weather impacts, equipment availability, concrete supply, pumping logistics and emergency response plans. Ignoring Warning Signs - Always stop a planned pour if there are any quality concerns or placement issues. Escalate issues early and ensure concerns reach the
individuals who can resolve them before they impact the work. 8. Failure to Establish and Verify Quality Expectations - Complete mock-ups for architectural concrete, specialty finishes or unique details. Ensure quality requirements and finish expectations are in place before production work begins. Also identify which concrete surfaces will remain exposed versus concealed. 9. Insufficient Planning to Address New Requirements - Evolving seismic requirements can result in increasingly complex reinforcing layouts, creating additional needs during concrete placement. Early constructability reviews and construction input during design development can help identify and address potential placement issues. 10. Communicate Effectively - Communicate early, the earlier the better. Earlier integration of the placement logistics, mix design and field operations can help identify potential issues, maintain high safety standards, reduce the risk of delays, and ultimately improve the final pour. Make sure all quality expectations, finish requirements, curing requirements and placement procedures are communicated clearly in a documented fashion. At the same time, ensure your production targets and schedules are reasonable and align with project conditions.
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DIGITAL TOOLS
HIGH-TECH CONCRETE
A look at the advanced digital solutions helping to optimize concrete work.
C
oncrete, which has a history stretching back to the use of cementitious materials in ancient Egypt and Rome, is getting a high-tech makeover. Sensors, scanners, software, and other solutions are being used throughout the concrete life cycle from mixing and batching to pumping, pouring, and hardening. “Concrete construction is undergoing a major digital transformation,” states Kevin Garcia, Senior Director of Civil Speciality Solutions, Trimble. “Advanced technology solutions are emerging rapidly across all
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phases of concrete construction.” “I believe we’ve never seen this level of adoption of technology in the concrete and construction sector. It’s really encouraging and exciting to see our sector, which was traditionally a laggard, actually adopting technology,” adds Aali Alizadeh, CTO and Co-Founder of concrete digital solutions firm, Giatec Scientific Inc., which is headquartered in Ottawa. Labour shortages and material costs are helping drive this adoption, adds Alizadeh. Matthew Bullis, Chief Strategy Officer at RapidWorks, agrees with these assessments
but offers a major qualification. “The biggest opportunity isn’t simply adding more technology - it’s making better use of the information companies already have across dispatch, equipment, crews, and the office, while making it easier for customers to do business with them through digital tools,” states Bullis, whose company offers field management solutions for heavy construction equipment service-providers.
MANAGING AND OPTIMIZING MIXES Giatec, for its part, offers solutions such as
PHOTOS: COURTESY OF THE DANIELS CORPORATION
BY NATE HENDLEY
SmartMix to consolidate disparate data. An online concrete management and quality control platform, SmartMix can be used by concrete producers to manage and optimize mixes. To achieve this end, SmartMix compiles concrete mix data derived from sensors, monitors, telematics and other sources. This information is then analyzed by Roxi, “the world’s first AI-engine for the concrete industry,” according to Alizadeh. Roxi, which is embedded in the SmartMix system, was trained on a huge concrete data set containing over 300,000 design mixes, he continues. Roxi-driven analysis can be used for quality control and forecasting, enabling concrete producers to detect problems early, review historical information and make sense of a wide range of information. “We believe there is a massive amount of data that our industry is generating, and if you leverage that by connecting data silos together and analyze it in real-time, we can make the industry more productive, more efficient and save time and money in projects,” states Alizadeh. This April, Giatec announced three new SmartMix advancements, including MCP (Model Context Protocol) Connector (facilitates the transmission of customer data from AI models such as ChatGPT for use with SmartMix), Smart Analytics (quality and production insights delivered in seconds) and Single Sign-On (a simple authentication process). In January 2025, Giatec released a magnetic sensor system called MixPilot at the World of Concrete Show. MixPilot focuses on
slump - the measurement of the consistency of fresh concrete prior to hardening. In a traditional slump test, workers place a sample of wet concrete in a metal cone, compact the material, then lift the cone to measure how far it settles. By contrast, MixPilot “goes on the concrete drum and it analyzes slump and temperature [while the concrete is] in transit. When concrete is delivered to the jobsite it has to meet the slump targets that are set for that particular jobsite. MixPilot gives you visibility in transit. So, you can see how your slump is changing. As you are getting to the jobsite, you can plan your pour more efficiently,” explains Alizadeh. Another Giatec solution called SmartRock is a wireless sensor system that measures concrete temperatures and monitors strength. Real-time data about hardening, curing and other factors can be delivered to mobile phones or other devices. Once concrete arrives at a jobsite, it can be poured (emptied from the mixer via gravity or a chute) or pumped (deposited into a worksite via hoses and machinery). Companies offering digital solutions for these processes include RapidWorks, which specializes in concrete pumping software.
STREAMLINING OPERATION The company’s main solution, the RapidWorks Platform, contains features such as Rapid ERP (“helps dispatchers schedule jobs, assign pumps and operators, manage changes throughout the day and track job progress” which dramatically reduces paperwork while
streamlining operations, says Bullis) and Rapid on the Go. The latter enables operators to “access job information on their mobile device, complete electronic job tickets, capture customer signatures, perform safety inspections, complete vehicle inspections and record arrival and departure times from the field,” explains Bullis. In addition, the RapidWorks Platform has an easy payment feature, centralizes certain administrative tasks and boasts a mobile app called Rapid Service Request that lets clients “request a concrete pump anytime, day or night. Requests flow directly into the pumping company’s dispatch queue to a waiting list, where dispatchers can review the job, assign the right pump and crew and schedule it alongside existing work,” says Bullis. Trimble also offers a series of hardware and software products to aid concrete work. One of the company’s leading products is Trimble Connect, a cloud-based data storage platform that stores digital models, project files and information gleaned from scans, among other things. These materials can be easily shared among project participants, for collaboration purposes. Trimble’s Tekla Structures 3D BIM software program, meanwhile, “enables 3D concrete modeling, precise rebar detailing, pour sequencing and automated pour drawing generation,” says Garcia. He goes on to explain how Trimble’s digital ecosystem enhances concrete work. “As concrete is poured, field production data is automatically captured and matched against labour hours, equipment usage and material volumes inside the contractor’s ERP [Enterprise Resource Planning system]. This gives project managers immediate visibility into productivity metrics,” he states.
CONCRETE SCANNING
Concrete jobs are now being evaluated post-job through the use of reality capture to help help verify floor flatness and levelness, pour volumes and as-built foundations.
Once concrete is in place, contractors can use 3D laser scanners such as the Trimble X9 to evaluate their work. Weighing only 13.33 pounds, this self-calibrating scanner maps jobsites, captures 3D point clouds and can be integrated with Trimble Connect. The Trimble X9 “performs post-pour reality capture to verify floor flatness and levelness, compute exact pour volumes and validate as-built foundations and anchor bolt placements against the BIM model,” explains Garcia. on-sitemag.com / 55
DIGITAL TOOLS
Easy to use handheld devices are providing crews with greater onsite confidence.
Trimble recently tweaked Trimble Business Center (TBC) - the company’s office software platform. Using data inputted by Trimble scanners and other sources, TBC can now help identify potential problems in jointed concrete pavements such as spalling, cracking and breaks. Leica Geosystems (which is owned by Hexagon Geosystems) offers the C-thrue concrete scanner - a hand-held, battery-powered device that utilizes Ground Penetrating Radar (GPR) to see into hardened concrete. The wheeled C-thrue scanner can be easily rolled over a surface, while a dual antenna polarization feature enables the detection of objects near the top layer of concrete as well as objects buried deeper such as post-tension cables. C-thrue also notes the location of voids inside a concrete slab and reports its findings on a display screen. “Information comes back to you instantaneously, in the form of a radargram [a 2D visual image]. As you are pushing the system, a profile gets built instantaneously. Operators can put their findings in chalk or pen on a concrete slab and build a picture of where the rebar is, the post-tensions cables,
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everything down there,” says Simon Pedley, Sales Director, Detection, U.S./Canada, Hexagon Geosystems. The C-thrue scanner is aimed at a wide swath of customers, be they contractors or demolition teams. Data collected by C-thrue can be integrated and analyzed using Hexagon’s NDT Reveal software or incorporated into CAD workflows for further analysis, he adds. The company also offers a smaller version of the tool called C-thrue XS, which is intended for use in difficult to reach places or to reduce operator fatigue. This June, Leica Geosystems also unveiled three new RTC terrestrial laser scanners, the RTC300, 500 and 700, which map out the precise geometry of surfaces and structures. Data gathered by RTC scans can be used for surveys, or to check against BIM models to verify construction conditions, monitor progress and identify potential errors or problems. “The RTC is a tripod-mounted device. It is light - 11 to 12 pounds - and easy to move around. A single scan can last anywhere from 30 seconds to a couple of
minutes. It scans an enormous amount of data very quickly. You can choose to have imagery with [the scan] or choose not to have imagery with it,” says Mike Harvey, Reality Capture Senior Product Manager in North America for Leica Geosystems. For concrete work, Harvey recommends the RTC500, capable of capturing two million points per second. Among other tasks, the RTC500 is extremely useful in assessing concrete floor levelness and flatness, which can vary. “The floor smoothness for a parking garage is radically different than something for a high-end medical facility,” notes Harvey. As for the future, Bullis expects to see digital solutions make further inroads within the concrete sector. “Looking ahead, technologies like AI, IoT and smarter analytics have the potential to make those operations even more effective. They can help businesses identify scheduling conflicts sooner, better understand equipment usage, improve maintenance planning, and make more informed operational decisions.”
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CONCRETE TECHNOLOGY
By Jacob Stoller
Modular Goes Mainstream
As the construction industry continues to struggle with productivity, modular construction has an obvious appeal. Its advantages, however, are not just about building faster.
I
n June 2021, Chinese modular construction company Broad Sustainable Building Company Inc. assembled a 10-storey residential tower in Changsha, China in only 28 hours. While the sheer speed attracted wide attention, many of the benefits of the approach are not immediately obvious. That technology is coming to Canada. UBC professor Tony Yang leads UBC Smart Structures, a University of British Columbia program that is experimenting with similar methods. Yang sees modular construction not as a magic bullet, but as part of a growing toolkit for addressing perennial issues such as budget and schedule creep, sustainability, and resilience of structures to natural disasters such as earthquakes. Accordingly, Yang’s team includes expertise in areas such as seismic design, robotic construction, structural monitoring, and innovative materials such as mass timber. “My research team are developing new technology to build faster, smarter, and more environmentally friendly,” says Yang. “So modular construction is just one sector of the work I do at UBC.” The team is also leading a national initiative, backed by $8.27 million in federal funding, to develop modular solutions to help ease Canada’s housing shortage. 214Constructing modules in a controlled factory environment takes much of the uncertainty out of construction, reducing the need for buffers. Labour can be scheduled more tightly, materials can be ordered in more precise quantities, and unexpected weather conditions don’t cause delays. And because there’s less waste, modular makes projects greener. Washrooms, which require coordination of various trades and technologies, present a strong use case for the modular approach. “Modular washrooms are something that I’ve seen a lot of success with,” says Troy Galvin, Construction Leader at PCL Industrial Constructors Inc. “With washrooms, you need a high degree of quality. Bringing that into a controlled factory environment allows all of your disciplines to come in sequence when they’re needed. So, if you’re building 300 of them, you can get really efficient at it.” One of the advantages, Galvin notes, is that a factory environment allows the use of technologies such as CNC and robotic welders, which would not be feasible on a jobsite. Another advantage of modular is that it facilitates construction of industrial facilities in remote regions such as Canada’s North where it’s difficult to get work crews.
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PCL, for example, produces industrial modules for processing plants in the oil and gas sector in its Nisku, Alberta facility. Some of these are massive – one super module measured 139 ft long (42.4 m), 62 ft wide (18.9 m), and 128 ft tall (39.0 m), weighing 2,811 tons. “Whether it’s in an industrial facility for the oil and gas sector or a hydroelectric dam, the core of it is typically an offsite fabricated element,” says Galvin. “Then you extend out from that with your stick-built construction. I think with industrial construction, we’re going to continue to see a lot of growth, especially as we get into remote locations.” When transporting modular elements, weight can be a critical factor, and accordingly, Yang’s lab is experimenting with steel structural elements as an alternative to large amounts of concrete. “One technology we have developed uses a steel truss with energy dissipation devices,” says Yang. “That gives the advantages of both rapid construction and resilience to earthquakes. So, this is a technology that is lightweight, earthquake resilient, and suitable for very rapid construction – even faster than some of the projects we’ve seen in China.” While the videos of modular on-site assembly are jaw dropping, they don’t show the enormous amount of planning and preparation that goes into these projects. The work also requires significant manufacturing facilities that are in short supply in Canada. “Modular has to be contemplated right at the beginning of a project,” says Galvin. “We’ve seen some examples where it was a bit of an afterthought, and it’s challenging for all parties to integrate that into the build.” Contractors should also be wary of the shiny object syndrome – the belief that modular will be the answer to every problem. “I think we need to shift the mindset,” says Galvin. “Instead of asking ‘what can be done with modular?,’ we need to ask, ‘how can modular provide the most value?’ And value would be measured in speed, schedule, the quality you get from building and refining in a controlled environment, and last but not least, the higher degree of safety you can achieve in a manufacturing space.”
Jacob Stoller is principal of StollerStrategies. Send comments to editor@on-sitemag.com.
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on-sitemag.com / 59
RISK
By David Bowcott
Insuring the impact Understanding the true cost of construction risk
C
onstruction is a risky business. Considerable time is spent identifying the events that can negatively impact a project, including fire, water damage, design errors, subcontractor default, equipment failure and any number of other events. But identifying the risk is only part of the exercise. An equally important question is: If that risk actually occurs, what will it really cost? The answer is rarely limited to the direct cost of repairing physical damage or correcting the original problem. A relatively contained event can have a much larger economic impact as it works its way through a project. Work is disrupted. The schedule moves. General conditions continue. Labour and equipment become inefficient. Financing costs increase. Acceleration may be required. Other trades may submit claims. Ultimately, the owner may experience a delayed opening or loss of revenue. These are the impact costs of construction risk. Understanding their potential magnitude, and determining which insurance policies may respond to them, should be an important part of any project risk-management strategy. Consider a water loss on a major construction project. The direct cost of removing and replacing damaged work may be relatively straightforward. But what happens if the repair affects the critical path and delays completion by three months? The resulting financial consequences can quickly expand. And while some costs are directly attributable to repairing the damage, others arise as a result of the project taking longer to complete than it should have. That distinction matters because different costs may be treated differently by the construction contract and insurance policies. The same principle applies to other construction risks. A design error can result in far more than redesign and rework. A subcontractor default can generate replacement contractor costs, extended general conditions, acceleration, impacts to other subcontractors and potential owner claims or liquidated damages. The event itself is only the starting point. The real financial exposure is the total economic consequence of that event. Once the potential impact of a loss has been identified, the next question is how those costs may be recovered. Which of these impact costs are actually insured? Several types of insurance may be relevant, including Builder’s Risk, Professional Liability, Subcontractor Default Insurance, CGL or Wrap-Up Liability, Pollution Liability, Marine Cargo and DSU. A significant construction loss can involve multiple policies, contractual recovery mechanisms, limits and sublimits simultaneously. The objective of general contractors should be to understand where each significant impact cost is expected to land before the project begins. That analysis should also inform the amount of insurance
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purchased. Construction teams spend considerable effort estimating project costs before a shovel goes into the ground. Similar discipline should be applied to estimating the economic consequences of major project risks. What would a three-month critical-path delay cost? What about six months? What are the project’s monthly general conditions? How much additional interest would be incurred? What revenue depends upon the anticipated completion date? What would it cost to replace a critical subcontractor halfway through its work? These questions should be considered when determining insurance limits and sublimits. This exercise can also expose coverage gaps. If a project determines that a major subcontractor default could generate $10 million of indirect costs, for example, but the applicable insurance provides only a fraction of that amount for those costs, the project has identified a significant retained risk. Discovering that exposure before construction begins provides an opportunity to address it. Discovering it after the loss does not. Even a well-designed insurance program does not automatically result in full recovery. Construction claims can be extraordinarily complex. Costs need to be identified, documented, segregated and allocated between base contract work, repair work, delay costs, change orders and potentially multiple insurance policies. Schedule impacts need to be connected to the loss event, and concurrent delays may need to be separated. This is where claims expertise becomes particularly important. Large construction losses increasingly require a combination of insurance coverage knowledge, forensic accounting, engineering and scheduling expertise, and legal and contractual analysis. The objective is not simply to demonstrate that a loss occurred. It is to establish a defensible connection between the event, its impact on the project and the resulting financial loss. That expertise can also be valuable before a loss occurs. Understanding how costs would ultimately need to be documented and proven can influence project controls, record keeping and the structure of the insurance program itself. Construction risk management should therefore ask three questions: What can happen? What will it really cost if it does? And where will we recover those costs? The best time to answer those questions is not when the project is already months behind schedule and the costs are accumulating. It is when the risk is still just a risk.
David Bowcott is the Executive Vice-President of the Construction Industry Group at Platform Insurance Management. Please send comments to editor@on-sitemag.com
ADVERTISERS’ INDEX & WEBSITES Aecon..........................................www.aecon.com.......................................................................23
Ledcor.........................................www.ledcor.com.................................................................30, 35
Arista..........................................www.aristahomes.com............................................................42
Maxan Interior Systems.............www.maxaninteriorsystems.com............................................30
Bird Construction.......................www.bird.ca.............................................................................23
Northbridge Financial................www.nbfc.com.........................................................................20
Black Tar Construction..............www.blacktar.ca......................................................................34
Northern Industrial Construction...................................................................................................
Canadian Concrete Expo...........www.canadianconcreteexpo.com............................................53
www.niconstruction.ca...............................................................................................................29
Clark Builders............................www.clarkbuilders.com...........................................................31
Parkwest Projects......................www.parkwestprojects.ca.......................................................34
Construction Demathieu & Bard....................................................................................................
PCL.............................................www.pcl.com............................................................................25
www.cdbtechno.com..................................................................................................................29
Pitt Meadows Plumbing & Mechanical Systems Ltd.....................................................................
CTS Cement...............................www.ctscement.com...............................................................49
www.pittmeadows.net................................................................................................................32
EllisDon......................................www.ellisdon.com....................................................................28
Platform.....................................www.platforminsurance.com..................................................63
Gomaco......................................www.gomaco.com...................................................................47
Shurway Contracting.................www.shurway.ca......................................................................35
Graham......................................www.grahambuilds.com.........................................................39
Singleton Urquhart Reynolds Vogel LLP.........................................................................................
Gravity Architecture...................www.gravityarchitecture.com.................................................33
www.singleton.com....................................................................................................................33
Hammersmith Corp...................www.hammersmithcorp.ca.....................................................26
Uline...........................................www.uline.ca...........................................................................61
International Motors..................www.international.com.............................................................2
Wirtgen America........................www.wirtgen-group.com...........................................................5
Kahua.........................................www.kahua.com......................................................................41
World of Concrete.......................www.worldofconcrete.com......................................................57
Kubota........................................www.kubota.ca........................................................................13
WSIB...........................................www.wsib.ca..............................................................................7
LBX.............................................en.lbxco.com............................................................................64
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2026-08-20 9:10 AM
CONTRACTORS & THE LAW
By Laura Delemere, Borden Ladner Gervais LLP
Choosing the right project delivery model in today’s market Three-step approach to determine the best fit
T
here’s no shortage of project delivery models available to the construction industry, each with its own strengths and challenges. With that in mind, the same model may not be “right” for every project in today’s market. An owner’s selection of its project delivery model should focus on what the best fit is for its particular project. A three-step framework is discussed below, as a multidisciplinary approach to determining the best fit. The effectiveness of this approach is dependent on the depth and accuracy of information available to the owner. By receiving input from multiple disciplines (e.g. engineering, operations, lawyers), the owner can obtain a more holistic understanding about how its own strengths, limitations and goals fit with a particular project delivery model.
STEP 1: OWNER SELF ASSESSMENT The owner undertakes a critical assessment of its own strengths, limitations and goals in relation to its project, which are then distilled into evaluation criteria. Examples of criteria are familiarity with the model, risk allocation, budget fixed early, schedule efficiencies, competitively priced construction, market capacity, innovation, demand on owner resources and potential for conflict.
STEP 2: IDENTIFY THE PROJECT DELIVERY OPTION The owner then identifies a short list of delivery models that it would like to compare for best fit for its project. The more commonly considered project delivery models are: • Design-Bid-Build (DBB): The owner first engages a consultant to prepare design and construction documents for its project. Once completed, these design and construction documents are used by the owner to separately procure a contractor to build the project. • Construction Management at Risk (CMAR): The owner engages a construction manager (CM) to provide limited advisory and construction services for its project. The CM provides advisory services to the owner during the design phase of the project. During construction, the CM assumes the risk for construction and enters into agreements with a number of subcontractors to construct the project. • Design-Build (DB): The owner engages a contractor (design-builder) to design and build the project, based on the owner’s requirements. The design-builder is responsible for coordination between design and construction.
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•
Design-Build-Finance-Maintain (DBFM): In this Public-Private-Partnership (P3) model, the public owner engages a private entity (Project Co) to design, build, finance and provide maintenance services to the project. • Multi-party [Alliance and Integrated Project Delivery (IPD)]: The owner enters into a multi-party contract with other entities [e.g. designer, contractor, consultant(s)], which together form the project delivery team. These models require the project delivery team to collaborate throughout the project delivery process. Some of the above models may not be appropriate options for every project. In addition, an owner may wish to consider additional models, or variations to the above models, as potential options for its project. An owner’s focus in Step 2 is to develop a short list of potential options for its particular project, which can then be assessed for best “fit” in Step 3.
STEP 3: “FIT” ASSESSMENT The owner scores each project delivery model option (from Step 2) against the owner’s evaluation criteria (from Step 1) to assess how well each option fits against the owner’s criteria for its project. If certain criteria are more important to the owner than others, the criteria may be assigned relative weights for scoring purposes. The total scores for each project delivery model are then compared to assess which option best fits the owner’s strengths, limitations and goals for its project. The above three steps provide a general framework for a multidisciplinary approach to selecting a project delivery model in today’s market. Although the successful progression of any project depends on a multitude of factors, selecting a project delivery model that is right for your particular project provides a more solid foundation from which success can be built. These materials are designed to provide information only and although prepared by professionals, do not constitute legal or professional advice. If legal or other professional advice is required, legal services should be sought.. Laura Delemere is a Partner at the Calgary offices of BLG Law. This article provides an overview and is not intended to be exhaustive of the subject matter contained therein. Although care has been taken to ensure accuracy, this article should not be relied upon as legal advice
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64 / SEPTEMBER 2026