For some, finding a career that supports a creative brain and an organized, entrepreneurial spirit is a challenge. But that’s where a career in interior design is perfect. In this guide, we’ll walk through how to become an interior designer—what they do, how long it takes to become one, plus salary expectations, and tips for success. 

What does an interior designer do?

An interior designer creates safe, functional, and aesthetically pleasing interior spaces through layout and design. This includes selecting finishes, managing design timelines, and blending beauty with practical needs like accessibility and building codes to deliver for clients. 

Interior designers work with a range of clients, from individual homeowners to commercial businesses, to develop and deliver on plans built with CAS software. They also coordinate with contractors around paint, lighting, furniture, and more to bring agreed-upon designs to life. 

Everything from electrical layouts to flooring designs needs to align with regulations and the overall vision. Key responsibilities for interior designers include: 

• Client meetings and consultation: Designers must understand clients’ must-haves, budgets, vision, and project timelines. 
• Interior planning: Before the work can begin, interior designers must determine space use, create layouts, and meticulously plan traffic flow.
• Design work: This process involves sketching plans, creating presentations with renderings and mood boards, and selecting colors, furnishings, and materials.
• Draft technical documentation: Interior designers create detailed drawings, including partition, plumbing, and electrical plans. In this process, they must ensure their designs meet local building code regulations.
• Project management: Interior designers need to estimate costs, develop timelines, order materials, and oversee each installation. 
• Continuous collaboration: Designers must work with engineers, architects, and contractors, such as plumbers and electricians, to ensure everything is implemented correctly and to the client’s satisfaction. 

How long does it take to become an interior designer?

Interior design is one of those careers with many potential pathways. Some choose a degree program, and some prefer a smaller diploma or certificate. The shortest (and least common) route takes at least two years to become an interior designer with a certificate of study. 

If students choose to take the National Council for Interior Design Qualification (NCIDQ) exam after their associate degree, they must have 3 years of full-time work experience in addition to their studies. If they go for a four-year bachelor’s degree, students need only two years of experience to qualify for the exam. The typical pathway takes roughly five to six years of formal education and on-the-job learning. 

Steps to become an interior designer

1. Choose an accredited program

Selecting an accredited program is important for earning industry recognition and building a strong foundation for a long, thriving career. When shopping around for the right school, consider future specializations, time commitment, and accessibility. Also bear in mind these:

• Curriculum: Review the program syllabus and make sure it’s up to date with current industry trends and tech advancements. That, with a balance of foundational concepts, will be more likely to offer a well-rounded, practical skillset. 
• Flexibility and duration: The course length and schedule should align with your personal lifestyle and commitments, as well as the depth of education you desire. 
• Financial aid and total costs: The course’s affordability will be a major factor when shopping for schools. Determine what kind of financial assistance options are available, if needed, and what payment plans may look like for the most stress-free learning experience. 
• Reputation and alumni success: Check out the school’s online reviews and testimonials, including what alumni say about the programs. Make a point to attend information sessions for a closer look at what the school has to offer. 

2. Build a portfolio

Once your schooling is completed, the next step on the roadmap is to start building your portfolio. New designers will curate portfolios that showcase their proficiency and unique style developed during their studies. They should incorporate projects completed in their personal time and while in school. 

3. Gain work experience 

The next step is to gain some real-world experience. This could look like an internship, temporary position, or mentorship program, helping students translate their education and theoretical knowledge into practical expertise. Projects completed through this work experience period should be added to the already-established portfolio. 

4. Specialize

Once the work experience is gained, it’s time to consider specializing. Niche specialty areas give new interior designers a competitive edge in the growing market, and may include sustainability, color consultations, Feng Shui, lighting, and more. Some designers also specialize in a particular industry, such as hotel design, institutional design, corporate interior design, or set design. 

5. Kick off continued education

The interior design field is rapidly evolving, and webinars, workshops, and bootcamps from different institutions help designers keep up with the latest trends and techniques. 

The last step is a constant one and could be introduced as early as when building a portfolio. It’s networking, and designers must forge connections with industry peers and businesses to open doors for new opportunities and clientele. 

How much does an interior designer make?

On average, American interior designers make $72,849 per year, according to ZipRecruiter. On the low end, accounting for just 2% of jobs, designers make $30.5k per year, and on the high end, also accounting for 2% of jobs, they make $107.5k per year.

The more experience and the more impressive the designer’s portfolio, the more they typically earn. Those who choose to specialize or lead a group of designers at a larger corporation will also earn more than the average individual designer. And of course, the average pay range for an interior designer varies widely by location. Those in higher-cost-of-living areas will generally earn more than those in lower-cost-of-living areas. 

Tips for success as an interior designer in the US

To be successful as an interior designer, you have to put in the work—but it’s not just design talent. A strong business acumen is equally important. And because it’s a people-first profession, the warmer, more collaborative, and professional a designer is, the more quickly they’ll see success. 

Four core areas of success to absolutely keep in mind include: 

1. Business acumen: Interior designers need to treat their practice like their own business. Learning marketing, finance, contracts, strategic planning, and simple growth strategies goes a long way. 
2. Technical proficiency: Knowing the ins and outs of the latest software and understanding local building codes and regulations will give designers a competitive edge.
3. Problem-solving: A sharp eye for detail and the ability to visualize the end product will help any designer bring a client’s pain or a new vision to life. 
4. Project management: Staying organized, managing budgets, tracking time, and juggling several deadlines are all in a day’s work for any designer.

Is interior design a good career? 

If you’re creative, passionate about transforming spaces to be beautiful and functional, and never shy away from a challenge, a career as an interior designer would be perfect for you. The career has a slow build to rewarding, high-earning potential, especially for those who specialize, but it comes with long hours and many client demands. 

Interior design provides creative fulfillment, and designers have a choice among many paths, including freelancing, sales, and larger firms. Those who choose this career can expect to keep up with the latest tech, like smart homes, and evolving design trends like sustainability. For creatives who like to work hard and stay current, it’s the perfect choice. 

As far as challenges go, interior designers can run into stressful and demanding environments. Project management and deadline balancing are tricky, clients can be difficult to manage, and construction setbacks could lead to 60+ hour workweeks. This career may also not be right for you if a slow grind to financial success is an issue, or if you already struggle with income instability. Lastly, the competition can be tough, so if you’re less than inclined to fight for positions and client business, you might have a tough time in the field. 

Final thoughts

Interior design is a field that combines creativity, business acumen, organization, and an entrepreneurial spirit. If you’re passionate about your creative eye, and a slow build of 5 or 6 years is no problem, you could be looking at many years of job security and financial success. Construction demand, especially on the commercial side, is showing no signs of slowing, which means the US needs more designers to raise their hands and bring innovative visions to life. 

If you enjoyed this how-to guide for interior design, you may also enjoy: 

• How to become an electrical engineer in the U.S. (steps, salary, careers)
• How to become a construction safety officer: Salary, steps, and career outlook
• How to become a civil engineer: Degree, licensing, & salary
• How to become a carpenter in the US: Steps, salary, and training
• How to become a land surveyor in the U.S (salary included)

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The construction industry sees one of the highest suicide rates of any industry. Many teams have made strides to reduce mental health stigma as a form of prevention, but postvention support goes largely unspoken about. 

In the second of the three-part mini-series, John continues his chat with Mariah Moore to discuss what current postvention resources look like for construction teams, who are responsible for doing better, and why peer support is a missing piece of the puzzle. 

This interview has been edited for length and clarity. To see the full interview, check it out on our YouTube channel here: https://youtu.be/o6DT_txuDfs.

Click here to watch part one in this two-part mini series.

UTHH: For those who are just joining us, could you tell us a little bit about the triangle or the three legs of suicide?

Dr. John Gaal: Most of the focus has been on suicide prevention and, to a lesser extent, intervention. So those are two legs of the triangle. And yet the numbers are not decreasing annually when it comes to suicides.

Prevention is awareness, for lack of better words. It is and has been the approach undertaken across the globe. Intervention is a bit less talked about. Intervention is the second leg of the suicide triangle, where one sees or hears something that seems amiss and then takes action. That’s what intervention is: taking action. 

The third leg of the triangle is postvention, which focuses on the aftercare. It’s basically how we interact with the loss and/or attempt survivors.

UTHH: Thanks for that breakdown. During our research, we found that you were quoted as saying, “Postvention is prevention.” I’d love to ask what you meant by that.

Dr. John Gaal: This term is often used by people who work in the postvention space. Essentially, loss survivors are at a higher risk of what we call suicide contagion.

This can be due to shame, guilt, anger, stigma, and so on. And so by unconditionally offering services to those who do need help, we send a clear message to those individuals that they matter. So when we do not handle this critical period, we further embed shame and stigma and, in turn, isolate those people who need services.

UTHH: That makes sense. We also wanted to talk about where people need the most help in the postvention phase. Is it right after the incident? Is it on the first day or the first week?

Dr. John Gaal: The greatest need is within the first 48 hours due to an array of issues, such as the shock and disbelief, because most of us who’ve been in this predicament weren’t expecting it. And so my experience has been that there are too few resources for this, what I call the acute period.

I’ve studied a variety of workplace postvention models. I’m leaning towards a model known as TAPS. It’s a military postvention model that is evidence-informed and evidence-based. But it’s more fluid versus sequential. So it’s not designed on a timeline. It’s designed so you can move back and forth. And those phases consist of stabilization, grief work, and post-traumatic growth.

UTHH: Right, so the advantage, of course, of having phases that move back and forth is because it’s such a case-by-case basis for every family. 

Dr. John Gaal: That’s correct. Especially when you get into the grief work, you’ll find that tragedy influences you, not impacts you. And we may be brother and sister, for example, and that’s our sibling who passed. You may have been older than the child who passed, and I may be younger, and we have different relationships. So we have different needs, different experiences, and the same goes for parents, friends, other family members, and coworkers.

UTHH: Amazing, I’m glad such a flexible model exists for people to work off of. Are there specific patterns or risk factors that make postvention particularly important for the construction industry?

Dr. John Gaal: It’s important across the board, but specific to the construction industry, it’s pretty transient in nature. How do we, as companies and unions, have a process in place to address postvention before a crisis? We need to do that, and we need to ensure that all employees and members know where to turn for help in that time of crisis, as they come and go. 

Things aren’t the same as they were 40 years ago in construction. A local contractor may do 60% of their work 200 miles from home. They may have been on that job yesterday with that individual who just passed away, but they are now 500 miles away. When they get the news, it will still impact them. They still need services available. They may not want them right away, but they should know that they are there.

UTHH: I hadn’t even thought of that, John. I’m thinking about all the remote collaboration now. You may not have even worked with this person in real life, but you might still need services or help. And as it stands now, does the construction industry have adequate resources? 

Dr. John Gaal: Right now, we’re just beginning to see movement in this area. So, in early June of 2025, I visited Scotland and England to talk with some subject-matter experts there. I attended a two-day training program on workplace postvention. And then I moved from Scotland to England and delivered a presentation on my findings to date about my study.

When I got back, I received two or three emails from different organizations looking for leadership training, saying, “Hey, might you be interested in joining us for a one-hour training program on suicide postvention?”

One of them was AFSP, the American Foundation for Suicide Prevention. They created a one-hour piece called Caring Communities for a broader audience, not just construction. And then a week or two later, I don’t know if you ever heard of a group called Construction Working Minds. They launched a product called Vital Cog a few years ago. So those are two that you know that hit me right when I came back in June.

UTHH: That’s so nice to hear that things picked up as soon as you got back from those conferences. I’d love to go back to that piece about leadership involvement. How should leadership communicate with employees on-site after a loss?

Dr. John Gaal: Well, this is going to be very concise because this could be a whole other podcast. Assuming a postvention team has been created, that’s a big assumption, and it has practiced a few times each year. 

After the incident, you would gather the postvention team to contain that crisis. You should notify the stakeholders, whether that’s family, friends, coworkers, bosses, or others. And first and foremost, you want to respect the privacy of that deceased employee. Leadership should communicate pertinent information on time to that family, because you must get, for lack of a better word, their blessing on how to move forward with the situation. 

• Some people won’t want you saying anything about it being a suicide. You might be up against that because that cultural stuff that hangs over us, called stigma, brings on guilt and shame. You would undoubtedly want to offer assistance to the impacted family. And you’d like to connect with affected employees, whether it’s in an informal or more professional capacity. But those options and resources need to be provided.

UTHH: The more we keep coming back to case-by-case options for resources rather than definitive paths for people, the more impactful it is. When we talk about postvention responsibility, is this all on postvention teams or leadership in construction? Or does some of the responsibility for training fall on the individual worker?

Dr. John Gaal: Yeah, that’s an interesting question as well.

I do like the concept used by MATES in Australia, where everyone receives basic training, whether white-collar or blue-collar, in the field and in the office. And from that, we can typically identify natural leaders for additional training. 

You may train them up with a two-day assist training or something like that. And then they get a green sticker for their hard hat. Then any tradesperson can maybe nab that person, pull them aside, and say, “Hey, I really need to talk to you.” 

So the baseline here is that I recommend training up a group of peer specialists, whether it’s at the union hall, in the apprenticeship school, or in a company. We need all hands on deck.

UTHH: I love that piece about having something as simple as a colored sticker on the hard hat. Being able to identify a safe person who won’t judge you for needing extra help could do wonders. What would you say are the cultural or structural barriers that prevent construction companies from talking about the three legs of suicide?

Dr. John Gaal: Well, I would say, despite decades of diversity efforts in this industry, in the United States, it still remains 89% male, and I would say close to 60% white. So sadly, we still see stories of hazing and harassment in the trades.

Construction owners, contractors, and the unions need to do a better job when it comes to workplace violence, aggression, and psychological safety. You know, we talk the language of culture of care, but how do we live it? And, you know, part of what you’re doing is a piece of how we live this.

UTHH: That’s a great point. We’re getting a little better at talking the talk, but I’m not sure how well we’re walking the walk quite yet. Anything else you’d like to talk about or mention, John?

Dr. John Gaal: We touched on it a bit, but I want to talk about peer support. We need to see this concept of peer support grow.

You know, it’s not unusual to listen to a story about mental health. And doesn’t matter if it’s in the trades or the general population. And in the second paragraph of this story, it says, “This country has a lack of mental health professionals.” Well, that doesn’t solve the problem. So we have to be creative. And part of that is having a known corral of trained peer supporters out there.

Let’s not spend valuable time and money on recreating the wheel. We’ve got a couple of decent models out here that are working, and they’re evidence-based, which is really important. We’re all in this together, and the tools are getting better. Peer support will help us get to where we’re going. 

Special thank you to Dr. John Gaal for sharing his story and research. 

For companies or individuals looking for some of the resources John mentions in the full chat, check out:

• The 21-14 Concussion Awareness Foundation
• MATES Australia
• Labor Assistance Professionals (LAP)
• Construction Working Minds
• The Construction Industry Alliance for Suicide Prevention
• Labor’s Escaping Adversity Now
• The American Foundation for Suicide Prevention’s Talk Saves Lives
• The National Alliance for Mental Illness

If you or someone you know needs help, don’t wait. Call the National Suicide Prevention line at 988. 

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The industrial construction industry is experiencing a global boom, which is driving a surge in aggregate demand. While governments and municipalities are buying, they’re looking to invest in sustainable, low-carbon solutions, forcing many key players to pivot their offerings to maintain their market position. Here are the largest aggregate suppliers doing just that, including CRH Americas, Vulcan, Pioneer, and CEMEX.

State of the aggregates industry heading into 2026

The construction aggregates market is expected to grow over the next few years, primarily driven by increased urbanization, higher infrastructure development demand, and the broader global economic environment. The rising demand for eco-friendly materials is also creating new opportunities for construction projects, as many sectors aim to achieve sustainability goals. 

According to a report from Modor Intelligence, sand accounted for 40% of revenue in 2025, with other aggregate types expected to grow at a 7.6% compound annual growth rate (CAGR) by 2031. Asia-Pacific captured the bulk of the aggregate market at 52%, and that sector alone is expected to advance at 7.3% CAGR through to 2031. Ready-mix concrete is also expected to grow at a 1.2% CAGR over the same period.

Some of the drivers for the aggregates boom include: 

• Demand for low-carbon, easily accessible aggregates: Ready-mix concrete plants now dominate most urban supply chains, offering low-carbon options and higher durability and cleanliness standards. The industry is also experiencing a boom in government stimulus for low-carbon construction solutions.
• Data center builds: The AI boom has caused an upswing in data center construction, requiring premium-grade aggregate to complete the job.
• Circular economy mandates: Sustainable, circular strategies have become the norm, with many companies and areas having to adhere to new regulations. EU directives, for example, now stipulate a 70% recycling rate for construction and demolition waste. 

This drastic shift toward sustainability is a net positive for the environment, but not all companies can keep up. Here are the largest suppliers holding their own in the aggregates industry today.

The 8 largest aggregates companies worldwide

8. Summit Materials, LLC

• Market cap/revenue: $2.44 billion
• Contact: (303) 893-0012 

Summit Materials supplies foundational aggregates, including sand, crushed stone, and gravel. The business is centered on cement, ready-mix concrete, and asphalt and paving services across Canada and the United States. Summit is known for its high-quality materials, which provide durability and versatility for residential, commercial, and infrastructure projects. 

Summit has committed to net-zero emissions by 2050, and core values include sustainability, safety, integrity, and inclusivity, aiming to be the most socially responsible provider available. Founded in 2009, this is one of the younger companies on our list, and they have proven to stay modern with their versatile, eco-friendly offering. 

7. Teichert Inc.

• Market cap/revenue: $1 billion
• Contact: (916) 484-3011

The family-owned Teichert Inc. is a California construction company founded in 1887. They specialize in heavy civil construction like paving, mass grading, pipelines, and utilities for private and public projects alike. Aggregates is just one of their divisions, producing gravel, sand, asphalt, and concrete from plants and quarries, often incorporating recycled materials. 

Teichert holds California’s oldest active contractor license (#8) and provides services including earthmoving, grading, site preparation, and solar construction. 

6. O&G Industries Inc. 

• Market cap/revenue: $566.9 million
• Contact: (860) 489-9261
• Email: ContactUs@ogind.com 

O&G Industries is another family-owned company based in Torrington, CT. O&G has served the Northeast U.S. since 1923 and is known for large-scale projects in the healthcare, infrastructure, and education sectors. Like other suppliers on our list, they produce stone, sand, and gravel, as well as specialty aggregates such as jetty and armour stone. 

O&G is consistently ranked among the largest construction firms in the Northeast and operates asphalt, quarry, and concrete plants that drive manufacturing. The team is committed to safety, environmental responsibility, and a community-based corporate culture.

5. CEMEX USA

• Market cap/revenue: $5.19 billion
• Contact: (713) 650-6200

CEMEX USA might be one of the most well-known companies on our list, as it’s a division of the Mexican global materials giant CEMEX. They produce ready-mix concrete, aggregates like sand and gravel, and slag cement. The company focuses on sustainable practices and innovation and supports major infrastructure projects. 

Because they’re a mega-giant subsidiary, CEMEX operates extensive networks of quarries, terminals, and plants. The company has an ambitious goal to reduce CO2 emissions by 47%, eliminate fatalities, and maintain a reputation for environmental excellence by 2030. They serve the construction, infrastructure, residential, and commercial projects. 

4. Martin Marietta 

• Market cap/revenue: $6.53 billion
• Contact: Unlisted (form fill)

Martin Marietta produces gravel, sand, and crushed stone for construction applications from roads to foundations to rail ballast. They also produced magnesia-based chemicals and lime for environmental and industrial use. They serve the United States, Canada, and the Caribbean, with a presence in both residential and commercial markets. 

Martin Marietta has a concrete production facility in Texas, offering conventional, recycled, and ready-mix concrete. Some of the company’s core values include employee equity and ethics, as well as sustainability and safety. 

3. Heidelberg Materials (formerly Lehigh Hanson, Inc.)

• Market cap/revenue: $24.6 billion
• Contact: (972) 653-5500 

One of the key players in sustainability is Heidelberg Materials. A global leader in building materials, they produce ready-mix concrete, asphalt, cement, and aggregates like gravel, sand, and rock. Based in Germany, the company operates globally in the infrastructure, residential, and commercial sectors. 

Founded in 1897, the company has an extensive ethics and code of conduct policy, with countless regulations and standards across Canada, California, and other jurisdictions with high construction demand. Aside from aggregates, Heidelberg produces concrete pipe and stabilized materials, and even offers 3D-printed concrete services. 

2.  Vulcan Materials Co.

• Market cap/revenue: $7.42 billion
• Contact: (205) 298-3000

Vulcan Materials Co. is the largest producer of construction aggregates by volume, producing stone, gravel, and sand for road and bridge construction, as well as for port operations. They primarily serve the United States, offering products for both public and private construction, but also serve international markets. The company was founded in 1909 and is headquartered in Birmingham, AL.

Vulcan’s core values include integrity, excellence, and people, and they continue to be a major supplier of recycled materials. They also provide a range of technical services, which include quality control, engineering, and materials application. Specific services depend on jurisdiction and project scope. 

1. CRH Americas Materials, Inc.

• Market cap/revenue: $16.17 billion
• Contact: (770) 522 5600
• Email: mail@crh.com

The CRH Americas Materials Inc. aggregates division is just one branch of global materials giant CRH, making it the largest vertically integrated materials supplier in North America. The company produces cement, asphalt, ready-mix concrete, and standard aggregates like sand, stone, and gravel. Their commitment to serving various local markets helps keep transportation costs down, and their services include precast concrete, masonry, paving, and more. 

CRH core values include people, performance, character, and innovation, and their purpose is to “reinvent the way the world is built.” They are the top asphalt and aggregates producer by volume, and the second-largest in the ready-mix concrete space. 

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In the construction industry, mental health matters just as much as physical health. Construction sees the high suicide rates of almost any field, and remote jobsite living is a contributing factor. In this article, we’ll explore what it means to be a remote worker and how strategies such as fostering connection and providing accessible resources can help mitigate feelings of isolation. 

What is remote job site living?

In a construction context, remote job-site living means construction professionals work on-site, far from urban centers or their homes. This means teams must plan for challenges like longer commutes, difficulty accessing resources, and sourcing temporary housing. 

For many, it also means increasing feelings of isolation and declining mental health. Teams are required to go long periods without days off or time with their friends and loved ones. It means taking large workforces away from their usual, comfortable routine. Some remote job site projects can last weeks, while others can last months or years. 

Why isolation and mental-health issues are a concern for remote job sites

Mental health issues and feelings of sadness and isolation are a concern for those working on remote sites for a number of reasons. For one, it eliminates their regular social interactions, which can lead to stress, loneliness, and burnout, much like shiftwork. Additionally, the lack of social and emotional support blurs the work-life boundaries and can impact psychological well-being. This contributes to mental health symptoms like fatigue, feelings of hopelessness, and, in some cases, musculoskeletal disorders. 

Key strategies to mitigate isolation and promote mental health on remote job sites

Promote connection and community

Creating and fostering opportunities for workers to connect is key to keeping them happy and mentally healthy. This could be through team check-ins, group meals, or shared activities. It may seem small, but these opportunities can foster a stronger sense of belonging and mutual support. 

When workers feel seen and well-connected, trust within the team grows and feelings of isolation decrease. A tight-knit community also encourages people to speak up when they’re struggling mentally. 

Enhance living-site conditions and routines

When workers are comfortable in a well-maintained living space, it brings on a sense of stability and calm in an otherwise demanding setting. Easy access to healthy food, clean spaces, exercise amenities, and downtime also helps workers in any construction role recharge mentally and physically. 

These improvements to their physical space send the message that their well-being matters, reducing stress and boosting morale on site. 

Provide accessible mental-health resources

On-site and virtual counselling options, confidential hotlines, and peer support programs can go a long way for those working on location. The more widely these mental health resources are discussed, the better. Mentioning available resources in onboarding and training, hanging posters, and providing brochures and wellness books are great ways to reduce stigma and ensure mental health is part of everyday wellness culture. 

Embed mental health into safety and jobsite culture

When mental health is treated as one of the core pillars of safety, alongside physical hazards, it becomes everyone’s duty on and off-site. Routine talks, leadership training, and open conversations about fatigue, isolation, and stress create a stronger culture of wellness. 

This helps workers feel valued and supported long term, leading to healthier job sites with fewer incidents over time. 

Benefits of addressing isolation and mental health in remote jobsite living

Worker wellbeing and retention

When companies actively support workers’ mental health, employees feel cared for and are therefore more likely to stay long-term. Reduced stress, burnout, and loneliness lead to fewer sick days and lower turnover. 

A supportive environment also boosts team morale and loyalty, which creates a more stable and motivated workforce. 

Safety and productivity gains

Workers who prioritize their mental health are more focused, alert, and less prone to causing incidents and accidents. These attributes are particularly crucial in high-risk construction settings. Addressing feelings of isolation, stress, and fatigue helps maintain focus and decision-making, which directly improves job site safety. 

In turn, fewer job site disruptions and incidents also keep efficiency and productivity up. In turn, job sites see safer working conditions and more projects that finish on time. 

Reputation and workforce attractiveness

When job sites prioritize mental health and connection, they build a reputation as responsible, caring, people-first employers. This helps attract top talent in an industry where skilled labor is increasingly difficult to find. 

A glowing reputation around mental health also strengthens client trust, especially those with environmental, social, and governance (ESG) goals. When companies treat their workers with respect and care, the ripple effect impacts the business’s long-term success. 

Final thoughts

Much like with physical safety, psychological safety is everyone’s responsibility on the job site. When companies make an effort to promote connection, improve site conditions, and embed mental health into their safety procedures, workers feel cared for, and sites see fewer incidents and suicides. 

Companies can start with something as simple as making their employees aware of their mental health resources. From there, the culture, productivity, and business reputation are only on the rise. 

Subscribe to our newsletter and follow Under the Hard Hat on LinkedIn to stay on top of all health and safety news in AEC. 

For architecture firms, the work isn’t just about bringing a vision to life; it’s about solving a challenge. B+H Architects does exactly that by using modern design and building trends to deliver a unique solution to every client’s challenge. Here are some of the past, present, and future projects from B+H Architects, including TD Centre Toronto, Hoi An Marriott, and Crystal Lodge Whistler. Plus, how each design brought creativity and innovation to the build. 

About B+H Architects

Founded in Toronto in 1953, B+H Architects aims to convey stories that showcase the relationship between space, people, and context. The stories and project geographies are diverse, and often speak to cultural traditions, social values, and sustainable design. 

B+H’s sector expertise enables them to provide holistic solutions to each client. They strive to deliver on something truly unique and distinct every time. They serve clients around the globe, with studios in Toronto, Montreal, Vancouver, Los Angeles, San Diego, Shanghai, Singapore, Hong Kong, Dubai, and more. 

Past, present, and future projects on the go from B+H Architects

1. University of British Columbia – AMS Student Nest

• Location: Vancouver, Canada
• Year built: Completed 2015
• Typology: Institutional/Education

The AMS Student Nest at UBC is a 255,100-square-foot gathering area for students and faculty alike. The goal is to provide the school with a welcoming, inclusive student union centre that would embody social, environmental, and economic sustainability. 

The project features a five-story atrium called the Agora, which faces toward the popular outdoor gathering space, Knoll. Terrace seating and stairs sweep across the two lower levels, and larger stairs connect all levels of the atrium, fostering a sense of community. The students’ input on the design inspired the Nest to adopt a welcoming “miniature city” look as the focal point of the school.

2. TD Centre Toronto

• Location: Toronto, Canada
• Year built: Completed 1991
• Typology: Commercial/Mixed Use

Toronto’s timeless TD Centre is an almost 5 million square foot project in the heart of the financial district. This project marked the rebranding from B+H, formerly Bregman + Hamann Architects, and symbolizes Toronto’s status as a major city while setting a new standard for Canadian office buildings. 

The project features a granite-paved pedestrian plaza and a banking pavilion, including what are now known as the North, South, and West Ernst & Young Towers. The project won a 25-year award from the Ontario Association of Architects and is one of the very few Modernist designs to receive an Ontario Heritage designation. 

3. Fairmont Pacific Rim

• Location: Vancouver, Canada
• Year built: Completed 2010
• Typology: Hospitality

Fairmont Pacific Rim is one of many Fairmonts that blend contemporary aesthetics with cohesive brand design. The challenge for B+H here was to integrate qualities unique to this West Vancouver location. Hotel rooms at Pacific Rim are laid-back and contemporary, with a clean, modern aesthetic and state-of-the-art technology. They feature marble, spa-inspired bathrooms with spa showers and soaker tubs. 

The rooms feature media connectivity, television mirrors, and iPads, offering a more interactive guest experience. The Willow Stream spa, complete with a Japanese Zen tub, is on the fifth floor, and the hotel also features 15,000 square feet of amenity space, including multi-media rooms, conference space, and a business center. 

4. Aloha ʻĀina, An Indigenous-led Economic Resilience Centre

• Location: Kapa’a, Kaua’i, United States
• Year built: In Progress
• Typology: Planning & Landscape

The Indigenous-led Economic Resilience Centre, Aloha ‘Āina, is a 20,000 square foot area establishing a new economic model for Kaua’i. Aligning design with cultural essence, B+H’s goal was to involve the locals who share the strongest relationship with the space in the project. 

After many in-depth consultations with Indigenous leaders, B+H established a Living Story document to adhere to critical design principles from Indigenous experiences and perspectives. The design is heavily landscape-led and will bring a sense of peace and connection to nature to those who visit the client, Kaua’i Federal Credit Union.

5. The Jiulongpo Area of The Western (Chongqing) Science City

• Location: Chongqing, China
• Year built: In Progress
• Typology: Planning & Landscape

The Jiulongpo Area Of The Western (Chongqing) Science City is situated on the Yangtze River, China’s primary waterway. Science City connects to the metro, shipping centers, and the high-speed railway, driving pedestrians and new growth to each cluster. The design respects the existing land resources and retains the original functions of the already existing farmland. 

The project explores the area’s organic integration options for advanced agriculture, creating a bridge between untouched nature and scientific innovation. Once completed, the project is expected to drive digital shipping, a new wetland, smart logistics, and a boost in riverside tourism.

 6. Hoi An Marriott Hotel Resort 

• Location: Vietnam
• Year built: In Progress
• Typology: Planning & Landscape

Vietnam’s newest Marriott, the Hoi An Marriott Hotel Resort, features a stretch of secluded beachfront along a vast, open ocean area. The goal of B+H Architects was to mitigate the adverse water conditions during weather events and maximize beach time for guests under any conditions. The elevated sandbank was added to boost the beach’s depth and act as a buffer, and other resort activities include family, main, and quiet pools. 

A lazy creek runs through the area, connecting amenities with common spaces. The resort also connects to other local attractions, engaging guests with the surrounding culture. 

7. Crystal Lodge Whistler

• Location: Whistler, Canada
• Year built: Completed 2020
• Typology: Hospitality 

Crystal Lodge Whistler is a well-known hotel that blends the aesthetics of nature’s playground with the unique mountain landscape. The 2020s North Wing refurbishment by B+H created a sensory walk-through from the town’s past to the present. The new palette is inspired by the natural resources that blanket the Whistler Blackcomb mountain. The integration of spruce and cedar wood tones creates a comforting warmth, while the black lichen accents and granite rock elevate the wing with a modern, luxurious touch. 

The materials used in the project aim to express a language that is not only identifiable to the Whistler area, but to the broader West Coast. It’s a blend of modern design with rich mountain history, bringing a refreshed air of allure to the historic hotel. 

8. Ripley’s Aquarium of Canada

• Location: Toronto, Canada 
• Year built: Completed 2013
• Typology: Education, Sports & Recreation

Toronto’s Ripley’s Aquarium of Canada is a 110,000-square-foot project located on the ground floor of the CN Tower, complementing the area’s setting with a modern yet exciting exterior. The attraction draws more than 2 million patrons each year and is designed to captivate guests of all ages and walks of life. It’s thoughtfully choreographed, leading people on an educational journey that both inspires and entertains. The faceted exterior mimics modern glacial formations peeling away from the land, revealing a grand window that leads guests down an open, winding, guided path.

The project was also intended to foster sustainability and aquatic ecosystem conservation, as well as a heightened sense of exploration. Many design elements are inspired by the rich diversity of aquatic life found in the facility, such as abstract patterns that mimic the movement of a jellyfish. The project had to consider natural daylight use, limiting it to reception and non-exhibit areas, as it encourages excess algae and can cause glare on the largely glass exhibits. 

Final thoughts

Across decades and continents, B+H Architects has built a portfolio defined by thoughtful problem-solving and contextual design. Whether working on cultural institutions, hospitality spaces, or large urban mixed-use developments, the firm consistently balances creativity with practicality, sustainability with storytelling. Together, these projects show how architecture can respond to its surroundings while shaping experiences that endure long after construction is complete.

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The AEC industry wasn’t what it was 5 or 10 years ago. More recently, companies are prioritizing employee well-being not just to support mental health but also to improve employee retention. In this article, we’ll dive into the effectiveness of wellness programs—how often they should be, how they boost retention, and how to build a high-impact program. 

What is a workplace wellness program and what regular means

For US construction workers, workplace wellness programs focus on unique job stressors like physical strain, work isolation, and mental health stigma. Programs are typically mobile-compatible, as most workers are on the go, and many wellness software platforms support specific job-site needs during wellness check-ins or inspections.

No two wellness programs are identical, but most offer support for: 

• Mental health
• Physical health
• Social connection 
• Financial wellness
• Occupational health
• Preventative care
• Suicide prevention
• Fatigue and work/life balance

Why one-off initiatives fall short

Wellness programs that offer a full suite of services are classified as “regular” programs and are typically embedded in the company culture. For companies starting out with wellness, it requires an overhaul of company training, communication, and culture. 

Some businesses may find greater appeal in using short-term or one-off initiatives rather than offering consistent wellness services. This could include a health and wellness seminar, event, or a week-long challenge. On the positive side, it offers quick excitement, simple implementation, and minimal time and labor commitment. But the cons include behaviour reverting to old habits, and a psychologically unsafe culture. 

When wellness initiatives are short-term, it signals that workers shouldn’t take them seriously and that wellness is merely a fad in construction. The bottom line is that if companies want wellness to be a long-term part of their culture, it has to be embedded permanently. 

How wellness programs contribute to retention and job satisfaction

Stats from a 2018 Forbes article show the connection between employee retention and long-term wellness programs. It found that:

• 87% of employees choose employers based on their wellness programs available
• 58% of millennials think company wellness is essential
• 45% of employees at small and medium-sized businesses say wellness programs would make them want to stay with their employers longer

These programs are designed to boost engagement, foster a more positive culture, and reduce burnout, making the company more attractive to top talent. But the success of every wellness program depends on how deeply embedded it is in the company culture, rather than solely offering grab-and-go perks. 

What makes wellness programs effective (versus a superficial “perk”)

For the construction industry in particular, wellness programs should not only drive retention but also reflect the realities of the in-person job site. The most effective programs should support roles of all types by meeting the following criteria: 

Daily integration and consistency

An effective program is embedded in how the work is executed. Wellness should be embedded in daily operations, whether through safety huddles with mental health check-ins, routine stretch-and-flex time, ergonomics training, and easy access to health resources. Consistency and commitment show up in routine, day-to-day actions, big or small, while sporadically scheduled programs only signal baseline compliance. 

A broad, holistic scope

Wellness must go beyond physical safety. The most effective programs address mental health, including fatigue, stress, substance use and abuse, work-life balance, and preventative care. A holistic approach means every worker can address issues that pertain to them. Untreated stressors or mental health issues often show up as turnover or safety risks down the line before they’re formally acknowledged. 

Accessibility for all

If only able-bodied staff, leadership, or office workers can participate, the program fails before it begins. Construction workers work various roles across multiple sites, in person and at home. That means a well-run program must be accessible to crews in the field, in the office, and at home, including supervisors, foremen, and office staff. The program should also be accessible on-site, online, and during off-hours, and physical exercises or benefits should be adapted to accommodate everybody. 

Visible leadership support

Your wellness program gains credibility when leaders walk the walk. Employees will quickly be able to tell whether leadership genuinely values wellness or is simply ticking a compliance box. When leaders openly endorse the wellness program, participate in it, and never cut corners, employees will take wellness as seriously as safety and productivity. 

Data-driven monitoring

The most effective wellness programs are fine-tuned over time. Enrollment and wellness numbers are one thing, but measuring real outcomes like retention rates, job satisfaction, absenteeism, engagement, and even safety incidents will more effectively gauge success. These data points will help leadership understand what’s working, what isn’t working for employees, and what needs to be changed to allow the teams to feel more supported. 

How employers can build high-impact wellness programs

Building out an effective wellness program isn’t just about adding endless initiatives. It’s about designing something that supports the whole workforce, earns the team’s trust, and directly boosts job-site satisfaction and productivity. 

1. Deciding what the program includes: Start by defining the program scope based on your workplace and employee needs. Consider stress management, injury prevention, mental health, and work-life balance support. Loop in leaders and other stakeholders, and choose program features and incentives that benefit everyone. 
2. Make it ongoing: Make sure the program is reinforced consistently through routine work. Safety huddles, repeated training, group stretching, memos, and resource reminders are a great place to start. 
3. Get leadership buy-in: Leadership support should be active and visible. Managers, supervisors, and even executives should communicate openly about the wellness program and participate with teams when they can. The follow-the-leader model has long been impactful in construction, in particular.
4. Make it accessible: Wellness resources and benefits should be easy to read up on, participate in, and access on your own. Mobile-friendly tools are especially important for workers on the go and working remotely. 
5. Connect it to safety: Wellness needs to be clearly tied to safety outcomes for all workers, and it should address factors such as fatigue and job-related stress. Reinforce that wellness impacts focus, decision-making, and injury prevention on the job. 
6. Increase participation: Encourage engagement among more workers through supervisor involvement, peer support, and, when appropriate, incentives. Also, when new crew members are onboarded, ensure they’re well aware of the program by providing an introductory training session. 

Final thoughts

If your company is just getting started with a wellness program, don’t expect it to be perfect from the start. But by defining what it includes, making it accessible, and making it a part of your culture, you’ll soon see adoption snowball. Over time, your company will see improved satisfaction and productivity, a more positive culture, and higher retention. 

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It’s no secret that more residential builders are looking for ways to make developments more sustainable, but some home designs and builders are miles ahead in eco-consciousness. In this article, we’re going to break down what Earthship homes are, how they work, and the benefits and challenges of this unique home-building trend. 

What is an Earthship home?

Earthships are self-sustaining homes that use passive solar design. Pioneered by Michael Reynolds, they use natural and recycled materials like bottles, cans, and earth-packed tires primarily for structure, and natural light as their power source. These homes are designed to be completely off-grid, sometimes using wind turbines and battery storage as supplementary energy sources. Earthship builders even treat their own water. 

Food production happens on-site for those with Earthship homes. They use natural temperature swings to maintain efficient heating and cooling, keeping the space thermally stable as the seasons change.

How Earthship biotecture homes work

Thermal mass heating and ventilation with tire walls

Earthships, thanks to their passive solar design, maintain an impressively stable indoor climate year-round without the need for a modern HVAC system. Their design involves building walls on the north, east, and west sides with thick, earth-packed old tires. They naturally absorb, store, and slowly release heat. On the south side, the walls are lined with floor-to-ceiling windows.

During the day, the interior walls capture warmth from sunlight filtering in through the windows, and at night, they slowly release that heat after the sun goes down. This minimal-heat-loss design keeps the home comfortable day in and day out, in almost any climate. On particularly hot days, the same tire walls will absorb excess heat, effectively preventing any spikes in temperature.

Solar energy systems

Like many modern sustainable homes, Earthships use solar panels to generate electricity. But Earthships primarily use off-grid panels and store their energy in deep-cycle batteries. This system supports powering appliances, lights, and other home systems, with inverters converting direct current (DC) to alternating current (AC) for use. 

Earthships are designed to consume very little energy, so the solar setup can be much smaller than that used in traditional homes. Some, but not all, Earthship homeowners also use backup generators or wind turbines to supplement their power. The main idea in any variation is to produce on-site renewable energy and remain agile and consistent during outages or grid instability. 

Rainwater harvesting

The roof system used in Earthship homes is designed to collect both rainwater and snowmelt, channeling the water through gutters into on-site cisterns. The water is then cycled through a pressurization and filtration system, making it potable for cooking, bathing, and drinking. 

Even in dry climates, Earthship homes maintain abundant water supplies by reusing water repeatedly. It’s a holistic water strategy that allows residents to be independent of well and municipal water lines.

Greywater & blackwater systems

Earthships reuse their water supplies in a cascading loop: after use in showers or sinks, the water becomes greywater, which is then reused for interior planters. Here, it helps grow oxygen and food-producing plants, which biologically filter the water as it moves through the system. 

Once the greywater is cleaned by the botanical cells, it’s pumped to its final use, flushing toilets. After this stage, it becomes blackwater, which is treated in an outside septic tank or biological cell designed to break down waste and support the outdoor landscaping. This system effectively means minimal water waste and reduced environmental impact from sewage. 

Indoor greenhouse

Because the south side of the Earthship is mostly windows, a long indoor greenhouse thrives in its light, serving multiple roles. This space is the warmest and brightest, and filters indoor air while regulating humidity. In some Earthships, even in cold climates, it also produces food year-round. 

Plants in the Earthship’s greenhouse are part of the greywater system. They absorb and naturally filter used water, boosting indoor air quality while growing foods like tomatoes, peppers, kale, and sometimes figs and avocados. It also adds natural beauty to the space and keeps residents as self-sustaining as possible.

Popular Earthship designs

While Earthship homes share a similar build and design, several models exist and are adapted to suit the home’s needs or climate. The design also occasionally deviates by location, adding new functionality or cultural flair. Here are a few notable Earthship designs and communities. 

Greater World Earthship Community: Taos, New Mexico

This community of Earthships is the largest in the world, spanning hundreds of acres of off-grid land. It’s unique in that it also serves as a kind of living laboratory, with nearly every Earthship offshoot variation and Earthship school being tested there. From basic “survival” models to luxury Earthship models, the community demonstrates how the design can scale from a single standalone to a self-sustaining village. 

The Vallecitos: Northern New Mexico

The Vallecitos-style Earthship is unique in that it employs a more advanced solar design and a more modern architectural aesthetic. It integrates an extended greenhouse corridor with deep thermal mass, making it highly efficient. This design also features custom artistic elements, giving the exterior a more sculptural look than a typical Earthship. The goal with this style was to make the typical earthship design look more modern and refined.

The Simple Survival Earthship

The aptly named Simple Survival Earthship focuses on rapid deployability, affordability, and sustainability. This design strips the Earthship down to only its most essential systems, and is often used in remote communities, as affordable (sustainable) housing, or in disaster-relief contexts. 

These Earthships may be basic, but because the emphasis here is on quick builds, affordability, and minimal materials, they are some of the most enticing design options for those looking into Earthships for the first time. 

Eve’s Garden / The Hobbit House Earthship

At the opposite end of the spectrum from the Simple Survival Earthship, Eve’s garden is a whimsical build with natural curves, rounded beams, and sculpted walls, much like a Hobbit House. While still self-sufficient and sustainable, the goal was artistic expression. These builds often have extensive bottle-wall mosaics, curved glazing in the greenhouses, hand-shaped finishes, and a more nature-forward look. The fantasy-like design speaks to those looking for eco-friendly designs with more charm and character. 

How much does it cost to build an Earthship

Unsurprisingly, the cost to build an earthship varies. The final price tag will depend on where you live and other factors, including land and local permitting, available structural materials, solar and battery systems, finishing and design complexity, and more. 

Generally, we can break down Earthship build costs into two different ranges. If you’re opting for a DIY build, the final price can range from $50,000 to $300,000. If you hire a professional builder, like Earthship Biotecture, your price range could be anywhere between $100,000 and $1.5 million.

For a better price estimate, contact local Earthship builders to compare quotes.

Benefits of Earthship homes

When we think about Earthship home benefits, it’s easy to blanket the pros as “sustainability.” Here’s what that looks like in more detail:

• Water efficiency: The rain capture system, from fresh to greywater to blackwater, drastically reduces home water waste. Homeowners can feel good knowing their water serves multiple purposes before it’s finally flushed. 
• Energy independence: The Earthship’s solar and thermal design minimizes reliance on utilities, wells, and HVAC systems, ultimately lowering long-term costs. 
• Disaster preparedness: The thick walls and impressive thermal mass provide durable protection against the elements and greater stability during extreme conditions and weather events. 
• Reduced monthly expenses: Low (or zero) utility bills and operational costs mean Earthship owners save money while saving the environment. 
• Sustainable living: The main reason the design is so popular is that it is made of both natural and recycled materials, and its overall low carbon footprint results in minimal environmental impact. 
• Connection to nature: The open windows and greenhouse integration make for healthier, more natural living environments.

Challenges and considerations before building

With any residential build, no sustainable design is entirely perfect. When you’re building something highly functional and equally unconventional, it’s easy to run into bottlenecks. Here are some of the most common challenges and considerations to keep in mind before building.

• Permitting issues: Earthships, wherever they are, often face hurdles during the permitting process due to their core systems. Off-grid power, greywater reuse, earth-packed tires, and rainwater harvesting usually lie outside standard building codes. Some local officials are also completely unaware of Earthship engineering, meaning the review processes, inspections, and demand for engineering stamps of approval quickly increase final costs.
• Labor intensity: The earth-packed walls alone require potentially thousands of tires meticulously rammed with earth, which is a labor-intensive process. Even small walls can take weeks to complete, and most DIY builders, unless it’s their first time, greatly underestimate the physical work involved.
• Climate compatibility: Earthships can be modified to work almost anywhere, but the ideal climates are high sunshine, low humidity, and consistent, predictable day-to-night temperature swings. The conditions in states like New Mexico are perfect. Earthships in northern climates, such as New England, often require supplemental heating, additional insulation, and redesigned ventilation systems to prevent condensation. 
• Maintenance: While Earthships are self-sufficient in terms of energy generation, it doesn’t mean the design is free of maintenance. Owners must actively manage their waste, water, and energy systems by checking battery banks, cleaning water filters, maintaining plants, and more. For those who are used to “set and forget” utilities, it can be a steep learning curve. 
• Financing difficulty: Earthships often fall outside traditional lending criteria because most lenders prefer predictable, code-compliant homes with market comparables. Construction loans in particular are hard to secure, as Earthship materials and installation processes don’t follow regular contractor schedules or price structures. 

Earthship visitor centers and who an Earthship is ideal for

There are no hard and fast rules around who can and can’t build and live in an Earthship home. However, people seeking off-grid independence, low-impact living, and sustainable housing make great candidates. Building and maintenance also require a lot of care and patience, so those comfortable with DIY projects and consistent upkeep might be better suited to the lifestyle. The Earthship visitor center in Tres Piedras, New Mexico, is a popular destination for people curious about the design and eager to learn more. 

Additionally, if your area has flexible building codes, strong solar potential, and open land availability, you might have an easier time with the build itself. If there’s already a community of Earthship homes nearby, it’s even better. 

Final thoughts

If blending sustainability, DIY, and off-grid independence is enticing to you, you might enjoy building and maintaining your very own Earthship home. After some careful planning, you can reap the benefits of long-term cost savings, a more disaster-resilient home, and a deeper connection to nature. 

Keep in mind blockers like labor intensity, permitting issues, and climate compatibility. But if those are a non-issue, you can enjoy your Earthship build for years to come. 

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As AI continues to sweep through every industry, a common knee-jerk reaction among workers of all types is to panic about job security. Maybe surprisingly, AEC engineers are also considering AI as a threat to their positions. In this article, we’ll detail how AI is changing engineering, which roles are most at risk, and how engineers can future-proof themselves for the future. 

What parts of engineering are most exposed to automation

Automation is increasingly used in engineering to support the design, build, deployment, and maintenance of new systems. As it stands, automation is widely used for routine, pattern-based work where outputs are predictable and human intervention takes on a more quality-assurance role. 

These tools improve on-site quality control, reduce labor costs, and free engineers from tedious maintenance and administrative duties. Plus, increased automation gives teams time to focus on new technologies and broader growth strategies. On the software side, automation also streamlines coding, databases, machine learning, and observability, effectively outsourcing many aspects of a traditional engineering role. 

In manufacturing, AI-powered robots perform assembly, welding, quality assurance, and some predictive maintenance. Generative design software is also being largely overtaken by AI, with additive manufacturing, including 3D printing, as a focus area. These areas of automation innovation create optimized processes with less material and less human (engineering) output and oversight. 

How AI is already changing engineering work

Most engineers haven’t had to worry quite yet about AI and automation taking over their jobs, but they have had to learn to integrate it into their workflows, at the very least. Many experts expect that by 2030, 80% of the US workforce will have at least 10% of their duties or tasks automated or otherwise affected by large language models. These tools, often low-code or no-code, already allow users to build customized apps with simple drag-and-drop interfaces. 

Cloud automation tools often treat infrastructure as code, automating manual processes that engineers previously handled. As these tools learn more and become more capable, many expect developers’ technical skills to narrow and for their expertise to shift toward oversight and maintenance, rather than pure building and coding. Some of the daily engineering duties already being handled by AI include: 

• AI-assisted design and simulation
• Analysis, design, planning, and documentation
• Scheduling and setup for routine deployments

Engineers are now expected to refine AI-built operations rather than model entire products from the ground up. This approach is not only adopted in construction but also in architecture, aerospace, and manufacturing. It’s all about generating ideas faster and bringing products to market with that same velocity. 

What engineering roles are likely to survive and evolve

To put it simply, those with skills that support products holistically have the best shot at long-term job security. Here are three types of roles expected to evolve or devolve. 

1. Full-stack system thinkers: These engineers deeply understand entire systems and their complexities. They can master both the front and back end and apply products effectively to suit business models, supply chains, and user needs. They integrate and execute on technical solutions while tailoring them to the business’s needs. 

These engineers take AI and automation and build strategies around their capabilities. Those who can combine their experience with AI and apply it to multiple (if not all) parts of the business will be an asset on any team. 

2. Complex tool operators: While they may not have expertise across the entire business, they have deep knowledge of existing tools and workflows. They can integrate new AI and automation software, but might not be the ones to build or evaluate it. These engineers are particularly proficient in complex programming languages, simulation packages, and highly specialized tooling. 

While valuable now, a complex tool operator may struggle to stay relevant as AI and automation improve. If these engineers fail to adopt new automation technologies in their day-to-day work, they risk becoming redundant in their roles. The pressure is on these engineers to choose a path and decide whether to adapt. 

3. Baseline or irrelevant skill holders: These engineers have a baseline knowledge of their products and workflows, and fail (or refuse) to adapt to new tech. They tend to cling to an “if it isn’t broke, don’t fix it” mentality and ignore emerging trends in their field. 

These baseline-skilled engineers are the ones who should be most concerned about becoming irrelevant to their teams. Whether management pushes for it or not, engineers who do not take ownership of their own upskilling may find themselves in this third group. 

Risks and challenges to watch

While there are risks and challenges for engineers who fail to adapt to new tech, there are also risks for those who rely too heavily on it. As AI use ramps up across industries, engineers could face:

• Degrees or prior credentials that become obsolete: The original computer science background or the bootcamp they completed could become irrelevant if their new roles rely heavily on LLMs and AI. 
• The market for specialists is becoming too saturated: Engineers with specialized skills will become a dime a dozen as everyone tries to set themselves (and their skill sets) apart from the competition. 
• Skill erosion if the engineer relies too heavily on AI or automation: Over time, AI can erode first-principles reasoning, debugging intuition, and system-level understanding. 
• Blind truths and hallucinations: AI can be confident and wrong. Subtle bugs can slip into production, and flawed designs can go unchallenged and fall through the cracks.  
• Ethical concerns: Using AI consumes significant energy in data centers, which has a profound environmental impact. 
• Security and compliance risks: Many automation and AI tools fail to protect sensitive data. If there’s a security breach and the AI has been trained on sensitive or confidential data, it could impact the entire company. 

Savvy engineers will strike a balance between using AI to be more effective in their roles and using it to the point where it weakens their skills. They must maintain an understanding of their manual workflows to avoid underperforming if the AI bubble bursts. 

How engineers and companies can adapt

There are many considerations engineers must keep in mind when adopting AI and automation, and there’s no training manual that comes with it. Here’s what engineers should be mindful of when looking to stay sharp and relevant:

• Build complementary skills: Learn about AI, and also develop stronger data literacy and systems thinking. 
• Treat automation as a tool: AI and automation should be allies, not threats. Any reluctance to work with these tools is a quick way to becoming irrelevant. 
• Invest in training and continuous learning: If you’re a backend engineer, develop and learn web development or frontend skills to become a jack of all trades, rather than a one-trick pony. 
• Redesign workflows to work alongside automation: Using AI and automation, even in small ways, day-to-day, will help you upskill without trying. 

As companies continue to hire, they should also be updating job descriptions and training programs. Engineers should ask directly how their job descriptions change with the use of AI and what training they can provide.

What the future of work may look like for engineers

As of now, most engineers don’t have to fret that the sky is falling. Automation and AI will inevitably replace some work, but many of those engineers will simply adapt and evolve into new roles. The World Economic Forum predicts that 92 million roles will be displaced within this decade due to tech trends, but another 170 million will be created. Millions of these new roles will go to those engineers willing to adapt and refocus on AI, who can think across disciplines while communicating with stakeholders and technology. 

Engineering urgency is real. Technical skills are becoming obsolete faster than ever, and companies are already looking to make cuts wherever they can. But that means new roles are opening up in tandem, ones that involve AI and automation folded into the role. Engineers who commit to lifelong learning and upskilling, while strengthening their business acumen, will survive and potentially lead. That’s how they truly stay relevant and become irreplaceable in an organization.

Final thoughts

Ultimately, AI will transform the scope and role of engineers, but won’t eliminate the need for engineers overall. AI is already taking over simple, repetitive tasks and completing introductory coding and design work. For engineers who want to stay where they are, they must adapt to the technology rather than resist it. 

Do keep in mind the risks, including becoming overreliant on technology, weakening your skills, and using unsafe tooling. But for those who manage to upskill, expand their expertise, and work AI and automation into their role, there should be nothing to worry about. 

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To meet growing demand, heavy equipment companies are betting on AI as a core part of their growth strategies in 2026 and beyond. While it’s already largely part of modern software systems, many companies have yet to adopt or manufacture AI-powered equipment. Companies like Caterpillar, Hitachi, and Cummins are among the first to take the plunge, and their perks could include reduced overhead costs, increased productivity, and a narrowing of the labor gap. 

Where AI is already making an impact

As of 2025, many companies are adding AI and automation to their digital tooling, including in finance software, BIM tooling, and design products. AI assists with invoice management and processing, arbitration functionality, safety improvements, contract drafting and review, and largely eliminates tedious administrative work that slows office employees. 

Many businesses trust that AI use will give them a competitive edge in the market. By planning projects with greater precision and reliability, they expect it to boost their reputation and win more business in the long term. Some business owners, however, are concerned about AI tooling, citing inaccuracies, hallucinations, and data security risks as key issues. 

AI as a physical asset is a growing concept in construction, with some companies piloting autonomous equipment and robotics. Heavy equipment heavyweight Hitachi is investing in heavy equipment health monitoring and using intuitive software to analyze machine health to better predict the type and frequency of maintenance. Their system, LANDCROS Connect Insight, can also detect unsafe operation and inefficient use, while boosting long-term performance.

The heavy equipment companies powering AI through generators

Cummins and Caterpillar are producing dozens of generators to power the AI boom, with some capable of powering more than 1,000 homes. The goal here is to ensure AI models and software products can run consistently and without interruption. And being some of the first to ride the AI equipment bandwagon has proven to be a lucrative choice for these heavy equipment companies. 

Tech companies have yet to step into the AI-powered manufacturing space, so part production falling to the heavy equipment sector isn’t unexpected. As data center construction continues to skyrocket, generator demand follows suit. Both Cummins and Caterpillar have outperformed the S&P 500 over the last year, and their stock prices have risen above those of many prominent data center customers, including Meta, Amazon, and Microsoft. 

While there are many ways the construction industry can benefit from AI, getting in on the manufacturing game can be the most profitable move. 

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2025 has flown fast, but new construction tech advancements have flown by even faster. In construction project management, it’s hard to pinpoint exactly what 2026 holds, but we can identify which trends will sweep the industry sooner rather than later. In this article, we’ll detail the 2026 project management trends to watch in AEC, including AI-enhanced safety operations, hybrid project management, digital twins, and a soft-skill focus in leadership teams. 

10 project management trends to watch in 2026

1. AI-powered project scheduling 

Conventional scheduling is vulnerable to weather delays, supply chain disruptions, and material and resource shortages. AI tooling is proving to be the strongest way to overcome these challenges by synthesizing large datasets that include historical data, local weather and traffic forecasts, labor availability, and supplier coordination.

The result is less human error, faster operations, and an agile system that adapts in real time. Businesses that integrate AI-based scheduling report delays reduced by up to 60%, saving time and money while retaining clients. 

2. AI-enhanced safety operations

Safety is a top priority on any job site. AI functionality is proving to be a powerful aid in safety operations, analyzing live video feeds to detect workers without PPE, unsafe use of heavy equipment, and potential fall or confined space hazards. 

When risks and violations are surfaced, AI can instantly alert supervisors and leaders, enabling intervention before an incident occurs. Early AI adopters have already seen insurance premiums reduced by implementing AI systems, and they can expect lower spending on incident fines this fiscal year and beyond. 

3. More accurate bidding and cost estimation

Estimating total project costs has long been a tricky task for project managers. With AI, estimators and bidders can quickly analyze thousands of factors and variables, like raw material costs, payroll data, site-specific risks, and regulatory requirements for a given jurisdiction. 

These systems, after refinement, can now achieve almost 95% accuracy. This allows project managers to make more competitive bids while staying confident they’re protecting their profit margins. This puts businesses in the best position to win more contracts and attract top talent down the line.

4. Hybrid project management

The hybrid approach blends conventional and agile project management methods. It helps a company plan and execute complex tasks faster and with greater accuracy, while choosing the method that works best for each project. Examples of the hybrid approach include: 

• Combining waterfall planning with Scrum sprints
• Using Gantt charts in tandem with agile boards
• Managing hardwater (waterfall approach) with software (agile approach) together

It doesn’t mean completely abandoning conventional planning methods; instead, it introduces a more agile, modern approach gradually, where it can have the greatest impact. 

5. Digital twins and AI-integrated BIM

Building information modeling (BIM) is quickly evolving thanks to advancements in AI. Before, AI simply streamlined coordination; now, it predicts performance. BIM tools, when paired with AI, can forecast maintenance requirements, optimize design decisions, and more accurately estimate completion times. 

When paired with digital twin technology, AI enables project managers to monitor live building performance throughout construction and after completion. 

6. Hybrid or remote collaboration

Digital roles are opening the door to more remote work, and with that, new collaboration tools are changing how the whole team works together. These construction project management tools support remote meetings, file sharing, and real-time status updates, making the work seamless even while miles apart. Standout features include: 

• Collaborative digital task boards 
• Live retrospective meeting hosting
• Real-time document co-edits
• Push notifications for task changes

With more people working in the place that suits them best, workplace culture improves, leading to greater productivity and improved morale. 

7. Social responsibility and sustainability goals

Social responsibility and sustainability are becoming increasingly important for construction teams around the globe, as many commit to goals rooted in ethics and eco-consciousness. Teams are expected to evaluate their workflows and how their work impacts the planet, and this responsibility is a key component of modern project planning and delivery. 

Project management teams need to consider greener resource use, collaborating with suppliers that uphold ethical standards, promoting more diverse and inclusive hiring teams, and tracking each project’s carbon footprint. 

8. AI-powered supply chain and material optimization 

Supply chain complications and delays have always been a sticking point for construction companies. AI products are smoothing operations by forecasting demand with precision like never before. 

AI algorithms consider the project stage, past consumption trends, delivery lead times, and even weather to ensure materials and supplies arrive exactly when needed. This reduces waste, saves time, and lessens the project’s carbon footprint. 

9. A soft-skill focus in leadership

Construction leaders today, of course, need an increasing amount of technical knowledge, but they also need to focus on communicating well, managing change and tech adoption, and inspiring their teams. With so many changes flooding the industry, soft skills such as adaptability, empathy, and the ability to motivate teamwork are more essential than ever. A great leader will establish: 

• Routine feedback loops 
• Greater collaboration and trust
• Ways to guide teams through technical changes
• Methods to resolve conflicts and frustration with respect and care

10. Stronger data-driven strategy building

Data-driven strategies mean using facts and historical evidence over guessing to guide your work. With AI and other automation and machine-learning tools, project managers can now rely on real-time and historical data to inform future strategies. This means better forecasting and fewer planning errors. 

New AI tools inform strategies by using past data to assess project health, adjust tasks based on live status updates, justify plans based on data findings, and better plan using data-driven forecasts. 

Final thoughts

Unsurprisingly, AI will have the greatest influence yet in the day-to-day of a construction project manager in 2026. The industry can expect better estimating, safer practices, and smoother supply chain options thanks to AI’s powerful data-rich capabilities. 

While not every company needs to ensure its project management team is up to date on these latest trends, if it fails to do so, it could risk falling behind the competition. 

Loved this article about project management trends? Check out these articles with other AEC trends to watch in 2026:

• 8 workforce trends shaping construction in 2025
• 10 global construction waste trends to watch in 2025
• 10 sustainable construction technology trends to watch (2025-2027)
• 10 sustainable infrastructure trends to watch out for (2025-2027)
• Construction safety trends to adopt for 2025

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