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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Hammerloop is on a high-velocity journey to transform how the construction industry hires. By reaching 1,000 worker signups in just three months and surpassing its goal for contractor involvement, the platform is proving that workers are ready and willing to build. This milestone shows that the real issue in our industry is not a lack of people, but a lack of modern ways to connect them with the right jobs. Hammerloop founders Chris “CJ” Simmons and Eric Vaughan break down why Hammerloop is catching fire, and what’s next on the platform’s roadmap.

Reaching 1,000 users in roughly 90 days is a massive win for the new construction hiring platform looking to connect trade workers with contractors. Many skeptics argue that trade workers are hard to find given the current labor shortage, but Chris Simmons, founder of Hammerloop, saw otherwise. Once the team started running social media ads, the response was immediate.

Initially, the team decided to market within the San Francisco area, and they saw success right away. The growth didn’t stay in Northern California, either. “We saw profiles starting to come in from other states and other regions within California as well,” says Simmons. “One of the things that surprised us was the amount of organic signups we were getting, which means that people were seeing the ads on Facebook, Instagram, and sharing it amongst themselves.”

Connectivity over labor shortage: The issue plaguing trades

Hammerloop is challenging the common narrative that North America is facing a massive labor shortage. Simmons believes the problem is more about visibility and lack of connectivity. 

“These studies that promote the labor shortage narrative are focusing primarily on jobs that aren’t filled. And there’s a difference between jobs that aren’t filled and people who are willing to work the jobs,” Simmons says. “Looking at where people are dispersed could lead to some of the reasons why jobs aren’t filled. We’re saying there is actually a surplus of competent people willing to work these jobs and we have the capability to track this data more accurately.  Is training necessary?  Yes, just as it is in almost all jobs in some way”.

Currently the latest reports from ABC, AGC, and CPWR are focused on job openings as Simmons mentioned. Analysis of the labor shortage numbers show the following outlook in 2026.

Table 1: Annual labor shortage and outlook (2026-2030)

Simmons argues that without the right tech tools, it’s very difficult for a contractor to get in front of the right workers. The data from the first 1,000 users on Hammerloop show that workers are grasping for more opportunities and suggest that the labor shortage could be inflated.

“When people go onto our site, they’re looking for construction jobs. It is clearly displayed what we’re about at the top of the landing page and before they download the app. The people creating profiles are willing to work these jobs, and are specifically placing themselves in a spot to be found, reached, and connected with easily.” 

The Hammerloop team discovered that the most effective way to reach these workers was through direct, urgent messaging on social platforms. They found that laborers are active on social media during their breaks, and they respond to clear promises of visibility and speed, but most importantly, are excited to showcase themselves at the prospect of finding more work opportunities.  What they need now, however, is contractors adopting the new technology and posting their job needs.

The Hammerloop team is developing the next phase of technology for the new generation of workers in the field. AI features promise to deliver job opportunities to the millennial workforce, meeting them exactly where they live. “As we progress as a company and as a platform, integrating some of the AI tools is going to have a lot more appeal to the incoming generations using it,” says Simmons. “One of the tools we’re going to introduce is an AI translation tool from Spanish to English so that the entire experience, including the content left behind by the user, is translatable. AI will also be able to read profiles to identify different candidates who may be willing to travel for work, and we’ll provide those suggestions to the contractors.”  This is a huge benefit to large jobs such as data centers. 

Hammerloop’s success in the field

The platform is already showing real-world results. Simmons shared a story about a concrete contractor in the Bay Area who was initially skeptical. After sitting down to create a profile and post a job, the results were almost instant. “When he woke up the next morning, he had at least five profiles to scroll through,” says Simmons.

Hammerloop acts as a digital “town square” where contractors and laborers can connect and communicate instantly. Because the app provides instant notifications, workers can see when jobs are posted in their area, pay rates, locations, and message hiring managers immediately. This level of transparency is exactly what the incoming younger, tech-native generation has come to expect from digital tools.

To make sure this platform works for everyone, Simmons is working directly with contractors to help them post their first jobs. This initial outreach taught him that contractors need a way to quickly understand who’s a fit. 

By walking them through the process in person, he has seen how a simple job post translates into direct engagement from workers. The result is a more efficient hiring cycle that removes administrative hurdles.

The roadmap to national growth

With the initial goal of 1,000 workers and 100 contractors met, the team is now looking at a much larger opportunity. Surpassing the contractor goal was a big win, and a clear sign that their hands-on outreach to builder groups is working.

The next steps for Hammerloop is about scaling that success beyond a single region. By understanding the true cost of bringing a worker onto the platform, they can grow with confidence. “I want to do additional regional tests. Let’s face it, Californians are very different than Texans, and very different than Floridians, and very different than Ohioans,” says Co-founder and CFO Eric Vaughan. “We have to make sure we have the same type of reach. From that, we’ll do a more national campaign.”  HammerLoop will begin it’s next phase of marketing this week targeting the Texas area. 

The key to growth will be keeping contractors and workers active at the same rate. “Otherwise, you have static signups that do nothing,” says Vaughan. “We have to have outreach on the contractor side to make it work.  We need contractors taking advantage of this, and even pretty much being risk-free and easy to use, it’s still not easy getting them to try something new”.

The ultimate goal is to find viable employment connections as easily as swiping on a phone. When a contractor presses the post button, it should immediately alert all relevant workers in the area. This seamless functionality is what will finally bridge the gap between those who need work and those who need workers. 

And good news travels fast. “We’ve already had an unexpected request to advertise on the platform,” says Simmons. “A Post-construction jobsite cleanup company emailed our general inbox and asked when we were going to start expanding into Texas. They want to advertise to general contractors for their services in Dallas, Fort Worth, Austin, and Houston. We’re not quite there yet, but it was a total validation point for us. It means we’re doing something right.”

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If you work in architecture, engineering, or construction, your projects shape who gets to stay in a neighborhood, who gets pushed out, and who benefits from “improvements.” Across the U.S., cities like Asheville, North Carolina, and Evanston, Illinois, are asking a bold question: Could planning and design help repair the harm caused by redlining, urban renewal, and highway expansion?

That idea is often called “design for reparations” or restorative planning, and it’s gaining attention as federal infrastructure spending grows. But what does it look like in real life?

To get a clearer picture of what this looks like on the ground, we spoke with Chasity Leake, a CEO and transformational coach who served as lead researcher for Asheville’s reparations work. She interviewed Black residents about displacement, housing loss, and the ripple effects that can last for generations.

Reparations are not just about the past

Many people hear the word “reparations” and think about history. They picture moral wrongdoing and old injustice. Leake says Asheville’s process showed something different.

“The Black community voiced many times that reparations to them means interrupting the ongoing cycle of harm embedded in our current systems that are still actively producing harm,” she says.

Leake says the same three issues came up over and over: “Loss of housing, neighborhood continuity, and generational stability.” That’s what this work is trying to protect.

What does “design for reparations” actually mean?

A lot of what people call “city growth” came from decisions made in offices and council chambers. Where highways were routed. What neighborhoods got investment. Who could qualify for a mortgage. What areas were cleared out for new projects. Redlining hit Black communities hard, and later “renewal” projects and road building displaced even more families. Zoning rules often made it easier for redevelopment to move fast, even when residents were already struggling to stay.

Leake says for Asheville residents, this is a lived reality. “Historic planning decisions shaping inequity in Asheville today show up less as policy; they show up to residents as neighborhoods that were once predominantly Black, but are no longer recognizable as time goes on.”

That harm can be mapped. When Chasity’s team compared residents’ testimonials with spatial data, including “home ownership rates, median home value, and income,” they supported those personal accounts of displacement.

If harm was designed into the system, it stands to reason that repair can be designed in as well.

Repair has to happen at the system level

Small upgrades can help, but they don’t fix the bigger problem. Planning and design decisions shape what gets built, what gets funded, and what gets protected. If that process doesn’t change, displacement will keep happening.

Why community voices matter more than “growth metrics”

Asheville’s reparations process moved forward by collecting community voices and treating them as real data. The research included 243 interviews, and something surprised Chasity: how consistent people’s experiences were. “The data consistently show that the Black community’s perspective is primarily focused on permanence, whereas planning typically prioritizes growth metrics over lived experience,” says Leake.

Leake argues that these community stories should be treated like evidence. Community planning often focuses on growth, but residents prioritize permanence. “People talked about staying, aging in place, and having something to pass down. Those goals are not side issues. They are the core,” she says.

That also means real restorative design may feel uncomfortable to institutions, because feasibility goes beyond budget, and becomes a power conversation. In her research, Leake says tension often appeared around housing and affordability; cities and markets define “what’s realistic” differently than residents, whose priorities are shaped by lived necessity.

What this means for architects, planners, and engineers

If design affects who gets to stay, then AEC professionals can’t treat their work as a simple build. “The data paints a very clear picture about neutrality, and it is not neutral,” says Leake. “We make design choices that have significant and lasting effects on who benefits and who suffers; who remains, and who must leave.”

So what should professionals do differently? If a city wants this work to be real, it must treat community input as the first step. That means planning around what residents say they need, and treating stability, like affordability and the ability to stay put, as part of the design from day one.

What counts as a “reparative” investment?

Not all investment is repair. Some projects bring new sidewalks and new lighting, but also raise rents and taxes. Some projects improve transit, but also make neighborhoods more attractive to outsiders with more money.

So what counts as reparative? “Residents tended to define reparative investments by outcomes such as improved stability, access, or affordability,” says Leake. This is where specific models matter, like affordable housing, community land trusts (CLTs), and infrastructure updates that prioritize existing residents. Those investments help residents stay, which is the real difference between a symbolic “equity project” and true restorative design.

Case study: Housing, zoning, and repair in Evanston, Illinois

Evanston, Illinois, is another city putting “design for reparations” into action. In 2021, Evanston launched the Restorative Housing Program, one of the first city-led reparations programs in the U.S., designed to help Black residents build stability through housing.

Instead of focusing only on direct payments, Evanston’s program provides eligible residents with support for home repairs, mortgage assistance, or down payments and closing costs. Early program participants could receive up to $25,000 to use toward those housing benefits.

This matters for AEC because housing is a built environment issue. If a home is unsafe, unaffordable, or falling apart, families can be forced out. Repair funding is one way to help people stay.

Evanston also supports physical housing repairs through programs such as its Housing Rehabilitation Loans, which offer below-market-rate loans to help eligible homeowners and landlords make needed upgrades.

Evanston is also looking at the rules behind housing. Its draft comprehensive plan includes goals like prioritizing affordable housing, protecting against displacement, and encouraging mixed-use zoning in some areas.

Why funding is the make-or-break factor

Many cities have strong reports and recommendations, but without money, they remain stuck. “The primary barriers were not a lack of data or clarity, but rather a lack of alignment among funding mechanisms, political will, and community priorities,” Leake says. And without dedicated funding, “repair” becomes more like a wish.

That is the heart of the implementation problem. Reparative goals have to compete with existing priorities unless funding is specific and protected. That’s why Leake supports targeted infrastructure funding in neighborhoods where harm has been concentrated. If harm is patterned by geography, she argues, repair should be too.

Radical financing models for restorative planning

For restorative planning to work, cities need funding models built for repair, especially in neighborhoods that have historically carried the most harm. When repair doesn’t have real funding behind it, it can’t move forward. Leake suggests three radical financing models that could help design for reparations scale across more cities:

• Repair-focused tax credits: Encourage upgrades and affordable housing in neighborhoods that have been harmed, with anti-displacement protections.
• Repair grants: Set aside federal money for basics like sidewalks, transit access, flood protection, and housing preservation.
• Community-first partnerships: Require long-term affordability and local benefits through tools like land trusts or shared equity.

The federal infrastructure opportunity

A lot of big infrastructure work, such as road fixes, transit upgrades, and housing developments, only happens when federal dollars show up. Leake says if that money is meant to repair harm, it can’t be scored the same way it always has. “Evaluation criteria should account for historical harm and long-term displacement risk, not just projected economic growth,” she says.

That change could decide who gets help and who gets left out. It could also stop cities from using lip service without real change. Leake says people notice when nothing improves. Communities have seen broken promises before. They can tell the difference between talk and action.

A hopeful sign

A lot of people still showed up for the research, despite the mistrust. Leake says the fact that people participated at all is a sign they haven’t given up, but reparations will only happen if cities take what residents say seriously and act on it. 

Design for reparations is an accountability exercise in which harm is named and spoken before it can be changed. As Leake reminds us, harm and repair live at the systems level. So if we want different outcomes, we need different systems.

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Being “different” is often a major competitive advantage, especially in the AEC industry. As we move into 2026, the industry is finally recognizing that neurodiversity, including ADHD, autism, and dyslexia, isn’t a challenge to be managed. Instead, it is a specialized toolkit that drives innovation and safety. In this article, we explore how “thinking differently” is becoming the ultimate jobsite asset, from the rapid problem-solving of ADHD minds to the unmatched spatial awareness and pattern recognition that help teams spot risks before they become accidents.

Quick look

• 1 in 4 construction workers is neurodivergent, with ADHD making up over 50% of these cases.
• Traits like hyperfocus and 3D-thinking lead to faster problem-solving.
• Companies are moving toward “cognitive support” as part of their standard health and safety plans.

What does neurodiversity look like on the job site?

Neurodiversity describes the natural variations in how the human brain functions. In construction, this is incredibly common. Data from the National Federation of Builders shows that 25% of the workforce identifies as neurodivergent. Among these professionals, ADHD is the most frequent condition, making up over 54% of that group.

Construction is a high-energy environment that rewards movement and quick thinking. While a traditional office job might feel slow, a job site offers the variety and physical activity that keep a neurodivergent mind engaged.

The “superpowers” of ADHD in the trades

Industry leaders often refer to neurodivergent traits as “superpowers” because they solve problems that others might miss.

• Hyperfocus: When a project gets complex, someone with ADHD can “zone in” with intense clarity. This is perfect for high-precision tasks like electrical wiring or structural steel fitting.
• Rapid problem-solving: Because many neurodivergent brains “think in 3D,” they can see shortcuts or potential safety hazards before they even happen.
• Risk assessment: Research shows many ADHD brains thrive in high-adrenaline environments. This makes them excellent in safety-critical situations where staying calm under pressure is a requirement.

Featured spotlight: Angela Mansell’s path to the manual for her brain

Angela Mansell, Managing Director of Mansell Building Solutions, didn’t receive her ADHD diagnosis until she was in her 40s. She describes the moment of diagnosis as finally being handed the “manual” for her own brain. For decades, Angela had navigated a high-achieving career in construction, but she often felt like she was fighting against traditional office structures that didn’t fit her way of thinking.

Today, she is a leading advocate for neurodiversity and serves as a fellow of the Chartered Institute of Building (CIOB). Angela highlights that the “fast-thinking” and creativity associated with ADHD are the same skills that can drive problem-solving on a job site. She encourages firms to stop viewing neurodivergent traits as flaws and instead see them as assets that drive pace and innovation in construction projects.

Breaking the “distraction” myth

A common misunderstanding is that ADHD means a person can’t focus. In reality, it is often about regulating attention. In 2026, we are seeing a shift away from stigma. Leading companies now realize that a “distracted” worker might actually be noticing a safety risk on the other side of the site that no one else has spotted yet.

Simple site adjustments for diverse minds

If you’re a contractor or supervisor, you can support every kind of brain with a few simple steps:

• The “fidget” factor: Allowing workers to move or use tactile tools during morning tailgate meetings helps them retain safety information more effectively.
• Modern PPE: Newer noise-canceling ear protection allows clear voice communication while filtering out the “sensory noise” that can distract workers.
• Visual instructions: Replace long blocks of text with diagrams or 3D models to help everyone quickly understand the plan.
• Quiet zones: Offer workers a space with less noise for breaks to help prevent sensory overload.
• Predictable routines: Keep tasks like “toolbox talks” at the same time every day to provide helpful structure.

How tech is helping

A wave of “assistive tech” that was originally designed for safety is now proving equally useful for neurodivergent minds. In construction, these tools help bridge the gap between how a person thinks and how the job site operates.

Gamified safety training

Many firms are moving away from long, static safety videos and toward active “play” to boost retention.

• Interactive microlearning: Platforms like Procore are leading the way by breaking safety rules into 5-minute interactive challenges.
• VR simulations: Instead of reading about fall protection, workers use VR headsets to practice in a virtual world. For an ADHD brain, the immediate feedback and high engagement of a “game” lead to much higher retention than a 2-hour PowerPoint.

Wearable “nudge” tech

In a loud environment, verbal instructions can get lost. Wearable tech provides a “physical” way to stay on track.

• Haptic alerts: Devices like those from VigiLife or Elitac Wearables use haptic feedback, small vibrations on the wrist or shoulder.
• The benefit: These vibrations can signal a task change, a break, or a safety alert. For workers who struggle with “time blindness,” these digital nudges act as a silent, non-stressful reminder to stay on schedule.

Visual task management

For project managers and engineers, “the dopamine gap” can make a long to-do list feel impossible. New apps are turning the office side of AEC into a more visual experience.

• Visual timers: Apps like Tiimo use visual wheels to show how much time is left in a task, making time feel less abstract.
• Brain-dumping tools: Platforms like AFFiNE allow managers to “dump” their thoughts onto a digital whiteboard. With one click, the AI turns messy notes and thoughts into a structured project board. This honors the non-linear way many neurodivergent people think, while providing the structure the project needs.

How to be a better ally today

If you are a supervisor or team lead, you can make a difference at the next toolbox talk. Try asking your crew: “How do you best take in information?” instead of assuming one way works for everyone. Normalizing this conversation reduces the “tough guy” culture and allows everyone to work more safely and better aligned.

The future is neuro-inclusive

To build the massive infrastructure projects of the future, we need every type of brain on the team. Neurodiversity is a competitive advantage that helps 2026 construction firms build faster, safer, and smarter.

Further reading

• 11 mental health books every construction worker should read
• Why men ignore their mental health and how to spot it
• Mental health programs every construction company should offer

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Engineering draws students who enjoy solving problems, building things, and working on projects that have a real impact. It’s a field with many specializations, from mechanical and civil to electrical and computer engineering. Some of the top engineering schools in the U.S. include MIT, Stanford, UC Berkeley, Caltech, Georgia Tech, and Purdue. Choosing where to study affects not only what you learn in the classroom but also the people you work with and the kinds of opportunities you get in internships and full-time roles. This article covers what engineering work looks like, what it pays, and what these top eight schools offer for students ready to commit to this career path.

Is engineering a good career?

Engineering work is about getting components to fit together, and seeing how systems perform in real-world conditions is part of the job. Civil engineers design bridges and roads, whereas mechanical engineers assess how machines and mechanisms work. Day-to-day tasks will vary depending on which specialty you’re in, but most engineers end up spending time analyzing data, testing out ideas, writing reports, and working with teams on new projects. Many engineers also spend time face-to-face with clients, suppliers, and builders, hashing out the finer details of bringing these projects to life.

Engineering pay is strong by any measure: the median salary for people with an engineering degree is around $100,000 a year, well above the U.S. median. This figure reflects a range of specialties and experience levels—it doesn’t apply only to senior engineers. One reason people are drawn to engineering is the wide range of career paths, including working in design offices, supervising teams in the field, and leading major projects.

Typically, it takes about four years to complete an engineering degree as a full-time student. However, with cooperative education, internships, and similar programs, the timeline can easily stretch to five or six years. Engineering programs are rigorous, involving extensive in-depth maths and physics and covering discipline-specific topics. You’re also usually required to complete labs, design projects, and work in teams. If you enjoy taking on technical challenges and working out problems in a structured way, then an engineering program could be just the ticket.

The top 8 engineering schools in the U.S. to consider attending

1. Massachusetts Institute of Technology (MIT)

Massachusetts Institute of Technology in Cambridge, Massachusetts, is one of the most widely recognized names in engineering, with a well-earned reputation for cranking out top-notch engineers. With so many different programs to choose from, picking a path can be a bit of a challenge—will you veer towards electrical engineering, mechanical engineering, aeronautics, materials science, or maybe one of the many hybrid options that combine engineering with data and computing? There are plenty of choices, but one thing that really sets MIT apart is its emphasis on hands-on work and real-world problem-solving. 

The tuition at MIT for 2025-26 was approximately $64,310 before financial aid, but that number can increase quickly once you factor in housing and other expenses. Many students, however, get substantial scholarships or financial assistance to help offset the cost. And having the MIT name on your resume is worth a lot, especially when it comes to snagging apprenticeships or internships and networking opportunities—especially in major tech hubs all over the U.S.

2. Stanford University

Stanford in California is another strong option for students serious about cutting-edge engineering. Their engineering school offers a strong lineup of programs, including computer science, electrical engineering, mechanical engineering, and bioengineering. Its location in the heart of Silicon Valley gives them strong industry connections for internships and research partnerships with major companies and startups. Being right in the middle of it all is worth so much more than just what you’re learning in class—it’s real, hands-on experience.

Stanford’s tuition is comparable to other private research schools, with annual undergraduate costs typically around $65,000 before aid. But the good news is that there are plenty of scholarship and grant opportunities available to help keep costs in line. At Stanford, you can count on working on some pretty big, pretty complex projects with people from all sorts of different disciplines. You might be teaming up with business, science, and computer science students.

3. University of California, Berkeley

The UC Berkeley College of Engineering is a real heavyweight among public universities, with top-notch research programs and an unmatched focus on industry. It’s consistently ranked among the top programs in the country for degrees in electrical, civil, and mechanical engineering. And with all those qualified engineers coming out of the woodwork, it’s no surprise that they end up snagging roles with top tech firms, infrastructure companies, and consultants, especially on the West Coast.

UC Berkeley also offers lower in-state tuition than some other schools; however, out-of-state students will pay full tuition. Still, the campus does a great job of getting its students involved in the labs and startups, which makes all that classroom theory actually come to life. This is all thanks to Berkeley being situated right next to all those tech giants in Silicon Valley and San Francisco. 

4. California Institute of Technology (CalTech)

Caltech, in Pasadena, CA, is a smaller school, but don’t let that fool you; it still has an excellent reputation for teaching math, physics, and engineering. They don’t have the biggest faculty, but you’ll often find students working one-on-one with professors on some pretty meaty research projects. With engineering programs that include aeronautics, chemical engineering, and computing, they have a lot to offer.

Tuition at Caltech is similar to that of other private institutions, typically over $60,000 per year before aid. That’s a high upfront cost, but financial support and research opportunities can open doors for these students. And when it all comes down to it, it’s not uncommon for Caltech alums to end up working on some fantastic projects in aerospace, tech, or research institutes all over the world.

5. Georgia Institute of Technology

Georgia Tech in Atlanta is a leading institution in engineering and the sciences, particularly in industrial engineering and computer science. Many students get a real leg up in their careers thanks to co-op and internship programs that put them directly into a paid role while they’re still studying. You’ve got a school that’s big enough to support a load of different labs—robotics, manufacturing, and energy—and the public funding really helps push that along.

Georgia Tech’s tuition is lower for in-state students, which is likely why many Georgia residents choose to attend—and it remains competitive for out-of-state students as well. And that broad range of programs, plus the emphasis on hands-on experience, gives Georgia Tech graduates a real edge in securing industry jobs.

6. Purdue University–West Lafayette

Purdue University’s College of Engineering in West Lafayette, Indiana, combines traditional engineering instruction with exposure to modern technology and design challenges. Programs range from aerospace and civil to biomedical engineering, and students often participate in project courses that mirror tasks they will face on the job. Large labs and industry partnerships help students build portfolios that firms recognize.

As a public university, Purdue typically has lower undergraduate tuition than private schools for many students. That affordability, paired with strong job placement, makes it attractive for families balancing cost and outcome. Graduates often take roles in the aerospace, manufacturing, defense, and automotive sectors, where engineers with strong fundamentals are in high demand.

7. Carnegie Mellon University

Carnegie Mellon in Pittsburgh has a strong reputation in computer engineering, software systems, and robotics. Their engineering programs are geared to get you working side-by-side with designers, coders, and systems thinkers, just like the pros do in the industry. Students often work on team projects and complete real-world research and internships that put them in direct contact with the people who hire them, sometimes even before graduation.

The tuition at CMU is not cheap, but the connections and career services the school offers more than make up for it, helping its graduates land top jobs with big tech and engineering firms. By the time they leave, students from CMU have not only developed technical skills but also hands-on experience working with people from diverse disciplines.

8. University of Illinois Urbana–Champaign

The University of Illinois Urbana-Champaign is a leader in engineering disciplines, including electrical engineering and computer science. The College of Engineering fosters a deep understanding of the technical aspects and includes real-world industry projects for good measure. That’s why the big employers love to recruit out of here—their grads bring a solid analytical mindset and a broad understanding of engineering that really stands them out.

Tuition at UIUC is reasonable for a top-notch public research university. Many students secure internships while still in school, which helps bring classroom learning to life. Once they’re in the real world, alumni networks remain highly active, helping new graduates get their careers off the ground both here and abroad.

Which engineering school should you attend?

Choosing the right engineering school depends on personal preferences, financial constraints, and career goals. Students should consider the types of engineering disciplines offered, internship and co-op connections with employers, cost of attendance, and how well the school’s strengths align with their interests. Campus culture and location matter, especially if a student plans to work in a particular region after graduation. Scholarships and financial aid options should also influence decisions, as engineering programs can vary widely in cost.

Here’s a quick comparison of the eight schools covered above:

Final thoughts

Engineering can be an excellent choice for students who enjoy hands-on problem-solving and want to enter a field with solid pay and clear pathways into industry. Schools like MIT and Stanford offer deep research exposure, while institutions like Georgia Tech and Purdue provide strong applied experience at more affordable costs. The best choice depends on what kind of engineer a student wants to become and where they hope to work after graduation.

If you want more guides on careers in construction, engineering, and related trades, sign up for the Under the Hard Hat newsletter and stay connected with stories that help your education and career decisions.

The Hitachi booth at CONEXPO 2026 represents a massive turning point for the company. Following the dissolution of their joint venture with John Deere, Hitachi is moving toward a total rebrand as LANDCROS, effective April 2027. This year’s showcase is a “fusion of past and present,” where “Reliable Orange” heritage meets high-tech concepts that will define the brand’s independent future.

A major brand shift for the future

One of the biggest stories at the show is not a machine at all. Hitachi announced that it is officially changing its corporate and brand name to LANDCROS, effective April 1, 2027. While the name is changing, the 75 years of Japanese engineering we all trust remains exactly the same.

The shift is about more than just a new logo; it is about becoming more agile. “Technology piece, that’s not really our bread and butter,” explains Gabe Weiss, Head of Marketing at Hitachi. “So why not look for groups, technology partners… that we can partner with to come to market more quickly?” By transitioning to LANDCROS, the company is moving away from its heavy iron roots to embrace a future where they can be “more agile, more friendly” as an independent company.

What does LANDCROS stand for? 

The name is actually an acronym that outlines the company’s new approach to creating solutions:

• LAND: Represents the company’s 75-year history and the reliability of their machines.
• CROS: Stands for Customer first, Reliable equipment, Open source (technology), and Solutions.

Innovation in harmony 

At the booth, the company showcased this new identity through the theme of “Harmony” (or Wa in Japanese). They are building a full ecosystem of solutions that connect the machine, the operator, and the office. One of the most exciting examples of this open source approach is a partnership with a San Francisco-based group to rethink electrification.

Instead of a traditional fixed battery, they are demonstrating a cartridge system. “Think like a laser printer toner,” says Weiss. “They have eight of those that go in there… pull them out as you need to. So it continuously operates.” This mobile charging approach allows for 24/7 operation without the long downtime usually associated with recharging heavy equipment.

Hitachi has always been a leader in digging, and this evolution ensures they remain one for the next 100 years. “It’s not an end of an era,” Weiss notes. “It’s our next evolution.” While the decals will change on April 1, 2027, the “reliable orange” color and the team behind the machines aren’t going anywhere.

Hitachi’s latest heavy machine models were showcased at CONEXPO

The ZX500LCK-6 High Reach Demolition Excavator Concept

The concept ZX500LCK-6 high reach demolition excavator.

The ZX500LCK-6 is a specialized excavator designed specifically for high-reach demolition work. If you are tasked with tearing down tall structures in tight urban areas, this machine is engineered to handle that exact stress. Because it is a concept model, Hitachi is using this time to gather feedback by testing it out with select companies before releasing the next-generation version to North America.

According to Chad Salisbury, Product Manager at Hitachi, this is more than a standard excavator with a long arm attached. “It is purpose-built for demolition… Hitachi Japan builds the entire thing,” Salisbury explains. “They’re not sending over a modified 500 with an aftermarket front. They’ve taken great care to make sure the design is stable, reliable, safe, and efficient for that specific application.”

The machine is based on the proven ZX490 platform and offers a level of versatility that is critical for demolition crews who need to switch between high-reach work and traditional digging. The front options can be swapped out in as little as 20 minutes, allowing the machine to pivot from a towering high-reach setup to a mid-reach or two-piece boom system. “Being able to bring that in knowing that it’s a complete purpose-built machine from Hitachi is a great asset for our customers,” says Salisbury.

ZX500LCK-6 specs:

ZW140-7 and ZW120-7 Wheel Loaders 

The latest ZW120-7 Wheel Loader from Hitachi.

Hitachi is expanding its 7-series lineup with the introduction of the ZW120-7 and ZW140-7 wheel loaders. These machines are designed for high-efficiency material handling in residential construction, snow removal, and tight industrial settings.

One of the most noticeable changes in the 7-series is the shift in aesthetics and visibility. “You can tell the difference between the six and seven just by looking at the boom,” says Product Manager Chris Trampush. “It is gray on our sixes; they are orange on the sevens.” Beyond the color change, the machines now come standard with high-intensity LED lights, replacing the older halogen systems to provide better illumination for early morning or late-night shifts.

Safety is further enhanced by a 360-degree bird’s-eye view camera system. This allows operators to see the entire perimeter of the machine on a single display “In those confined, tight spaces, this is allows you to move and operate the machine safely, not only for you but for those around you as well,” says Trampush.

The interior of these loaders has been completely redesigned with a focus on reducing fatigue. Hitachi has moved the control buttons from the traditional lower console to the B-pillar post, placing them directly in the operator’s line of sight and within easy reach. The cab also features:

• Integrated payload system: This allows the operator to see exactly how much weight is in the bucket in real time, ensuring trucks are loaded to capacity without being overloaded.
• New ergonomic seats: Designed for comfort during 8 to 12-hour shifts.
• Hydrostatic transmission: Features a creep mode for precise control when using specialized attachments.

Hitachi ZW-7 series technical specifications:

Despite the high-tech upgrades, Hitachi hasn’t lost sight of the basics. Trampush emphasizes that the company still prides itself on the “reliability and quality of the machine.” These loaders are built to be a dependable, long-term part of your fleet.

Anticipating the ZX890-7 Bulk Excavation configuration

The new ZX890-7 Bulk Excavation Excavator.

Hitachi is also developing a Bulk Excavation configuration for the massive ZX890-7. This setup is being designed to move massive amounts of dirt in record time, making it a potential game-changer for large-scale earthmoving projects. Like the demolition model, this configuration is still being perfected behind the scenes to ensure it meets the aggressive timelines and durability standards that North American contractors expect.

The ZX135-7EB electric excavator concept

The ZX135-7EB electric excavator concept plugged in to charge.

For those looking to go green, the ZX135-7EB electric excavator was recently announced in February 2026. This 13-ton machine features dual-mode operation: battery-powered via a 198 kWh lithium-ion battery or wired grid-assist mode, which allows the machine to operate 24/7 while connected to a CEE 400 V AC three-phase power supply. It is quiet and produces zero emissions, making it the perfect choice for jobs in residential neighborhoods or areas requiring quiet operation. 

Hitachi brings in smart tech to revolutionize it’s fleet

Hitachi is leaning into open partnerships to bring some new tools to the cab.

One of the standout features by far is Assist Pro. This is an iOS mobile app developed with Ramblr.ai that helps operators and technicians, whether they are in the seat or walking around the site. Think of it like a smart assistant that knows your machine inside and out. “Ramblr’s AI Assist Pro development marks the start of a much broader journey with Hitachi Construction Machinery,” said CEO of Ramblr.ai, Roman Hasenbeck, in a press release. “By combining their industry leadership in engineering and future-centric outlook with Ramblr’s AI agents, we’re transforming documentation and expert know-how into always-available, AI-powered intelligence, delivering interactive, AI-driven guidance that scales seamlessly across machines, teams, and global operations.”

AI Assist Pro demo images showcasing capabilities.

They also plan to equip their machines with a semi-autonomous excavator system developed with Gravis Robotics. Using the Gravis Rack retrofit kit on a ZX135US-7, the machine can learn to perform repetitive tasks from an operator. Once it knows the move, it can repeat it with perfect precision. This helps address the labor shortage by enabling less-experienced operators to meet high-level goals. It can also allow a single operator to control multiple machines at the same time without ever stepping foot inside the cab.

Better control with LANDCROS Connect

Managing a fleet can be a headache, but the new LANDCROS Connect system is looking to fix that. This machine monitoring platform gives you a bird’s-eye view of your entire operation.

You can track fuel use, check machine health, and even manage attachments. They will also introduce a new system called Solution Linkage Machine Guidance. It gives operators real-time data on depth and grade right on a screen in the cab. This means no more over-digging and a lot less rework, which keeps your budget on track.

“Machine guidance on excavators is no longer a luxury feature … it’s becoming a standard expectation on job sites today,” said Tony Carden, Technology Product Manager with Hitachi Construction Machinery Americas. “With Solution Linkage Machine Guidance, we’re combining advanced positioning technology with an intuitive design to create a system that enhances operator performance and improves overall project visibility. This is a step forward in our commitment to providing practical technology solutions that increase precision, productivity, and job site control.”

The connected future of the modern job site

Hitachi is proving that they understand the modern job site. Projects are getting more complex, and finding skilled help is becoming increasingly more difficult. By focusing on AI, autonomy, and electric power, they are providing machines that are more efficient to stay competitive. Whether you are an owner, a fleet manager, or an operator, Hitachi’s innovations are designed to make your life easier and jobs more productive.

With the adoption and integration of advanced technology into their heavy machines, Hitachi is positioning itself to thrive for the next 100 years. The move toward LANDCROS is a strategic push into high-tech automation, making sure their brand remains the backbone of job sites around the world.

For more on the latest tech and gear reveals from CONEXPO 2026, subscribe to our newsletter today and stay in the loop!

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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Plantd is a material company that’s rethinking how buildings are made—starting with the panels inside them. Based in North Carolina, the company was founded by former SpaceX engineers who wanted to reduce the carbon footprint of traditional construction materials without compromising strength or availability. Their focus is on producing engineered panels made from fast-growing perennial grasses that can be harvested multiple times a year. By replacing trees with grass and using automated manufacturing, Plantd aims to make carbon-negative materials at scale. Their mission isn’t just about sustainability—it’s about changing how the supply chain sources and builds the core components of homes.

Who they are and what they do

Plantd produces structural panels similar to oriented strand board (OSB) but made from rapidly renewable grasses instead of trees. The founders—Josh Dorfman, John Kingman, and Jordan Beasley—developed the idea after recognizing how slowly tree-based materials replenish. Their proprietary equipment compresses and bonds grass fibers under heat and pressure to form boards that match or exceed the strength and durability of conventional OSB. Each panel captures atmospheric carbon as the grass grows, locking it away in the finished product.

Their manufacturing line is fully electric and designed to minimize waste from start to finish. Instead of relying on deforestation or long timber supply chains, they contract directly with local farmers to grow perennial grass crops within a short radius of their production facility. This model reduces transportation-related emissions and creates new income opportunities for rural agricultural communities.

How Plantd is changing the industry

Traditional building materials—especially those used in framing and sheathing—are among the construction sector’s largest carbon sources. By shifting to renewable grass feedstock, Plantd’s process removes carbon from the air rather than adding to it. The company estimates its panels could store more carbon than they emit during production, giving them a clear advantage over wood-based products.

Beyond the environmental benefit, the grass-based approach also stabilizes material supply. Fast-growing grasses mature in less than a year and regenerate after harvest, eliminating the decades-long growth cycle of timber. That speed offers builders more predictable pricing and availability during lumber market swings. Plantd’s in-house-developed automated machinery enables continuous production with minimal human labor—lowering the cost per panel and increasing consistency.

Architects and builders are starting to take note. The company has partnered with several homebuilders to test these panels in new residential construction, with early reports showing comparable structural performance to traditional OSB. As codes and clients push for lower embodied carbon, materials like Plantd’s could play a major role in meeting those targets without forcing builders to change established construction methods.

Plantd’s work demonstrates how materials innovation can directly reduce emissions while maintaining high productivity—a combination that matters to everyone from framers to designers to developers. 

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Contractors, developers, and city leaders are facing a hard question: how do you build the housing and infrastructure communities need without extracting the wealth those projects create? This story looks at community ownership models, including community land trusts and cooperatives, that aim to keep land and opportunity anchored locally. Under the Hard Hat met with Nestor Castillo of Eden Community Land Trust in California’s East Bay to show what this shift looks like, before the first shovel even hits the ground.

Construction is good at the visible part of the story. The slab cures, the walls rise, the building appears. The invisible part is harder to track. Who stays once the work is done? Who benefits when property values climb? Who holds the power when the neighborhood changes?

Community ownership treats those questions as part of the build, not a footnote.

As Castillo puts it, community land trusts can sound “really technical and wonky,” but the core is simple. “Essentially, it’s a model for preserving affordable housing permanently,” he says. A land trust “looks after the land and whatever’s on top of it,” whether that is housing, small business space, or something else the community needs. “It’s an organization that looks after the land in perpetuity,” says Castillo.

What community ownership looks like in construction

In practical terms, community ownership in the built environment means residents are not just impacted by development. They share control, and in some models, they share in long-term benefits.

That can take different forms. A community land trust can hold land in trust and lease it under long-term terms that protect affordability and local priorities. Cooperative real estate models can give residents shared ownership and governance. Worker-owned construction firms and cooperative development structures can redistribute risk and reward within the building process itself.

The roles shift too:

• Residents become decision-makers, not just “stakeholders.”
• Builders and designers work inside a longer arc of stewardship, not just delivery.
• Financiers are asked to underwrite stability and permanence, not only maximum returns.
• Municipalities and county governments can enable the model through land policy, procurement, and supportive funding for stewardship.

The hard part is building the structure that can carry it.

Community land trusts (CLTs): Separating land from speculation

The CLT can be described as a stewardship model that separates land from the churn of speculation. The land trust holds the land, and the community benefits from the long-term rules that come with that stewardship.

That permanence is what distinguishes CLTs from many “one-time” affordability fixes. Castillo points to first-time homebuyer programs and similar tools as helpful, but fragile. “It’s a one-time use,” he says, and once the home is sold at market rate, “all that sort of affordability is lost.” 

CLTs disrupt that cycle by design, even if it makes some people uncomfortable. “The CLT sort of caps it,” Castillo says. “But for someone who’s low income… there’s opportunity for generational wealth.”

The role of construction teams in CLT-led projects

For builders, the biggest shift is cultural as much as contractual. “The community engagement piece is real,” Castillo says. “We take it very seriously, and we want community input.”

That input takes time. It’s often complex, sometimes contradictory, and occasionally inflamed by the familiar friction of “not in my backyard” politics. A CLT asks construction teams to treat engagement as a genuine project input rather than a performative step. 

It also creates an opportunity: developers and builders can help communities understand feasibility without dismissing community values. Castillo imagines a process where professionals can say, “This is what’s possible. This is what’s realistic, and then residents can recalibrate with real constraints in view.”

Where CLTs are gaining traction

CLTs increasingly collaborate rather than compete. Castillo points to examples in Los Angeles where multiple CLTs operate in proximity and share resources. “There’s a part in LA where there’s four or five, if not more, community land trusts that are all neighboring each other,” he says. “Rather than seeing each other as competition, they’re super aligned, saying ‘how can we find ways to work with each other to educate our community members and find sources of funding?’”

Cooperative ownership in real estate and construction firms

Cooperative ownership is the sibling model to CLTs, and it shows up in two places that matter in the AEC multiverse:

1. Cooperative real estate, where residents share ownership and governance of a building or portfolio.
2. Worker-owned construction and development firms, where the people delivering the work also share in profit and decision-making.

In both, shared ownership changes incentives. It can shift accountability from short-term extraction to long-term care. It can also introduce complexity, because democratic governance is not designed for speed.

“Democracy is messy,” Castillo says, and the mess isn’t a flaw; it’s part of the value. “The messier it is, the more it’s worth it.” 

Cooperative ownership models in real estate and construction aim to keep control, risk, and long-term benefit closer to the people who live with the outcomes. By redistributing ownership and governance, these models challenge the assumption that efficiency and scale must come at the expense of accountability. In the East Bay, groups like the East Bay Permanent Real Estate Cooperative offer one example of how shared ownership can reshape who ultimately benefits from development.

Financing development without extracting the neighborhood

Traditional capital often rewards the fastest path to the highest return. Community ownership asks for something else: patience, permanence, and shared benefit.

Castillo is candid about what that runs into. Cities may like the idea of affordability, but balk at paying for stewardship. If a city is running a deficit, it is harder to justify selling land for nominal cost, even if the long-term community benefit is substantial. “For-profit developers are the power players in the region,” he says, which can leave CLTs as “the odd cousin” that is “rarely… at the table.”

This is where alternative financing models come in, including community investment funds and mission-aligned lenders. Examples like the Boston Ujima Project are often referenced for community-driven capital allocation, although models vary widely by region and regulatory context. The key is the principle: finance that does not require a neighborhood to lose itself to be “viable.”

Profit-sharing, local hiring, and closing wealth gaps

Community ownership goes far beyond holding the deed; it’s also about who gets paid, who gets hired, and who gets to build a future in the place they live.

Profit-sharing changes the story beyond wages by linking long-term project success to the people who often only see the short-term labor. Local hiring can serve as a wealth-building tool when paired with career pathways, training, and durable opportunities, rather than just a temporary quota.

Castillo’s public health lens brings another dimension. Stability is not a soft benefit. “If we can provide stable housing with resources, people can start thinking bigger,” he says. “How do I grow in my field, for example, or how do I go back to school?”

What this means for contractors, developers, and AEC leaders

Community ownership changes risk and reward. It can add time and coordination up front and reduce conflict and volatility later. It asks construction leaders to expand their skill set:

• Partnership-building with community entities
• Comfort with governance processes
• Long-term thinking about asset performance and resident outcomes

The competitive advantage can be both moral and strategic. There are opportunities where market-rate development sees little value, including neglected parcels and long-stalled sites. “Neglected properties and land where they don’t see much value may be exactly where a CLT partnership can unlock new possibilities,” says Castillo.

He describes a local vacant lot that has sat for decades, only coming alive through informal uses like street vendors. He imagines what could happen if land were treated as a community resource rather than something to hold until “the biggest boom” arrives. For builders, there is meaningful work beyond delivery, especially in places the conventional market leaves behind.

Barriers and hard truths

Community ownership is not a shortcut around the hard parts of development. It is a structural shift that asks projects to move more slowly up front in exchange for durability later.

Castillo learned this early. What began as optimism quickly ran into institutional reality. When Eden Community Land Trust attempted its first project, the city’s response was not ideological. It was procedural. Officials wanted proof. “What’s your portfolio like? What’s your track record for a successful development?” Castillo recalls. “We kind of looked at each other and said, well… we don’t have one.”

That credibility gap is one of the most persistent barriers facing newer CLTs. Traditional underwriting systems are built to reward precedent. Without a completed project, land trusts are often treated as aspirational rather than viable, even when the need they are responding to is urgent.

Financing friction compounds the problem. While cities may be receptive to the idea of affordability, they are often reluctant to fund the less visible work of stewardship. When municipalities face budget shortfalls, land transfers or long-term investments in community governance become harder to justify, even when the long-term benefits are clear. 

Time is another constraint that rarely shows up in glossy renderings. “Build the CLT first,” says Castillo. Community ownership requires coordination across residents, agencies, developers, and funders, and that coordination takes longer than conventional top-down decision-making. Good intentions can’t outrun capacity, because when a real opportunity appears, delays can collapse the window. 

The role of institutions and industry leadership

For community ownership to scale, it needs institutional backing that treats stewardship as infrastructure, not charity.

Much of the work still involves education, Castillo notes. “I think that’s what CLTs are often doing, educating potential lenders, educating city officials, city planners, educating other developers of how this would work,” he says. Without that shared understanding, CLTs remain peripheral, admired in theory but excluded in practice.

Industry leadership can change that dynamic by normalizing community ownership models in mainstream development conversations, publishing playbooks that reduce the technical barrier, and supporting procurement and policy frameworks that recognize stewardship as legitimate work.

Castillo also emphasizes the power of networks. He points to California as a place where CLTs increasingly operate in coordination rather than competition. In Los Angeles, he describes areas where several community land trusts operate side by side, sharing resources and aligning strategies instead of undercutting one another. The California CLT Network, for example, provides shared technical assistance and legal services. That shared backbone can be the difference between momentum and burnout for emerging CLTs.

Is community ownership the future of development or a niche solution?

Community ownership isn’t a universal answer, and it’s unlikely to move at the pace of speculative capital. It works best where the goal is long-term stability, affordability, and shared governance, rather than rapid turnover or maximum short-term return.

Yet the pressures reshaping cities suggest these models may become more relevant, not less. Housing shortages are forcing municipalities to rethink what “successful” development means. Labor gaps are making local pathways and retention more valuable. Climate resilience is rewarding long-term stewardship over short-term extraction.

Castillo’s optimism is grounded in persistence, not theory. After a long period when Eden Community Land Trust felt stuck, when progress was slow and uncertain, momentum returned quietly. “A funder basically cut us a check,” he says. “No strings attached.” That moment, he said, confirmed that the model had listeners.

Redefining success in AEC

Community ownership asks a question that can feel almost impolite in an industry built on delivery and deadlines: who benefits from the built environment after the ribbon is cut?

Castillo’s answer is meetings and translation, and disagreement. It is patience and process. It is an insistence that people who have been left out of land-use decisions should not only be consulted, but brought into governance.

“A single resident can become a champion and change what a CLT becomes,” he says. “It feels expansive, it gives you optimism… the possibilities, not the limitations.”

And so the question remains, hovering beneath every foundation pour and every groundbreaking speech: when the next building goes up, who is it building wealth for?

Check out these links for more information about the Eden Community Land Trust:

• Eden Community Land Trust: https://www.edenclt.org/
• Statewide network: https://www.cacltnetwork.org/
• ECLT fiscal sponsor: https://oakclt.org/

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Contractors, builders, and procurement teams are always looking for reliable drywall suppliers, and it helps to know who the biggest players are in the United States. Companies like USG, National Gypsum, CertainTeed, Georgia-Pacific, and American Gypsum produce much of the wallboard used in homes, offices, and job sites across the country. This guide looks at the top drywall manufacturers in the US and how they compare, making it easier to find the right fit for your next project.

The drywall industry: Current state

The drywall industry in the US is busy right now, thanks to a steady rise in commercial and multifamily construction that keeps demand for gypsum board high. Builders are also looking for more moisture-resistant and fire-rated panels to meet stricter building codes and improve safety on every job. 

On the manufacturing side, automation and tools like the Okibo drywall robot are helping crews work faster and safer. There’s also growing awareness around drywall dust exposure, which is encouraging companies to focus on improved ventilation and better dust-control practices to keep job sites healthier.

Top 10 most successful drywall manufacturers in the US

10. Magnum Building Products

• Revenue: Private company magnumbp.com
• Employees: 50–200
• President: Dan Armstrong
• Founded: Early 2000s

Magnum Building Products makes the Magnum Board® line, an eco-friendly alternative to traditional drywall, cement board, and wood sheathing. Their products include interior and exterior wall and ceiling boards, underlayment, and sheathing designed to stand up to fire, water, mold, mildew, insects, and other common job site challenges. 

The company focuses on durability and environmentally minded materials, promoting Magnum Board® as a non-toxic option for residential and commercial builds. You’ll see it used for everything from walls and ceilings to roofing substrates and siding.

Unlike standard gypsum drywall, Magnum’s boards use magnesium oxide or fiber-reinforced materials, which offer added protection against moisture, mold, and other environmental issues.

9. Panel Rey (US Operations)

• Revenue: Private company
• Employees: 200-500 in US (over 1,100 employees globally) 
• Vice President: Dave Bates (US operations)
• Founded: 1986

Although Panel Rey is based in Mexico, their massive US distribution network makes them a local staple for many American builders. They supply the full wall system, from interior and exterior panels to the finishing compounds needed to seal the job. 

Installers prefer these boards because they are noticeably lighter, which makes a big difference after a long day of hanging drywall. Aside from the standard sheets, they stock all the necessary specialty products, including fire-rated and mold-resistant cores, plus flexible 1/4” boards that make framing curved walls a lot easier.

Thanks to its global outlook and broad product lineup, Panel Rey has become a popular choice across the southwestern and southern US. It’s a helpful alternative to traditional gypsum board for builders looking for reliable performance, versatility, and easier installation.

8. Amrize (Holcim US)

• Revenue: (US division) approx. $6B US in the first half of 2025
• Employees (US): ~1,835
• CEO: Global CEO (Holcim Group): Miljan Gutovic (since May 2024); North America Regional Head (Global Group): Jaime Hill
• Founded (US operations): 2025 (Global operations founded in 1912)

Holcim US (soon to be Amrize) is the North American operations of global building materials giant Holcim, a well-known name in the construction materials space, offering gypsum board alongside a wide range of products like cement, aggregates, ready-mix concrete, and walling systems. With such a broad lineup, the company supports everything from small residential builds to major infrastructure projects.

In 2022, LafargeHolcim US brought all its legacy brands together under one new name: Holcim US. The rebrand was a big step toward creating a more unified company focused on sustainable, low-carbon building solutions. With operations now spanning 43 states, Holcim US offers everything from cement and concrete to aggregates and gypsum products under a single, streamlined identity.

Today, Holcim blends its global expertise with a strong US presence to offer drywall and other materials for commercial, infrastructure, and residential markets. The company is also putting more emphasis on low-carbon manufacturing and circular construction practices as part of its long-term sustainability goals.

7. Cabot Gypsum (CABCO Gypsum)

• Revenue: $7M in 2024
• Employees: 11-50
• CEO: Leadership not publicly listed (privately held)
• Founded: 1995

Operating out of Cape Breton, Nova Scotia, Cabot Gypsum (CABCO) has become a staple supplier for the Northeastern United States. They manufacture a complete lineup of drywall, ranging from standard residential boards to heavy-duty fire-rated panels for commercial jobs. 

Because of their location on the Atlantic coast, they can ship down the Eastern Seaboard faster and more reliably than many inland competitors. Builders generally trust CABCO for two reasons: the supply chain is solid, and the boards themselves feature strong cores and clean finishes that make finishing work easier.

As one of the largest independent gypsum producers in North America, Cabot Gypsum fills an important market niche by offering an alternative to major US brands. Its longstanding operation, modern production equipment, and commitment to quality help keep it competitive while giving contractors more choice for their wallboard needs.

6. PABCO Gypsum

• Revenue: Private company 
• Employees: 500-1000 across PABCO Building Products divisions
• CEO: Ryan Lucchetti
• Founded: 1972

PABCO Gypsum is a major West Coast drywall manufacturer based in California, supplying wallboard across the western United States and beyond. They offer a full range of gypsum products, from standard interior panels to fire-rated, moisture-resistant, sound-dampening, and exterior-grade boards, giving builders plenty of options for different project needs.

One thing that really sets PABCO apart is its focus on sound control. After acquiring QuietRock in 2013, the company became a leading supplier of high-performance sound-dampening drywall that blends fire resistance, moisture protection, and acoustic performance into a single panel.

PABCO is also known for its family-owned roots within the PCBP group and its emphasis on strong relationships, environmental responsibility, and consistent quality. The company’s sustainability efforts show up throughout its operations, including the use of recycled paper from its PABCO Paper division and a vertically integrated manufacturing process that begins at its own gypsum quarry.

5. American Gypsum (Eagle Materials)

• Revenue: As part of Eagle Materials, approx. $2.3B US in annual revenue across all its business segments.
• Employees: Approx. 2,400-2,500 people total across its various segments (Cement, Concrete/Aggregates, Paperboard, and Gypsum)
• CEO: Michael R. Haack is the President & CEO of the parent company, Eagle Materials; the CEO for American Gypsum is D. Craig Kesler
• Founded: 1984 (original operations under predecessor names; now part of Eagle Materials)

American Gypsum is a long-standing US drywall manufacturer that supplies wallboard products for residential, commercial, and industrial projects across the central and western regions of the country. With a strong presence and a reputation for quality, the company has become a trusted source for builders who need consistent performance.

The company operates five gypsum wallboard plants with multiple production lines, giving it the capacity to produce about 4 billion square feet of wallboard annually. That scale puts American Gypsum among the larger drywall producers in the US.

Their product lineup covers a wide range of needs, including standard interior drywall, fire-rated panels, moisture- and mold-resistant options, and specialty boards designed for factory-built housing.

In 2025, Eagle Materials announced a major investment of roughly $330M US to modernize and expand its Duke, Oklahoma, plant. This upgrade supports more efficient, large-scale production and helps the company keep up with growing construction demand in southern and Sunbelt states.

4. Georgia-Pacific Gypsum

• Revenue: GP’s gypsum segment brought in around $2.59 billion in 2025
• Employees: 30,000+ across Georgia-Pacific’s operations (paper, building products, lumber, gypsum, etc.)
• CEO: Julie Howard
• Founded: 1927

Georgia-Pacific Gypsum is one of the top drywall manufacturers in the US, offering a wide range of gypsum-board products for both interior and exterior applications. Owned by Koch Industries, a massive privately held conglomerate, they’ve become a leading manufacturer in the US gypsum market, competing with companies like Saint-Gobain and Eagle Materials. 

Their lineup includes well-known names like ToughRock® and DensGlass®, along with other gypsum and fiberglass-mat–faced boards for walls, ceilings, sheathing, and specialty uses. ToughRock® boards are designed to handle moisture and fire exposure, making them a reliable choice for everything from new builds to renovation projects in both residential and commercial settings.

DensGlass® and other fiberglass-mat–faced products provide even more moisture and mold resistance compared with traditional paper-faced drywall, which makes them especially useful for exterior sheathing, soffits, and areas prone to humidity. Georgia-Pacific remains a go-to supplier for builders who want versatility, durability, and dependable performance across many project types.

3. CertainTeed (Saint-Gobain North America)

• Revenue: $750M US/year
• Employees: 3,294
• CEO: Julie Bonamy
• Founded: Continental Building Products was acquired in 2020 and became CertainTeed

CertainTeed is one of the most trusted drywall makers in North America; a company with deep roots and decades of experience supplying high-quality gypsum products for both homes and commercial buildings. Through its parent company, Saint‑Gobain, CertainTeed brings a long legacy of building-materials know-how to every drywall panel it produces.

Their product lineup is broad and built to meet modern construction demands. Offerings include lightweight drywall panels, moisture- and mold-resistant boards (like M2Tech®), fire-rated wallboard (including Type X / Type C), and sound-dampening drywall for quieter, more comfortable spaces. 

One standout product is Easi-Lite® Lightweight Drywall, which can weigh up to 30% less than traditional panels. It’s easier to carry, lift, and install, making it a favorite for ceilings, renovations, or any job where efficiency matters.

CertainTeed also continues to invest heavily in sustainability and modern manufacturing. Through Saint-Gobain’s global resources, the company is expanding production capacity in the US and upgrading plants to reduce environmental impact while meeting rising nationwide demand.

With its deep product lineup, ongoing innovation, and strong manufacturing network across North America, CertainTeed remains one of the top drywall manufacturers in the United States.

2. National Gypsum Company

• Revenue: Private company; estimated annual revenue is estimated at $780M US
• Employees: 1,200-1,300
• CEO: Thomas C. Nelson
• Founded: 1925

National Gypsum Company is one of the oldest and most influential drywall manufacturers in the United States. Headquartered in Charlotte, NC, the company operates an extensive network of gypsum board plants, quarries, and processing facilities, handling everything from raw gypsum to finished wallboard. This vertical structure helps maintain consistent quality across all its products.

Its drywall is sold under the well-known Gold Bond® name, a staple in the construction industry thanks to its reliability and long-standing performance record. National Gypsum also produces several high-performance product lines, including PURPLE® and eXP®, which offer enhanced moisture, mold, and fire resistance for modern building demands.

Throughout its nearly 100-year history, innovation has been central to the company’s growth. National Gypsum has steadily expanded its offerings to include specialty boards such as fire-rated, sound-dampening, moisture-resistant, and impact-resistant options, giving builders plenty of tools to meet today’s code requirements and design challenges.

Thanks to its broad product range, strong industry reputation, and large US footprint, National Gypsum remains one of the country’s top drywall suppliers, serving residential, commercial, and multifamily projects nationwide.

1. USG Corporation (United States Gypsum)

• Revenue: Recorded full-year net sales of $3.3B in 2018. In April 2019, the company was acquired by the German-based Knauf Group and became a private entity, so more recent public revenue data is not available. 
• Employees: Approx. 7,000 in North America (14,000 globally)
• CEO: Christopher R. Griffin
• Founded: 1901

USG is often considered the largest and most recognized drywall manufacturers in the U.S. thanks in large part to its iconic Sheetrock® brand. For more than a century, the company has played a major role in shaping how interiors are built, helping move the industry from traditional plaster-and-lath methods to the fast, efficient gypsum wall systems used today.

Over the years, USG has continued to expand its offerings well beyond standard drywall. The company now provides ceiling systems, moisture- and fire-resistant boards, and advanced drywall suspension and finishing systems designed for a wide range of building types and performance needs.

With its long track record of innovation, a large and reliable distribution network, and strong brand recognition, USG remains a top choice for builders, contractors, and developers working on residential, commercial, and multifamily projects across the country.

If you want to stay updated on drywall industry trends, manufacturer news, and construction-materials insights, subscribe to our newsletter for regular deep dives and expert analysis.