How are contractors using AI tools to support field teams with reporting, documentation and day-to-day coordination?
Roy Arulthas
Senior Product Manager, Product Management
CMiC
AI-powered drawing upload reduces manual setup and improves consistency when ingesting drawing sets. CMiC’s solution automatically extracts sheet numbers and sheet titles from PDF drawings, replacing workflows that required users to manually configure extraction zones and rely on OCR. The AI dynamically identifies sheet metadata across disciplines and project phases, allowing teams to upload drawings faster and structure data more reliably. Users maintain oversight by reviewing and validating extracted information before publishing, with options to edit individual sheets or apply batch updates.
AI-powered specification upload streamlines how contractors manage specification books by automatically extracting section numbers and section titles from large specification packages. CMiC’s solution uses AI to segment specification books into structured divisions and sections, replacing manual splitting and indexing processes that are often time-consuming and inconsistent. Specification formats vary widely between consultants and project types, and the AI adapts to different layouts and formatting styles. Users maintain oversight by reviewing and validating extracted information before publishing, with the ability to edit individual pages or apply batch updates across multiple sections.
AI-powered submittal suggestions help contractors accelerate submittal planning by analyzing structured specification sections and identifying potential submittal requirements. Once specification books are extracted and organized into individual sections, users can review AI-generated submittal suggestions derived from specification language and project requirements. By reducing administrative effort and improving visibility into specification-driven requirements, contractors can create submittals faster and support more efficient field and project coordination.
Construction teams adopting AI today are setting tomorrow’s industry standard.
In your opinion, what are the most critical concerns for contractors to consider when evaluating its overall preconstruction workflow?
Shiva Dhawan
Cofounder and CEO
Beam AI
For contractors today, the biggest opportunity in preconstruction is no longer squeezing more hours out of already stretched estimating teams; it’s building workflows that let them pursue five-times more bids, cut turnaround times by nearly 90% and redirect effort toward accelerating revenue strategy.
As bid cycles tighten and project scopes grow more complex, the core question becomes whether a contractor’s preconstruction process can truly scale or not. Workflows built on individual heroics, manual takeoffs or siloed tools inevitably hit a ceiling. Bid volume stalls, turnaround times lengthen and estimators default to conservative scope assumptions simply because production rates, quantity takeoffs and historical cost data are hard to access or inconsistent across projects
The most critical concerns revolve around three areas: visibility, consistency and scalability. Contractors need clear visibility into what’s being priced, why certain quantities or production rates are used and how estimates translate to field execution. They need consistency in takeoffs, scope assumptions, templates and handoffs, so every estimate reflects a shared standard rather than personal preference. And most importantly, they need a workflow capable of scaling with demand without proportionally increasing headcount.
Many teams still rely on fragmented systems across estimating, operations and business development. These gaps can be masked when incoming work is light, but under accelerated bid timelines, they lead to rework, missed opportunities and misalignment between estimates and real-world production.
Ultimately, the strength of a preconstruction workflow is measured by how effectively it frees estimators to focus on judgment, risk and strategy, turning preconstruction into a predictable engine for growth and margin discipline.
How are companies strengthening collaboration among teams working across multiple offices, regions or project sites?
Joel Hoffman
Director, Product Management—Construction
Acumatica
In today’s construction industry, companies are finding innovative ways to strengthen collaboration among teams spread across offices, regions and project sites. The key is embracing intelligent technology that brings everyone onto the same page. Integrated platforms, like cloud-based ERP systems, are making it easier to connect back-office operations with field teams. These tools ensure that everyone, from project managers to field crews, has access to the same real-time information, cutting down on miscommunication and delays.
Mobile-first solutions are also a game-changer. By enabling field teams to capture and share data in real time, whether it’s tracking hours, monitoring equipment or updating project progress, these tools create a seamless flow of information between the field and the office. This not only speeds up decision-making but also builds trust and transparency across teams.
AI is adding another layer of efficiency. By automating repetitive tasks and flagging potential risks, AI tools allow teams to focus on what really matters. For example, anomaly detection can highlight issues before they become problems, while predictive analytics helps allocate resources more effectively.
But it’s not just about the tools, it’s about the people. Companies are investing in cross-functional training, workshops and leadership programs to ensure teams are aligned and working toward shared goals, regardless of location.
What should contractors consider when evaluating the long-term value and total cost of adopting new technology platforms?
Nick Overmann
Product Marketing
GCPay
The first step in any software evaluation process, is to look at the additional technology as an investment and not an expense. This may seem obvious to many, but you’d be surprised how many construction leaders look at additional software as an expense, which often leads to an insufficient adoption of technology due to financial pressure or not implementing at all. Once this shift in philosophy is made, it becomes easier to quantify the benefits of adopting new software technology. The leader of the evaluation process can define the current process and measure the time and/or expense (often by simply measuring man hours required to complete every task needed). Then, the expected decrease in time, effort or expense can be forecasted with new technology and you have a strong return on investment calculation. Now, this will help measure solutions during evaluation, only to an extent. Additional steps in evaluating software include: system integration, inter-department benefits and training/support. Measuring costs and features for alternative software solutions is relatively easy and straight-forward. So, for a more complete evaluation, a construction firm will need to know how the new technology will integrate with existing software platforms and the subsequent benefits gained. Some solutions can provide many benefits that may offer advantages to multiple departments. Make sure this is documented and quantified as well. Lastly, don’t underestimate the importance of training and ongoing support from technology providers. This is a common reason why construction firms regret decisions and look to move to new software after each term agreement ends. Essentially starting the process over again. With the proper plan in place and an assigned project owner, construction firms will be set up for success and make decisions that will benefit their business for years to come.
Steve Antill
Chief Revenue Officer
Foundation Software
When contractors seek a competitive edge, they often look to software as the first line of change. And that can be very effective.
However, before making any purchasing decisions, it’s important to look beyond immediate needs. There are a host of long-term factors that should be considered to ensure that productivity and profit aren’t negatively affected after the transition.
- Identify the True Total Cost
First consideration is overall cost—both time and monetary. Switching software is more than just the purchase price. It includes time spent on demos, time gathering feedback, implementation fees, training and data migration. These expenses tend to fly under the radar until the bill arrives.
- Compare Existing Tools to Potential New Technology
A platform’s fit within your current ecosystem is critical. Before buying any new product, evaluate how the new solution would interact with your existing system—would your current and new technology even communicate? What happens to your historical data if not? The goal is to improve efficiency, not create data silos.
- Assess the Vendor’s Long-Term Roadmap
During demos, ask prospective vendors about their product roadmap, including planned enhancements over the next 24-36 months. If there is investment in development, then you know the product is a priority and will hopefully continue to evolve with you over time. If the plan is to keep the product as-is, then consider if you’ll outgrow it quickly.
Long-term value comes down to doing the research. New software doesn’t mean good software if it doesn’t work with your processes.
Woody Chamberlain
President and Owner
eMars
Change usually comes with perceived risk: avoiding pain; adapting to the unknown; uneasiness; fear of lost time and money. The upside of change is improvement—huge improvement. Value comes in the form of saving time and money. However, many construction companies still manually prepare their payroll with a writing instrument and paper—just as it was done 200 years ago. Mistakes were as prevalent then as they are now. What if changing from manual preparation of your payroll—no matter how big—to automated certified payroll, came with a compliance with the Davis Bacon Act? It is possible. Are you still doing your payroll manually? Errors happen. Based on a study of 100,000 payrolls, at least 20% of construction company payrolls will contain one or more errors, when audits rely on human review. The United States Army Corps of Engineers has mandated that electronic certified payrolls are a “must” for most districts. Why? They don’t want construction companies or their subcontractors having errors in their payroll. Errors lead to angry employees. Large fines. Jail time. Going out of business. Compliance difficulties don’t go away with “I’m sorry”. The Davis Bacon Act, passed by congress in 1931, requires private contractors to pay “prevailing wages” to employees on all federally funded construction projects over $2,000. Change is difficult, but rewarding.
SEE ALSO: REPRICING RISK: HOW INFLATION AND TARIFFS ARE RESHAPING CONSTRUCTION INSURANCE
The post Executive Insights 2026: Leaders in Construction Technology I first appeared on Construction Executive.
