More Construction Companies are Building a Technology-Focused C-Suite

As technologies like artificial intelligence, robotics and more become mainstream within the construction industry, more and more construction companies are creating tech-focused positions beyond the IT team. Laine Hiera is the new—and the first—chief design solutions officer at Barge Design Solutions and she sat down with Construction Executive to describe what this inaugural step means for not only her company but for the industry.

“Before joining Barge,” says Hiera, “I knew the firm primarily by reputation. What really drew me in was that leadership wasn’t chasing technology for technology’s sake. They were asking thoughtful questions about how to support their workforce, scale wisely and prepare for the next chapter. That alignment made the opportunity very compelling.”

To be the first of any position, or to have a position created for you, what does that process look like?

There was clarity up front that the firm needed to think differently about digital capability, but the exact shape of the position continues to evolve alongside business strategy. Being the first in a role like this does not mean I’m arriving with all the answers. I’m building a shared understanding and earning trust while defining what “digital” truly means for Barge. I’m learning the business, from operations to clients to employees, and understanding how it all fits together. From there, with the support of my leadership team, we’ll align digital initiatives directly to business priorities. This role exists to ensure digital capability is not an afterthought but integrated into how we operate and grow. In my experience, having had several transformational roles, the role including the job description itself will evolve as the business grows and changes.

What was your introduction to technology/construction?

I had an early introduction to engineering and construction as the kid of a mechanical engineer. I watched my dad complete takeoffs at a drafting table in our living room and prepare to get his crew out early to jobsites each day. I think it taught me, at a young age, a lot about the effort that goes into designing, planning and delivering something that would eventually become real and lasting. My own professional path began in business and technology. I’ve spent much of my career helping organizations navigate large, complex transformations, leaning into technology as an enabler along the way. In many ways, stepping into this role feels natural. I understand the culture of engineering and the transformations that are happening in the industry. My role at Barge is to introduce digital capabilities in a way that allows continued growth and expansion without friction.

How have you worked your way up to this current position from your first job?

My career hasn’t been a straight ladder. It’s been more like building layers of perspective and experience. I started in business and finance roles, moved into large transformation initiatives, and eventually into executive leadership in data and analytics. Across consulting, manufacturing, retail and mobility, I was often working at the intersection of operations and technology. I’ve spent my career helping teams modernize without losing what made them strong. Over time, my work shifted from delivering technology to shaping direction. That shift was critical in preparing me for this role, not just understanding systems, but understanding how organizations change. A meaningful part of my journey has also been mentoring and coaching others. Leadership, to me, isn’t just about building systems. It’s about building people’s confidence and capability. That perspective shapes how I approach this role as well.

Was there a moment when you knew you felt ready for this role?

I realized I was spending more time helping leaders think through tradeoffs and long-term capability than focusing on individual initiatives. When your role becomes connecting vision to execution, building momentum and helping others see what’s possible, you know you’re operating at a different level. That said, readiness isn’t about having everything figured out. It’s about being confident in your ability to listen deeply, ask good questions and build something that adds value alongside the organization.

How do you hope this position will influence other construction companies to put together a tech-forward strategy and begin investing (or further their investments) in technology’s role in the industry?

I hope it helps reframe the conversation. Technology in construction shouldn’t feel intimidating or feel like it’s separate. It should feel supportive. When digital strategy is grounded in better insights, faster decisions, clearer forecasting and the preservation of institutional knowledge, it becomes a business advantage. I’m looking to demonstrate that digital adds measurable value to delivery and quality. When that becomes visible, I believe more firms will approach digital investment with confidence instead of hesitation. Construction firms that treat digital as optional will eventually find themselves behind.

What do you hope to learn from this position?

I want to understand the rhythm of the business at a deeper level. I want to understand how work actually flows through the firm, where decisions slow down, where knowledge gets trapped, and where improvements, big or small, could have a meaningful impact. Architecture and engineering are thoughtful work. It’s disciplined and deliberate for a reason. I want to introduce digital capability in a way that supports that rhythm rather than disrupts it. If I do this well, balancing innovation and adoption at the right pace, it won’t feel like a technology overlay. It will feel invisible, quietly removing friction and allowing our amazing staff of engineers, architects and designers to focus on what they do best—solving real problems that shape communities.

The post More Construction Companies are Building a Technology-Focused C-Suite first appeared on Construction Executive.

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