Reflecting on 25 Years in the Construction Industry

As I approach 25 years in the construction industry, I find myself at a curious crossroads, probably halfway through a career I never actually wanted. My passion, (apart from football) once upon a time, was film production. I even made a short Star Wars film at university, proudly wielding my rotoscoping skills to create lightsaber effects. It was creative, exciting, and full of possibility. But like many youthful dreams, it quietly faded into the background not because the industry shut me out, but because I didn’t try hard enough to get a job in it.

Then came a Wednesday evening that changed everything. My best mate James asked if I fancied a day’s labouring in Bradford, denailing timber. I needed the cash, so I said yes. As they say the rest is history and but to this day it's all James's fault.

What was supposed to be a summer job turned into a full-blown career. Labourer, tipper van driver, admin assistant, bookkeeper, buyer, estimator, head of, director and now MD, I’ve worn more hats than a Royal Ascot crowd. And while I never planned to be here, I’m grateful I stayed.

The Journey So Far

From 2007, I’ve lost my job four times. Each time felt like a gut punch, but in hindsight, every setback was a setup for something better. I’ve worked for some fantastic companies (some still here, some not) such as ISG, Lotus and STG and alongside some truly incredible people. The construction industry is a people business and you meet a lot of people. Some are inspiring, some are hilarious, and some… well, let’s just say they remind you why honesty and integrity matter.

I’ve also encountered my fair share of toxic individuals, chancers, clowns, and the occasional walking HR violation. Mild satire aside, these experiences have shaped my understanding of what good business looks like and what it absolutely doesn’t.

Morgan Sindall

The reason I’m in business today is because of my time at Morgan Sindall. What a company. I loved it. Everything about it, the culture, the people, the energy was exactly what I needed at that point in my career. I still remember being visited by John Morgan himself, who sat with me and explained his strategy for the business. I was impressed. He was authentic, clear, and passionate.

Unfortunately, things changed. Senior management shifts and cultural misalignment meant I had to move on. But again, if that hadn’t happened, I wouldn’t own Construction North Group (CNG). I’m a firm believer that everything happens for a reason even the things that feel like disasters at the time.

It provided me a framework and understanding of the importance of corporate governance and we operate today like a mini Morgan Sindall and the division I was trying to build when I was there in Special Works. 

I recently saw some old colleagues at The Considerate Constructors Scheme Awards in Manchester which is a testament to how far we have come, collecting our first award as a business in a room of talented people I used to work with. 

Client Facing

My role has always been client-facing. Whether it’s business development, work winning, or operational delivery, I’ve spent most of my career dealing with key people, clients, consultants, architects, engineers, and the supply chain. And let me say this clearly: suppliers are the lifeblood of any main contractor. You need to look after them. Respect, transparency, and fair dealing go a long way (but they also have the tow the line).

So What's Changed?

Let’s start with the obvious: technology. When I began, we were still inking in bills, sending enquiries out by post and using fax machines. Now we’ve got CRMs, audit tools, cloud-based platforms, and real-time collaboration. Information flows faster, but not always better. The quality of information one of the three pillars I believe defines project success is still hit and miss.

Labour is another pillar. The skills gap is real, and it’s growing. We’ve got brilliant tradespeople out there, but we’re not doing enough to attract and retain the next generation. Apprenticeships, mentorship, and respect for the craft need to be front and centre. I've recently tried to hire a young man who has expressed a desire to become a QS but the Uni he wants to go to no longer do it on an apprenticeship route. A recent change that has created such a barrier to his learning. 

And then there’s client decision-making. Some clients are exceptional, clear, decisive, collaborative. Others… well, let’s just say they make decisions like they’re choosing a Netflix show: lots of scrolling, very little commitment. I remember a time when you would put a tender in on a Friday at noon, and by 12.15pm you would know if you are in the running with "bills called". You knew where you stood and feedback was swift. 

Only last week, I discovered via LinkedIn, no less that a project we tendered for (and were told we were “in the running” on) had already started on site. Nearly a year after we priced it. No feedback, no call, no email just radio silence. A complete waste of our time, and more importantly, a waste of our supply chain’s time and effort.

We need feedback even if it’s bad news. It allows us to draw a line under the process and move on, while also informing the numerous suppliers who contribute to the tendering effort.

What Hasn't Changed?
 

The fundamentals. Relationships still matter. Trust still matters. Doing what you say you’ll do still matters. And despite all the tech, all the process, and all the jargon, construction is still about people building things together.

We still see the same old issues: poor preconstruction information, unrealistic bidding timescales, and the “design and dump” approach which translate to problems on site. Some things never change but they should.

Lessons Learned (and Yet to Learn)

I’ll be sharing more in the coming weeks insights into being a business owner, and what it’s really like to be a main contractor of our size in today’s market. I’ll talk about:

1. Introduction 

• Reflecting on 25 Years in the Industry: What’s Changed and What Hasn’t
• The Three Pillars of Project Success: Quality of Information, Quality of Labour and Quality of Client.
• Why experience still matters: Importance of developing our youth.

2. Evolution of Construction Practices

• Design and Dump: A Cultural Shift
• The Good Old Days: When Bills Were Called and Drawings Were King
• Preconstruction Information: When Did “Just Enough” Become Acceptable?

3. Technology

• How Tech Has Transformed Construction: CRMs, Audit Tools, and Instant Info Sharing
• The Digital Site: Real-Time Collaboration and Accountability
• Feedback: It's ok to give bad news
  

4. Procurement & Commercial Realities

• Early Contractor Involvement (ECI): When It Works and When It Doesn’t
• Fee Transparency: What Are We Really Paying For?
• Contract Amendments: The Hidden Risks in the Fine Print

5. Design & Delivery

• Designers Should Design: Reclaiming the Creative Space
• Timescales to Bid: Are We Setting Ourselves Up to Fail?
• What Good Looks Like: Benchmarks for Excellence in Modern Construction

6. Industry Structure & Accountability

• A case for accountability: Do We Need a Regulatory Body for Main Contractors?
• Why CNG Operates in This Market: Purpose and Profit
• In-House vs Outsourced: The Value of Keeping Expertise Close

7. The Next 25

• “Here to Help”: Rebuilding Trust Between Clients and Contractors
• The Future of Construction: People vs Robots
• Building Legacy: Why we do what we do!

Looking Ahead

As I look ahead, I’m not just thinking about projects and profit. I’m thinking about legacy. About culture. About people. I want to build something that lasts not just on a website, a set of accounts or at our HQ, but in values and relationships.

We’re here to help. That’s not just a tagline, it’s a mindset. Whether it’s clients, suppliers, or colleagues, we’re in this together. The future of construction will be smarter, leaner, and more human even with phenomenon that is Ai and I’m excited to be part of it.

Final Thoughts
 

If you’ve made it this far, thank you. This article is the first in a series that I hope will spark conversation, reflection, and maybe even a few laughs. I’ll be diving deeper into the realities of our industry the good, the bad, and the occasionally ridiculous.

Notwithstanding my current team, SLT and shareholders I would like to thank the following who I hold in very high regard and instrumental to my career so far. Thanks David N, Steve R, Steve W, Rich E, John B, Andy W, Gary T, Andy C, Charles T, Martin D, John M, Steve R, Damian S, Andy H, Dave S, Barry R, Glen J and last but not least my pal Gary W.

Feel free to share, comment, or message me directly. Whether you’re just starting out or 40 years in, we’ve all got stories to tell. And if you ever need someone to denail timber in Bradford… I know a guy.