There are many factors that make a project successful, design, budget control, programme management, stakeholder alignment, and more. But in my experience, three pillars stand out as absolutely critical: Quality of Information, Quality of Labour, and Quality of Client.
During my years in the industry I have noticed the quality of information is diluted by rushed designs, incomplete specifications, and a growing reliance on digital tools without the rigour to back them up. The quality of labour has been challenged by a skills shortage, inconsistent training, and a shift away from pride in craftsmanship. And the quality of client relationships has suffered as procurement becomes more transactional and less collaborative.
This erosion isn’t just frustrating it’s deeply concerning. Because when these foundations crack, the entire structure of a project is at risk. It’s time we stop accepting this decline as inevitable and start rebuilding the standards that once defined our industry.
At (CNG), we pride ourselves on delivering projects with integrity, precision, and care. We’ve been fortunate to work with some truly outstanding clients and tradespeople. But the challenges we face today are not isolated they’re systemic. And if we don’t start talking about them openly, we risk normalising a decline that none of us can afford.
Though these pillars have been challenged, I’m confident that with renewed focus and collaboration, we can partner for better outcomes and a more resilient industry.
Pillar One: Quality of Information
In construction, information is everything. It’s the blueprint, literally and figuratively for how a project will unfold. From tender stage to handover, the quality of information dictates how well a team can plan, price, build, and deliver. Yet despite its importance, this pillar has been steadily eroding.
At its best, quality information is clear, complete, and coordinated. It enables accurate estimating, efficient procurement, and confident execution. It reduces risk, prevents disputes, and builds trust between stakeholders. But increasingly, we’re seeing documentation that falls short, drawings that contradict specifications, scopes that leave too much open to interpretation, and digital models that look impressive but lack buildability.
Just recently, we made the difficult decision to decline tendering for three separate projects because the information provided was so poor, and the tender periods so short, that it was impossible to deliver any real value for the client with a coherent return. On two of these projects, we hadn’t even received a preliminaries document or PCIP with a vague “message to follow.” How can these follow? Preliminaries and the PCIP should be the very first part of any tender documentation, as the design team must feed into the health and safety of the project from the outset. On the third project, a refurbishment, there was no documentation relating to asbestos yet there was a pricing point for its removal. This is simply unacceptable. What became clear was that the client was merely gathering costs to see if they could afford to purchase the building, with no real intention of awarding the contract. My question is: why send this out to tender and waste the time of four contractors, each trying to unpick a poorly assembled set of documents, when none of us ever had a genuine chance of securing the work? This is something that must change in our industry. Main contractor resource is incredibly expensive, and we understand the need to compete using our skill, expertise, and supply chain engagement to win work. But that competition must be based on at least adequate information. Anything less is a waste of everyone’s time and resources.
These are not isolated cases. It’s becoming the norm. And it’s not just frustrating it’s costly. Time spent clarifying design intent is time not spent building. Ambiguity leads to variation claims, rework, and strained relationships. Worse still, it undermines confidence in the entire process.
Why is this happening? Partly, it’s the pace of modern construction. Projects are being rushed to market, with design teams under pressure to produce packages before they’re fully resolved. Partly, it’s the fragmentation of responsibility consultants, clients, and contractors often work in silos, with limited coordination.
So how do we restore this pillar? It starts with accountability. Clients must allow time for proper design development. Consultants must take ownership of coordination. Contractors must challenge incomplete information early, not wait until it causes problems.
Clients must prioritise paying design teams and consultants a fair and appropriate fee to ensure the production of accurate, coordinated, and complete information that underpins project success.
Pillar Two: Quality of Labour
Labour is the heartbeat of construction. No matter how good the design, how detailed the programme, or how advanced the technology if the people on site aren’t skilled, motivated, and properly supported, the project will suffer. Quality of labour isn’t just about numbers on a timesheet; it’s about craftsmanship, pride, and professionalism. And sadly, this pillar is under serious strain.
Over the years, I’ve seen a noticeable shift in the makeup of site teams. The seasoned tradespeople who once set the standard those who could read a drawing, solve a problem, and deliver a finish that spoke for itself are becoming harder to find. Many have retired, and fewer young people are entering the trades with the same level of training or mentorship. The result? A growing skills gap that’s affecting quality across the board.
When it comes to labour, the real challenge often lies within the supply chain. As a management contractor, the vast majority of our work is delivered by subcontractors, making the management of quality absolutely critical. We can no longer rely solely on traditional oversight; our project management strategy is under constant review to ensure that every subcontractor meets the high standards we set. This isn’t just about compliance it’s about protecting our reputation and delivering for our clients. To address this, we’re undergoing a digital transformation that includes robust systems for managing and auditing on-site quality. It’s an investment we simply cannot afford to ignore if we’re serious about project delivery. The cost of not doing so both financially and reputationally far outweighs the investment in getting it right. Ultimately, our commitment is to ensure that every member of our supply chain is aligned with our values and expectations, so that quality is never left to chance.
Credit where credit is due
Best practice in construction doesn’t just come from the top it’s often driven by the supply chain. One of our steelwork contractors has recently set a new benchmark by introducing a Certificate of Compliance process that they ask us to sign off not the other way around. It’s a refreshing and commendable approach that demonstrates real ownership, accountability, and pride in their work. This level of service and collaboration is exactly what the industry needs more of. It shows that quality isn’t just about ticking boxes it’s about creating a culture where everyone, from subcontractor to main contractor, is invested in getting it right the first time. When partners take this kind of initiative, it raises the bar for everyone involved.
Apprenticeships
Apprenticeships are central to our ESG and legacy commitments, and we’ve seen first-hand how investing in people like Joe McMahon and Joelle Hook (you will meet them in another article), young professionals who’ve grown through our ranks can transform not just a project, but a company culture. These are individuals who care about the work, who ask questions, and who want to get it right. That’s the kind of labour quality we aim to nurture across every site.
Experience
Experience is everything in construction. It’s the difference between simply completing a project and delivering one that stands the test of time. Years on site, lessons learned from challenges, and a deep understanding of how buildings come together these are qualities that can’t be taught overnight or replaced by technology alone. Experienced professionals anticipate problems before they arise, make informed decisions under pressure, and mentor the next generation to uphold the highest standards. At Construction North Group, we recognise that experience isn’t just a line on a CV it’s the foundation of quality, safety, and client satisfaction. That’s why we value it so highly in our teams and throughout our supply chain.
Quality of Labour isn’t a luxury it’s a necessity. If we want to build better, we need to treat our workforce as the asset it truly is. That starts with leadership, continues with investment, and ends with pride in the final product.
Pillar Three: Quality of Client
In construction, the client sets the tone. They define the brief, control the budget, and shape the culture of collaboration. While it’s easy to focus on technical execution and site performance, the truth is that Quality of Client is just as critical to project success as the quality of information or labour. A good client can elevate a project. A poor one can derail it.
What defines a quality client? It’s not just about having a clear vision or deep pockets. It’s about being engaged, realistic, and respectful of the process. A quality client understands that construction is a partnership. They communicate openly, make timely decisions, and trust their contractor to deliver. They’re present when needed, but not overbearing. They challenge constructively, not combatively.
Unfortunately, this pillar has also eroded in recent years. Increasingly, we’re seeing clients who are disengaged, overly focused on cost-cutting, or unclear about their own objectives. Procurement has become more transactional, with relationships reduced to line items and lowest bids. The result? Misaligned expectations, delayed decisions, and a lack of accountability that ripples through every stage of delivery.
Improving client quality isn’t just the client’s responsibility. Contractors must also educate, communicate, and lead. We need to help clients understand the process, the risks, and the realities of construction. We need to push back when decisions threaten delivery and offer alternatives that protect outcomes. And we need to build trust, not just deliver buildings.
Quality of Client is the most overlooked pillar but it’s often the most influential. When clients are aligned, informed, and engaged, projects thrive. When they’re not, even the best teams struggle. If we want to raise standards across the industry, we need to stop treating clients as distant stakeholders and start treating them as integral partners.
Client decision
One area where I’ve seen a drastic shift in recent years is in client decision-making and it’s directly linked to the erosion of all three pillars. Very few projects now start on time. We often spend more time value engineering than we do tendering, caught in a cycle of trying to retrofit a design to a budget that was never aligned in the first place.
Just recently, we tendered a fantastic scheme great information, a strong client, and a collaborative team. But midway through the process, a second building was introduced into the mix. All four contractors were asked to price both schemes, which were technically separate but located on the same site. Both came in over budget, and the value engineering process began. After workshops and interviews, the client decided to proceed with only one of the buildings on which we were unsuccessful, which is fair.
However, they then asked us to continue with the VE process on the larger project. This is not only unreasonable, but also unfair to the contractor who won the first scheme. Our view is simple: if a client wants to continue engaging a contractor post-tender, it should be under a preferred bidder arrangement.
Main contractor resource is not free, and our time, expertise, and supply chain engagement deserve to be respected. The industry must move away from treating tenders as speculative exercises and start valuing the process and the people involved.
Final Thoughts
The success of any construction project doesn’t rest on one person, one company, or one decision it rests on the strength of its foundations. And those foundations, in my view, are built on three essential pillars: Quality of Information, Quality of Labour, and Quality of Client.
When these pillars are strong, we don’t just build structures we build trust, pride, and legacy. We create environments where teams thrive, where craftsmanship is celebrated, and where clients feel confident and supported. But when these pillars are compromised, the cracks begin to show not just in the walls, but in relationships, reputations, and results.
At Construction North Group, we believe that the future of our industry lies in partnership. Not just between contractor and client, but across the entire supply chain. Designers, tradespeople, consultants, and clients working together with shared values, mutual respect, and a commitment to excellence.
We don’t want to be just another contractor. We want to be a trusted partner. One that asks the right questions, invests in the right people, and delivers the right outcomes. One that challenges the status quo, raises the bar, and helps rebuild the standards our industry deserves.
Leigh Edmondson
Managing Director