Construction Technology

Construction has a reputation as a Luddite industry.

This label isn’t without merit. Consider the oft-cited 2017 productivity report from consulting firm McKinsey, which revealed that labor-productivity growth in the construction industry was only 1% per year over the prior two decades, compared to 2.8% for the total world economy and 3.6% for manufacturing.

This improvement gap remains an issue: A 2024 follow-on report from McKinsey showed that construction productivity improved by only 10%, or 0.4% annually, between 2000 and 2022. Again, these productivity gains lagged severely behind the total world economy and manufacturing, which posted 50% and 90% gains respectively.

But the tide is turning as contractors across the country embrace new technologies to aid in tasks across the built lifecycle, such as to speed up invoicing, implement autonomous machinery on jobsites and deal with change order management, not to mention the advent of artificial intelligence and generative AI.

Builders themselves are taking advantage of this environment and these offerings via steps into the investment arena. These businesses, which handle multibillion-dollar projects, partner with later-stage startups to tailor a firm’s product to its specific needs.

All this is to say technology is far more common on jobsites than it once was. As builders become more technologically literate and comfortable, the onus that once existed on these construction pros to adapt may be flipping back to the startups themselves, which experts say are struggling to meet the demands that construction firms actually have.

Contech products need to innovate

In construction, a solution doesn’t just need to work — it needs to be 10 times better than something that already exists, Jim Barrett, chief innovation officer for New York City-based Turner Construction, told Construction Dive.

“It's got to be significantly better to make us want to spend the time to think about either changing out an existing solution or trying to spend the time integrating it into our organization,” Barrett said.

One such example would be Turner’s implementation of change order management tech Clearstory for all of its project teams. The contractor announced an agreement with the firm in October.

“Clearstory layers onto a high-touch workflow that impacts hundreds, if not thousands, of people on our projects and makes it simpler and faster in a way that raises the bar for outcomes,” said Maria Pantelaros, director of innovation for Turner, in the announcement. “That’s the kind of innovation we embrace.”

Barrett added that there’s only so much time and energy that a company can give to startups, particularly to companies that present unproven solutions. 

“The effort it takes to bring a new solution into our organization is significant,” Barrett explained. 

This is compounded for firms that deal with AI offerings. Turner recently revealed a partnership with OpenAI that has led Barrett to question the value of farming out the development of AI agents. He questions whether paying an organization to build an AI tool is worth it when a Turner employee could create it in-house, likely with more insight on the desired functionality to address existing needs.

Such circumstances can put a builder at odds with a startup that wants to prove that its product works. Startups can’t rely on a single contractor to prove products are a general solution for the industry, said Henning Roedel, the founder of startup Hardhat Robotics and the former robotics lead at DPR Construction.

Rather, startups need to prove their products can work for the whole industry.

“It's really important that you get a high touch and a lot of reps as a startup founder,” Roedel told Construction Dive. “When I was at DPR, I tried to optimize for speed for these startups.”

What builders need from startups

Market fit is key to selling any product. If it doesn’t fit a consumer, from retail to robotics, then it’s not going to make money.

That’s a problem that Aaron McClellan, construction technology manager for infrastructure builder Granite Construction, has run into in his work. Tech can often be geared toward vertical construction, he said, rather than to the horizontal infrastructure his firm builds.

“I think there's definitely a trend in the tech to be more focused on the vertical construction side,” McClellan told Construction Dive.

McClellan said Granite networks with venture capital firms, startups and attends tech conferences to help make the differences between vertical and horizontal construction clear, but the trend remains nonetheless.

McClellan said that products can also be tailored to a financial backer, which can lead to a situation where the rest of the industry is left to figure out what to do with the solution.

This can be especially true when a startup founder has a lack of experience with the construction industry. Given construction’s productivity gains gap, the industry has been an enticing target for disrupters who want to change the status quo. But as these entrepreneurs try to solve “problems” they see in the industry, they may find themselves surprised by the sector’s numerous quirks.

Nowhere was this more apparent than the fantastic flameout of the once high-flying modular juggernaut Katerra. By trying to bring all trades inhouse and cut out industry go-betweens in the name of efficiency, the builder alienated those accustomed to the relationship-first nature of the industry, an aspect that contributed to its downfall.  

Solving the bigger problems for builders

Turner’s Barrett flagged a different problem: founders who show up with an unproven hypothesis for a construction-specific issue. In the past, the company would’ve made itself more available in these cases. But because of bandwidth limitations, this is no longer the case.

“If you're not sure of the problem you're solving and who you're solving it for, then honestly, we're telling people to come back in six months when you figure that out,” Barrett said.

Roedel added that many startup founders today are looking for easy problems to solve. On the contrary, he noted, construction has a lot of hard problems, which can yield better opportunities. 

“My advice to anyone is, if you're tackling something for construction, tackle a hard problem. The industry will reward you for it,” Roedel said.

What startups can do next

So, without bandwidth from contractors, how can startups show their value and improve their products for the construction industry?

The answer may be programs geared toward construction startups, such as Suffolk Technologies’ BOOST program, an annual tech accelerator that helps these businesses find their niches. The eight-week initiative helps startups gain access to jobsites and tailor their products for the industry.

Indeed, the perceived lack of founder and construction industry knowledge from startups may be changing, said Parker Mundt, partner and head of platform at Suffolk Technologies, the investment arm of Boston-based Suffolk Construction.

“Historically in the past, maybe the interactions between the stakeholders themselves, and where most of the value of these tools is actually recognized, I think, was muted for the first wave of construction tech,” Mundt told Construction Dive. 

Now, forthcoming startups may be helmed by serial entrepreneurs, or people with experience in construction. The products and founders in this wave — which Mundt said began after the COVID-19 pandemic — are more informed.

Now, if a founder can get out in the field and see what’s not working, it’s a good start. It’s really the only way startups can see what’s out there to fix.

“Get out, be with the operations, understand the skepticism, understand the needs, the wants, face to face.” Granite’s McClellan said. “If you're not building rapport with the people, you're making a lot of assumptions. I think that we have to clean up those assumptions, get feedback, and actually start building together.”

Robots are taking on real work on construction jobsites.

Automated machines can now handle tasks such as wall layouts or as-built installation scans. Contractors can then feed that data back into digital models. Artificial intelligence, meanwhile, analyzes drawings to update progress and flags conflicts in project schedules.

Combined, the technologies allow contractors to surface risk before it holds up work. More importantly, the tools also promise faster decisions and more predictable execution.

But during New York Build 2026, held in New York City March 18-19, executives said these tools must be fed the right data and inserted into a process where it makes sense with teams’ existing workflows.

“It becomes very clear what things need more input and oversight and what things you can start to delegate to these systems,” Eric Hull, senior project architect at Mancini Duffy, a New York City-based full service design firm, said during a panel session to discuss the role of AI in construction. “Even over the last year, especially over the last few years, the amount that you can trust in the accuracy of these systems has grown exponentially.”

On the planning side, firms are using AI to accelerate tasks that once required hours of manual review.

At New York City-based Turner Construction, for instance, teams have begun to build custom tools on top of large language models to analyze schedules and identify gaps in real time. In one case, a senior vice president created a software solution in days to evaluate project performance, using Anthropic’s Claude AI tool to surface logic issues and visualize conflicts across trades, said Ben Ferrer, Turner’s AI innovation manager.

“He just went straight to Claude, specifically Claude Code and Claude Cowork, and just said, ‘Here’s my schedule, here’s what my problem is,’” said Ferrer. “He built a full solution in a couple days, just on his own.”

Human role in AI integration

The shift is opening a new opportunity for how professionals can interact with project data. In other words, robots and AI tools are creating more of a role for human oversight, especially for experienced veterans in the industry.

“It’s not just the AI, it’s the orchestrator, the person who knows this capability, knows how to manage this capability,” said Ferrer. “That’s really where our mindset is starting to shift. It’s the operator that makes the difference.”

Contractors are slowly seeing AI as a way to move faster, said Shiva Dhawan, CEO and cofounder of Attentive.ai, the company behind AI estimating software Beam AI. These tools, for instance, can speed up a construction takeoff, the process of measuring and listing all material quantities and labor requirements on a given job.

“I think AI is here to take away the menial and manual, time-consuming part of your job,” said Dhawan. “It gives you back time so that you can build on more jobs.”

Importance of quality information

Despite these wins, firms are seeing a familiar constraint pop up for these applications. They say devices such as robot scanners and the AI models powering them are only as reliable as the information behind them.

“Garbage in, garbage out,” said Vincent Poon, VDC department manager at Structure Tone, a New York City-based general contractor. “If the information is good, you’re going to get a good output.”

Problems begin, however, when that information does not match up, which still happens frequently, panelists said.

In many cases, design models do not fully align with construction documents. Updates can also arrive in fragments through bulletins or revisions. The inconsistency creates risk when teams rely on automated systems to interpret or act on the data.

“We had a bad experience with a certain GC, didn’t check anything, and just took our model wholesale, all kinds of problems with layout,” said Anthony Hartke, VDC director at Turner. “So, having an understanding of what information we’re being provided, what we rely on, what we need to be keeping an eye out for. If we’re not communicating and we’re assuming, we're going to have problems.”

To solve this, firms have been experimenting with workflows that connect AI and robotics into one loop. For example, robots can first scan installed work and compare it against the digital model. AI then analyzes the upload for any discrepancies and directs crews to correct issues where necessary.

In theory, the approach would improve execution and ultimately how information moves through a project, said Poon. But it also has to align with how building actually gets done to be useful.

“At the end of the day, does it integrate with the existing process? Is it authentic? Does it add complication? Does it add time? Does it add effort?” said Poon. “Those are the things that we look at.”

Finding the right fit

The irony is that to fully reap the benefits of AI and robots, teams must coordinate better than ever before, panelists said. Without effective cooperation, the AI tools won’t magically boost productivity onsite, said Hartke.

“If you take an old broken process and jam it into a new tool, all you’ve got is a new shiny tool with an old broken process,” said Hartke. “So, to adopt robotics efficiently and effectively, you need to look at that process, potentially retool and rebuild it, to operate effectively.”

That coordination is most visible during the transition between the physical and digital worlds. Prefabrication and robotic layout rely on precise inputs. Construction in the real world, however, rarely offers perfect conditions.

“The digital world is perfect. The world’s not perfect, we’re messy,” said Bill Seery, director of prefabrication at Milford, Massachusetts-based Consigli Construction. “Have the prefabricators done this enough where they can show me real world examples? If they’re showing me all models and nothing of physical pictures, that starts to scare me, because that means they haven’t actually dealt with the real world before.”

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By GCPay, an Autodesk Company

Construction projects are already complex, and the last thing teams need is for payment to turn into a whole ordeal. Unfortunately, inconsistent practices make it easy for billing to go off track. Without a clear framework, applications quickly become confusing, time-consuming, and prone to disputes. 

That's where AIA billing steps in. Developed by the American Institute of Architects (AIA), this standardized system streamlines the process of submitting payment applications. It creates a common language for contractors, architects, and owners, ensuring progress is documented and payments flow smoothly.  

AIA billing uses two key forms—G702 and G703—to structure payment requests. Over time, these forms have become so widely adopted that their format is often used across the industry, even in documents that don't carry the AIA label. 

Nothing and no one is perfect. Even with standardized forms and procedures, mistakes can still happen. When it comes to AIA billing, here are the pitfalls contractors and teams often encounter, along with practical tips to stay on track. 

1. Overbilling or underbilling due to inaccurate SOVs

When the Schedule of Values (SOV) isn't carefully prepared, it can lead to overbilling or underbilling. This creates confusion, slows approvals, and may raise red flags with owners or architects.  

How to avoid it: Always align SOVs with the contract scope, review line items carefully, and update values if change orders are approved. Regular internal checks ensure your billing stays accurate and credible. 

2. Missing lien waivers or compliance documents

Forgetting to attach lien waivers, insurance certificates, or other compliance paperwork is a common issue that can stall payments. Owners need these documents to confirm obligations have been met. 

How to avoid it: Create a submission checklist that includes all supporting documents. Using billing software that prompts for lien waivers and compliance files can also help keep everything complete. 

3. Late submissions causing payment delays

Submitting billing applications past the deadline almost always leads to slower approvals and delayed cash flow. Even one late submission can disrupt project finances. 

How to avoid it: Mark submission deadlines on your project calendar and set reminders a few days in advance. Streamlining with digital tools can help you submit on time, every time. 

AIA best practices for G702 and G703 forms

AIA billing success comes down to two things: preparation and consistency. The proper habits not only speed up approvals but also protect your business from disputes. Here are the best practices to keep in mind: 

• Start with a clear schedule of values (SOV) 

A strong construction billing process begins with a detailed SOV. Break your project into specific tasks and assign accurate dollar amounts to each one. This level of clarity helps owners understand what they're paying for, ensures contractors bill correctly, and makes progress tracking simple. An accurate SOV sets the foundation for smooth billing throughout the project. 

• Use digital tools for automation

Manual billing can slow you down and leave room for mistakes. Digital platforms that support G702 and G703 formats automate submissions, calculate totals, and even flag errors before they cause problems. 

• Document everything  

In construction, a clear paper trail is your best defense. Keep thorough records of work completed, stored materials, change orders, and approvals. These documents not only back up your pay apps but also help resolve disputes quickly if questions arise. 

• Communicate proactively

Billing isn't just about forms—it's about trust. Keep owners, architects, and stakeholders in the loop with regular updates on progress and expected billing. In doing so, you'll reduce surprises, prevent disputes, and build confidence that your applications reflect actual project status.   

• Stay current with regulations

Industry rules don't stand still, and neither should your billing practices. From lien law updates to shifting tax codes, staying current protects your business from compliance missteps. Regularly review legal requirements and adjust your billing process as needed. 

Conclusion

AIA billing may feel complex at first, but with standardized forms and clear processes, it transforms payment applications into a smoother, more transparent experience. When you fully understand the G702 and G703 forms, and follow best practices, teams can protect cash flow and reduce disputes. Ready to simplify your billing process?  

Explore GCPay's AIA Billing Tools, including optional official AIA G702/G703 forms (via a partnership with AIA Contract Documents) to automate applications, stay compliant and keep your projects moving forward with confidence. 

Nick Overmann Product Marketing Expert GCPay, an Autodesk Company With over 15 years’ experience in the construction and payment industries, Nick leads all market research with a keen understanding of general contractors’ needs and future technology trends for financial management. Prior to GCPay, Nick held product and marketing leadership positions with Corpay, LP Building Products, and Verifone. Understanding the unique payment needs of the transportation and construction industry has become Nick’s specialty throughout his career.

Artificial intelligence as a construction technology offering is red-hot. Solutions that incorporate AI to perform reality capture tasks, create project estimates and track progress on the jobsite have continued to catch venture investors’ eyes and pull in funding.

Here are six noteworthy construction startups that received high volumes of investor cash to start 2026.

Fyld

$41 million

London-based reality capture software provider Fyld has raised $41 million in a Series B funding round, the firm announced on Feb. 18. The round was led by Energy Impact Partners LP. European growth equity specialist Partech also participated through its growth impact fund.

Fyld’s software turns short videos, taken by workers on the jobsite, into actionable data, according to the announcement. The software uses AI to identify safety, quality and delivery risks in the footage before they escalate. Customers have used Fyld’s software to decrease serious worksite injuries and incidents by up to 48%, according to the news release.

In 2025, the company added Omaha, Nebraska-based Kiewit and Columbia, Missouri-based Emery Sapp & Sons as customers. It also ended 2025 with 82% year-over-year growth, per the firm. Fyld expects to generate more than 40% of its total revenue in the U.S. by the end of 2026.

Sensera Systems

$27 million

Sensera Systems, a Golden, Colorado-based jobsite capture firm, raised $27 million in a Series B funding round, according to a Feb. 26 announcement. The round was led by 10 Atlantic Group, with additional investment by Egis Capital Partners and MUUS Asset Management.

The company’s offering, SiteCloud, helps contractors stay ahead of OSHA violations before they turn into injuries, fatalities or citations, according to its website. Users capture images from a jobsite and upload them to SiteCloud, where the offering’s AI will interpret the inputs and flag safety concerns emphasized by OSHA’s Fatal Four. 

Contractors who utilize the software will receive a morning brief detailing safety and weather conditions, summaries of site security events and weekly project progress overviews.

Going forward, the company will use the funding to fuel its growth and innovation in AI-powered jobsite intelligence, per the news release.

XBuild

$19 million

San Francisco-based XBuild, which provides AI-based estimating software, raised $19 million in a Series A funding round, according to a Jan. 20 news release. The round was led by N47, while Rackhouse Ventures and Andreessen Horowitz participated.

XBuild uses what it calls an “AI-native” estimating platform to solve key pain points across the building lifecycle. With a focus on roofing, features include an AI-chat based estimation system, where users can upload a measurement report or describe the project and receive an estimate based on the input in under 15 minutes.

The software also includes e-sign and payments functionality, and a business dashboard that tracks deal size, margin visibility, sales win rates and pipeline values. 

With the funding, XBuild plans to create the first “vibe coding” estimating platform across construction trades, including concrete, landscaping, painting, insulation and HVAC. The term refers to an AI assistant being the primary generator of code with human guidance, rather than a person writing each line of code individually.

Moab

$16 million

Moab, a New York City-based startup that aims to create a modern operating system for the construction rental industry, launched out of stealth with a combined $16 million in Seed and Series A funding, according to a Feb. 17 announcement. 

Both rounds were $8 million and led by Elad Gil, founder and CEO of venture capital firm Gil Capital, with significant investment from Ironspring Ventures. Angel investors Karim Atiyeh, co-founder and CTO of fintech startup Ramp, and Dave Yuan, founder of growth equity firm Tidemark, also participated.

Moab aims to create an updated operating system that will replace decades-old software, according to the firm. Many businesses, per Moab, rely on on-premise infrastructure and workflows that weren’t designed for modern scale, real-time data or operational volatility. 

The platform is designed for mid-market and enterprise customers that run complex fleets and require end-to-end reliability, per Moab, rather than point solutions. Moab projects that it will manage more than $2.5 billion in transaction volume annually while overseeing more than $4 billion of fleet assets in 2027.

With the funding, the firm plans to continue investing in product development and to scale its engineering and go to market teams.

Payra

$15 million

Payra, a business-to-business payments and accounts receivable firm for firms on legacy enterprise resource planning systems, has raised a growth equity investment of $15 million from Edison Partners, according to a Feb. 18 announcement from the growth equity firm.

Nashville, Tennessee-based Payra helps construction and building supplier companies modernize their cash collection from within their existing ERP systems, per Edison Partners. These systems can include Trimble Viewpoint, Foundation, Sage and Netsuite. Via AI integration, Payra helps end users set up a self-serve portal for customers, add new accounts in less time and set up automated payment reminders. 

Some of Payra’s targeted customers include construction suppliers, concrete producers, lumber yards, HVAC distributors and other industrial businesses, according to the announcement. Payra claims that customers have achieved 20% reductions in days sales outstanding — how long it takes a company to collect payment after a credit sale. It also boasts a 75% decrease in past-due invoices and significant time savings through automated cash application.

Payra will use the funding to grow its product capabilities, deepen ERP integration partnerships and scale go-to-market efforts across construction and industrial verticals, per the release.

Brickanta

$8 million

Brickanta, a provider of AI-based software based in Stockholm raised $8 million in a Seed funding round, according to a Jan. 27 news release. The round was led by Northzone, along with a host of angel investors from across the construction, real estate, AI and technology fields.

Brickanta’s software provides an AI-based operating system for contractors’ preconstruction workflows — bid analysis, cost estimation and procurement, according to the news release. It analyzes project documentation and bid packages against industry standards and best practices to find gaps and problems, according to the company’s website.

With the tools, Brickanta claims that procurement teams can generate category-specific RFP bundles, a notoriously tedious process, in 15 minutes.

Brickanta is initially focused on scaling across Europe to leverage shared building standards, such as the Eurocodes, construction standards that provide a common approach to building on the continent. Since the close of the funding round, the company has quadrupled its team and expanded engineering, product and forward-deployed delivery.

Global consulting firm McKinsey has partnered with ALICE Technologies to offer artificial intelligence-driven generative scheduling software to contractors across the infrastructure and construction spectrum, according to an April 14x announcement. The terms of the partnership were not disclosed.

The two companies have already introduced the optimization technology to more than 35 clients in infrastructure, data centers, energy and manufacturing, per the announcement, achieving schedule acceleration of up to 20%.

“Generative scheduling creates a step change in capital project performance,” said Erikhans Kok, senior partner and leader of McKinsey’s Capital Excellence practice, in the news release. “When embedded within the right operating model and supported by strong project controls, it can help organizations make faster, more informed decisions.”

Kok told Construction Dive that a combination of often-cited issues — including labor scarcity, stagnant productivity and supply chain hurdles — were driving the demand for streamlined services on large capital projects.

“If you combine all those factors together, like my simple thesis is that I think we're going to need just better, smarter ways to do capital projects,” Kok said.

The offering can analyze BIM models and Oracle P6 schedules to generate millions of possible execution paths, while identifying the most efficient options, according to the announcement. By treating labor, equipment, materials, space and sequence as adjustable variables, builders can then stress-test alternatives, understand the ripple effects of a given decision and make choices between cost, speed and risk, the firms said.

Mark Pitcher, a partner in McKinsey’s Capital Excellence practice, told Construction Dive that a McKinsey team will build models in ALICE’s software to perform schedule analyses.

“We use those models to perform deep schedule analytics to identify opportunities to improve the project plan,” Pitcher said. “In parallel, we put in place the operating model and build the capabilities of our client teams that will sustain this novel approach over the long term.”

René Morkos, ALICE Technologies’ CEO and founder, said the tech is quickly shifting the scheduling approach on large builds.

“Generative scheduling is reshaping how complex capital projects are planned and delivered,” said René Morkos, ALICE Technologies’ CEO and founder. “Together with McKinsey, we are helping organizations integrate this capability into broader transformation efforts and drive sustained impact at enterprise scale.” 

Clients have used the product to get results and deliver streamlined products, the firms say. San Antonio-based Zachry Construction, a client of Menlo Park, California-based ALICE Technologies, used the tech to analyze schedules and reduced a highway project’s timeline by 28 days.

A McKinsey data center client, meanwhile, reduced the construction schedule on one project by 40%, per the announcement.

“We really use it across sectors at this point, and also internationally,” Kok said.

Pairing up on the tech front has been trending in construction. Contractors searching for ways to speed up their building processes and cut back on waste have entered partnerships with contech firms in search of solutions. 

Beyond partnerships, companies have been combining as well, particularly in the contech space. Industry stalwart Trimble signed an agreement to acquire Document Crunch on April 2, while Autodesk finalized its acquisition of Rhumbix on March 31.

The contech M&A surge continued as Nemetschek Group, a stalwart among construction software providers, signed a definitive agreement to acquire Heavy Construction Systems Specialists, according to an April 13 announcement from the software provider.

Munich-based Nemetschek will acquire the firm from software investor Thoma Bravo, per the announcement, and integrate HCSS into Nemetschek’s Build & Construct segment.

Both Sugar Land, Texas-based HCSS and Nemetschek are big names in the contech industry. Founded in 1986, HCSS supports more than 4,000 companies across the heavy civil and infrastructure sectors. In 2025, HCSS, which counts more than 550 employees, generated approximately $215 million in revenue, per the announcement.

Some of HCSS’ flagship solutions, such as HeavyBid and HeavyJob, help builders estimate, bid on and manage projects. Meanwhile, Nemetschek provides solutions that include collaborative software Bluebeam and product suite Nevaris, which tackle issues across finance and project management. 

Via the acquisition, Nemetschek plans to expand into the growing infrastructure and heavy civil construction sectors, per the announcement. Specifically, the company called out strong government investment in the sector, which is still reaping the benefits of the $1.2 trillion Infrastructure Investment and Jobs Act.

Indeed, this surge is widely recognized as a budding opportunity for builders, who are keeping their eye on a potential new surface transportation bill that could contain more funds than the 2021 IIJA.

“We already hold a strong position in the building sector and are now further enhancing and scaling our position in the fast-growing infrastructure and heavy civil sector, which is underpinned by multiple structural growth drivers,” Nemetschek Group CEO Yves Padrines said in the news release.

Steve McGough, HCSS CEO, teased what the group would be able to accomplish following the deal.

“Being part of the Nemetschek Group will allow us to accelerate our long-term vision, expand what’s possible for heavy civil and infrastructure builders, and deliver even more innovation,” McGough said in the news release.

As part of the deal, Nemetschek will hold approximately 72% of the shares in the Build & Construct segment, and Thoma Bravo will hold approximately 28% as a minority shareholder, per the announcement. In addition, Nemetschek will refinance all of HCSS’ existing financial debt and liabilities.

The move also comes on the heels of a surge in M&A activity across the construction industry that began near the end of 2025, with both builders and contech firms taking part. The start of 2026 has been no different, as other contech giants have bolstered their offerings with acquisition deals. 

In March, Autodesk announced that it had closed a transaction to acquire Rhumbix in a push to collect better data from the jobsite. Then, on April 2, Trimble announced that it had finalized a deal to acquire Document Crunch, an artificial intelligence-based contract scanning software.

Detroit-based builder Walbridge is making strides toward its sustainability goals on a major Ford manufacturing project with the help of a climate-focused startup.

Walbridge has partnered with Woodchuck, headquartered in Grand Rapids, Michigan, to support its waste reduction efforts, according to a March 24 news release. The two companies are collaborating as Walbridge constructs auto builder Ford’s forthcoming manufacturing facility in Marshall, Michigan, known as the BlueOval Battery Park.

In the first three months of the partnership on the Ford project, Walbridge achieved 40% of the job's projected materials-related savings, according to the news release. Over the course of the project, Woodchuck aims to divert 8,000 tons of wood and 1,000 tons of cardboard, plastic and metal from landfills.

Ford’s $2.5 billion BlueOval project, which broke ground in 2023, is on track to open in 2026, according to a December article from local outlet News Channel 3. Walbridge improved through the first quarter by diverting thousands of tons of wood, cardboard, plastic and metal; shrinking waste and landfill dependency and reducing costs, according to the release.

Woodchuck’s program uses artificial intelligence to sort different kinds of refuse on a jobsite — namely, wood, cardboard, plastic and metal. Once those components are sorted, they can then be turned into biomass such as compost, per the company’s website.

On the Ford project, Walbridge has used Woodchuck’s platform to track, report and validate the diversion of those materials with minimal onsite labor via integration into the builder's existing workflows, per the release. 

“Our partnership with Woodchuck has been a game-changer," said Ross Linton, group vice president at Walbridge, in the news release. "In just a few short months, they've helped us transform our waste process to one that's measurable, trackable, and easily managed.”

Because the Woodchuck platform is designed for large, multi-phase construction programs, the improvements can be replicated at scale, according to the news release.

“Transparent and real-time communication allows our team to adapt quickly to changing material waste streams on the ground,” said Sander Mathijs, Walbridge sustainability manager, in the release. “Detailed information about each load provides complete visibility not only into what is diverted from a landfill, but also into its end destination and intended use, delivering transparency and enabling measurable sustainability outcomes.”

Sustainability has remained a key focus for contractors, driven by demands from project owners who want greener, less carbon-intensive spaces for their employees. Meta, for example, is turning to mass timber to build more sustainable data centers amid the sector’s red-hot rush. In addition, commerce giant Amazon plans to use its delivery facility in Elkhart, Indiana, as a sustainability lab with more than 40 initiatives.