Think about the last major B2B purchase you made. Did you pore over spec sheets, or did you have an immediate gut feeling about a brand that just “felt right”?
For decades, the industrial sector has operated under the lie that B2B is a purely rational game. But the truth is, even educated and experienced clients buy with emotion first and then justify their choice with facts. This means emotion is the most powerful driver for growth.
Essentially, who is buying, how they are buying, and why they are buying has changed – yet our marketing has not. The bottom line is this: if industrial brands don’t adjust to the “new ways of marketing” they risk falling behind, wasting valuable and scarce resources, and losing a sale when it really counts.
At SitePartners we believe it’s time to rethink the role of marketing in the industrial sector. The way clients buy has been completely transformed, yet our marketing investments have often not kept pace.
To win, there are NEW RULES to play by. We’ve identified four key rules that impact every project we partner on, driving real influence and growth for industrial brands.
Introducing the 4 New Rules:
The “Human Buyer” Rule: The new truth is that B2B buyers don’t want to buy from you; they want to buy into you.
The “No One is (Really) Buying” Rule: If only 5% of your market is ready to buy today, what are you doing with the other 95%? Knowing this – how do you speak to clients?
The “Invisible Sales” Rule: The customer journey has transitioned from sales-led to self-led, putting marketing in a new, critical role. Buyers today are smarter and younger.
The “Day One” Rule: If you’re not on the short list from day one, you simply will not win. This changes everything for how industrial brands invest in their marketing.
These rules, if followed correctly, allow you to win work on value, not price in 2025. When the market is tight like it is right now – this stuff really counts.
Let’s dive in:
Rule #1: The Human Buyer Rule
This rule impacts everything we thought about how to market in the B2B sector. The modern buyer is more human than ever before—they are stressed, excited, and passionate. As a brand, without an emotional connection with a buyer, you cannot establish trust.
The buyer of today makes purchase decisions based on human emotion, then justifies their choice with logic and data. The buyers we once thought were purely logical are anything but. They buy based on a gut feeling and the brand they feel connected to.
B2B purchases have higher stakes than B2C. A B2B buyer could lose their job over a poor vendor choice. Your marketing should make them feel brave, not afraid. Make them proud to partner with you by showing your people and what you stand for.
Buyers want to buy into your purpose, values, and culture—BEFORE they buy from you. They need to know what you care about and if it aligns with what they care about at a human level. (They want to look good to their boss and to themselves).
The Site Summary: The best B2B brands make you feel something. Sell the emotion, then show the data. Balance both, but get the emotion right.
Rule #2: The No One is (Really) Buying Rule
This rule changes everything about your marketing spend. It is built on the 95/5 rule in B2B: at any given time, only about 5% of your potential buyers are actively in the market and ready to purchase. The other 95% are “out-of-market.”
For example, if you are a specialty General Contractor for Data Centres, chances are only 5% of your target clients are ready to build today. If you ignore the other 95%, you are in trouble. If you run “direct advertising” to them, you will lose their attention and turn them away. To win, you must invest in both:
Brand building tactics for the 95%: The goal here is to build mental availability, ensuring your brand is known and trusted so that when they eventually need a solution, you are top-of-mind. These tactics create emotional connections and sustainable, long-term growth.
Activation tactics for the 5%: These are focused on converting the small percentage of buyers who are ready to buy today, using digital advertising and traditional sales efforts.
The Site Summary: Balance your spend. Brand investment drives transformational, sustainable growth. Run a balanced program that speaks to the 95% out of market while still investing in campaigns for the buyer of today.
Rule #3: The Invisible Sales Rule
This rule addresses the fundamental change in how B2B buyers engage with industrial brands. The way clients buy today has evolved from a linear, sales-controlled process to a non-linear, buyer-empowered one.
This is the “invisible sales cycle,” where the buyer’s journey is a self-directed, fragmented path. Research shows that B2B buyers are more than 70% through the decision process before they talk to sales. If you rely solely on your sales team, you’re already late to the game. The initial sales conversation is no longer about “selling,” but about “validating” the buyer’s research.
For complex decisions, the buying group usually has 6-10 people involved, each doing their own independent research. There’s no way your sales team can have a meaningful relationship with all of them, making the “invisible sales cycle” more critical than ever.
Marketing must own this cycle by providing buyers with the resources they need to make a decision on their own. If you don’t communicate your positioning, they will simply make their own assumptions.
The Site Summary: Your marketing needs to sell the emotion because your customers have already found the facts themselves. The old-school sales world is gone. If you don’t shift your marketing, they will make up their own story.
Rule #4: The Day One Rule
This rule should keep every CEO and Executive up at night.
The rule is simple: if you are not on the shortlist before the buyer journey is started, you are not going to win. What does this mean? Well it really is simple. If you are not known by the buyer before they go into the market (RFP, Proposals, Procurement) you simply will not win.
85% of B2B buyers have a “Day One” mindset, meaning they already have 2-3 brands in mind before they go to market.
90% of the time, the eventual winner is one of those 2-3 brands. If you are not on that list, you are in big trouble.
For industrial brands, this is especially critical because deal sizes are massive and can make or break an entire fiscal year. Organizations need to do everything they can to get on the radar of their target accounts now.
Clients need to know who you are, what you do, and what makes you different. You need to communicate your positioning in a creative way that truly stands out so when they go out to market, they already have you on the list. So what does this mean? Organizations need to do everything they can to get on the radar of their target account list before they go to market. So how do you do this? Well our team at SitePartners are experts at this.
Your buyers need to know who you are, what you do – and what makes you different then the competition. You need to communicate your positioning in a creative way that truly stands out – make your brand the prize.
The Site Summary: Do everything you can to be on your target market’s list. People only buy from those they like, know, and trust. The key part is KNOW.
How These Rules Come to Life
The new rules of marketing aren’t just theory. To see them in action, let’s look at the industrial titans who are already winning the brand game.
They’re not just selling products; they’re selling purpose, legacy, and a better way of doing business. When you have a strong brand, people buy into you—not just from you.
Carhartt: This brand is the ultimate example of the Human Buyer Rule. They don’t just sell workwear; they sell a badge of honor. Their marketing focuses on the stories of the people who wear their gear—the farmers, the tradespeople, the artists. This emotional connection makes their brand invaluable and commands fierce loyalty. Just look at the brand today—it is taking over. When you think of Carhartt – you FEEL something.
Wolverine: has built its brand by going straight to the source: the workers themselves. Their campaigns highlight the real stories and struggles of people in the trades, acknowledging their hard work and the challenges they face. By telling these authentic, human stories, Wolverine elevates its product from a simple boot to a trusted partner that understands and supports the lives of the people who wear it. If you have not checked out their videos, then you need to give Wolverine a follow on LinkedIn – trust me it is worth it. Check out their YouTube page.
Procore: In the digital space, Procore proves the human element is everything. While competitors focus on technical jargon, their brand is built on a simple promise: to improve the lives of people in construction. The company recently rebranded, going even deeper on the human level by showing the people behind every project.
Caterpillar (CAT): sells confidence and legacy. They are the original content marketer. (Fun Fact: I always use CAT as an example that a brand really counts in the industrial sector. Ask any equipment operator why they love CAT and chances are they won’t have a technical answer but rather an emotional one – that is brand hard at work). Their marketing has evolved from showcasing brute strength to demonstrating precision and craftsmanship, appealing to the pride of the operator. This approach transforms a customer’s purchase into a point of pride, making them feel confident in their choice and their own abilities. Through programs like the CAT Operator Challenge– the brand sells the emotion.
#2 The No One is (Really) Buying Rule in Action
These brands understand that long-term success comes from building awareness with the 95% of buyers who aren’t in the market yet. The industrial sector has a long lead time and Anduril Industries, Cummins Inc., Schneider Electric Industrial Automation and GE all understand this – but invest in the long term.
Anduril: The defence industry is notorious for long sales cycles and bureaucratic processes. But Anduril, a modern defence technology company, is breaking the mold. Their recent NASCAR partnership isn’t about selling drones to race fans; it’s about making a bold statement. By linking their advanced technology with the cultural pride of American motorsports, they communicate a clear, emotional message that resonates with a broader audience—building brand awareness with the95%who are not yet in-market. From the day they launched their brand to every campaign in between that have continued to market to the 95% of buyers not in the market – so when they did go into a buying cycle – they were included with all the major primes. Fun fact – in 8 years they went from a start-up to over $30B in value (and growing fast). When they release new products they create mini brand films – check it out here).
Cummins: As an engine manufacturer, Cummins’ primary audience is highly technical. But their brand campaigns often focus on the power, reliability, and innovation of their engines in extreme environments. They sponsor documentaries and content that showcase the durability of their technology in mining, trucking, and marine applications. By marketing to a broad audience of enthusiasts, engineers, and future buyers, they build a powerful brand reputation long before a purchase is ever considered.
Schneider Electric: They have positioned themselves not just as a provider of equipment, but as a thought leader in sustainability and efficiency. Through their extensive content, they share a compelling vision for the future of energy management, building a powerful brand connection with clients long before a project is ever on the table.
GE: GE mastered this principle years ago with its “GE Reports” initiative. Instead of pushing sales, they created a massive content hub that told powerful stories about innovation, ensuring they were a known and respected name in a broad range of industries.
#3 The Invisible Sales Rule in Action
These brands have shifted from a pitch-first approach to a value-first one, using content to build authority and trust in the self-directed buyer’s journey. Mack Trucks, Rockwell Automation and 3M all showcase examples of letting the buyer lead.
Mack Trucks: Mack Trucks has an incredible brand legacy, but in an era of invisible sales, they know heritage alone isn’t enough. They’ve shifted from a pitch-first approach to a value-first one, using content to build authority and trust. Their podcast, “Beyond the Bulldog,” provides industry expertise and insider knowledge, earning the respect of fleet managers and owner-operators long before they are ready to buy.
Rockwell Automation: As a leader in industrial automation, Rockwell has built a powerful brand around enabling the self-directed buyer. Their extensive “Knowledgebase” is a prime example of a marketing tool that serves the invisible sales cycle. It provides engineers, technicians, and partners with a massive library of technical documents, application notes, and software downloads. By giving customers the tools to find solutions on their own, Rockwell becomes a trusted, go-to resource long before a purchase decision is made.
3M: This brand has built a legacy on problem-solving. Their website features a massive library of technical data, white papers, and application guides. This self-service content empowers engineers and project managers to research and select the right solution on their own, making 3M an indispensable resource in the invisible sales cycle. They also do creative B2B campaigns like the one we all remember below.
#4 The Day One Rule in Action
These brands have built powerful reputations that ensure they are on the shortlist from the very beginning of the buyer’s journey. We dive into how John Deere, Turner Construction Company and WSP all invest in marketing to be on the day one list.
John Deere: This brand is what I believe officially started content marketing. And it has really worked. Why, among all tractor manufacturers, does John Deere stand as a symbol of hard work and American legacy? For generations, they have represented both reliable equipment and the promise of a successful harvest. Their iconic green and yellow colour scheme has become emblematic of an emotional connection to the land. John Deere is always “on the list” on day one, a testament to the fact that when you build a powerful brand, you stop having to sell and people start buying into you. They’ve also been a pioneer in brand loyalty, publishing The Furrow, a custom print magazine for farmers since 1895, providing valuable information and solidifying their place in the heart of their audience for over a century.
Turner Construction: For a new skyscraper or a major sports stadium, no one is searching online for “large construction company.” Instead, they are starting with the established brands they already know and trust. Turner Construction is the perfect example. Their brand is their reputation for building iconic structures like SoFi Stadium, Levi’s Stadium, and The New York Times Building. Their proven track record and brand equity ensure they are on the shortlist for any major project from the moment it’s conceived. Chances are, if you are building something epic that Turner will be a part of the Day One list.
WSP: A great Canadian example is WSP, a global engineering firm. Its name is synonymous with engineering excellence and a legacy of groundbreaking projects like the new Samuel de Champlain Bridge in Montreal. WSP’s brand is built on thought leadership, with campaigns that position them as trusted and forward-thinking experts, ensuring they are a top contender for any major project from the outset.
How We Live These Rules at Site.
At Site, we don’t just preach these rules – we live them. From the start, we committed to specialization to ensure we would be a Day One Brand for our target audience. We also made it a priority to create a brand that our clients could connect with on an emotional level. We set our mission to elevate the industrial sector – and connect us with our audience.
As our company has grown, so has our marketing. We have created a number of unique initiatives to drive results, all designed with the new rules of B2B marketing in mind:
We created our own media brand, SiteNews, to elevate the industry and build brand awareness with the 95% of buyers not yet in-market.
We launched our podcastThe Creative Department, to showcase our expertise and provide valuable insights for clients in their self-directed research.
We built the first industrial movie studio in Canada, SiteStudio, to produce emotionally engaging content that connects with human buyers.
We launched our own beer, SiteLager, and our own merch store, SiteSwag.
We launched our annual event, the SiteSummit, to connect the industry and foster a community around our brand (350 people, 135ft yacht, 2 days of learning).
We created the Top 40 Under 40 campaign for the industry, positioning ourselves as a partner dedicated to the future of the industrial sector.
SiteSummit 2025 in North VancouverThe Polygon, our first SiteSummit venueSiteStudio in actionSiteSwag
All of our Site initiatives were designed to build trust, create human connections, and ensure we are top-of-mind with our audience. We use our own brand to showcase confidence and prove that we truly understand the value of a powerful, human-first approach.
Top 7 Tips to Elevate Your Industrial Brand
It’s time to shift strategy and start building a modern, memorable brand. Now that you know the rules and have learned from some great industrial brands living it out – here are seven takeaways for industrial marketers to take their brands to the next level:
Invest in Share of Voice: You need to talk to more customers than you currently have to grow. This is what brand advertising is all about. You need to invest in brand awareness campaigns so more of your target audience gets to know you, trust you and fall in love with your brand.
Balance Brand and Activation: Tactical campaigns are great for immediate results, but you must balance them with long-term brand building to create emotional connections and sustainable growth. Marketers need to balance short-term and long-term campaigns to drive real business growth.
Harness Emotion: Use emotional messaging for the95%who aren’t in-market. For the5%who are, lead with facts and data.
Maximize Mental Availability: Be everywhere your customers are, so when they’re ready to buy, your brand is the first one they think of.
Expand Your Customer Base: Don’t just sell to net-new clients. Deepen relationships with existing ones, turning them into brand advocates.
Embrace Storytelling: Ditch the jargon and technical specs. Your story is your most powerful tool for differentiation. Use it to protect your price and make your brand memorable.
Be Human: The stakes are personal in B2B. Acknowledge your buyers’ fears and find ways to make them feel BRAVE. That’s how you win hearts and minds.
If you’re ready to start building a brand that wins on emotion, connect with me and the team at SitePartners.
Mark Brown has been appointed as Chief Operating Officer at ATCO EnPower, bringing nearly three decades of energy sector experience to lead the company through its growth period.
Beau Brooker has joined Northcrest as Vice President, Construction, where he will lead the construction of YZD, the former Downsview Airport lands development project in Toronto.
Dean Rawson has been appointed Vice President, Construction, at Tahltan Nation Development Corporation (TNDC), bringing over 30 years of leadership experience in construction, operations, engineering, and project execution across multi-billion-dollar programs in Canada and the United States.
EBC Inc. has announced five strategic leadership appointments: Alan McNee joins as Vice President, Operations – Building Toronto/Ottawa; Sebastien Ducharme as Vice President, Operations – Building Montreal; Louis Thomassin as Vice President, Operations – Building Quebec; Jerôme Nombalais as Vice President, Preconstruction – Building Montreal; and Gary Kozak as Vice President, Proposals and Business Development – Building.
Éric Landry has been appointed as Director of Major Projects Scaffolding at Atwill-Morin Scaffolding, a division of Atwill-Morin.
Cam McFadyen has joined Komplete Modular Solutions Ltd. as Account Manager, bringing over 20 years of experience in account management, business development, and sales leadership.
Chuck Chow has joined Fort Modular Inc as BC Lease and Fleet Manager, bringing over 22 years of experience in the modular solutions rental space and construction industry.
Miguel Santos is starting a new position as Director, Construction Operations at Fitzrovia.
Jason Winterbottom has been promoted to Director of Drafting Services at Glotman Simpson Consulting Engineers after 24 years with the company.
Paris Lavan has joined Beedie as Director of Leasing for their Industrial team, bringing over a decade of experience in landlord and tenant representation from her previous brokerage career.
Michael Brimer has been appointed as Vice President of Construction at Townline Group of Companies, bringing over 25 years of experience in large-scale commercial construction projects across North America.
Scott Armstrong has joined Entuitive as a senior associate in the firm’s building envelope and sustainability team, based in Toronto.
Lora McMillan has been promoted to National Director, Construction Services at BGIS.
Caitlin Hartigan has been hired as the new dean of trades and apprenticeship at Okanagan College, bringing her experience from Women Building Futures in Edmonton and Northwestern Polytechnic in Grande Prairie.
Glen Barker has joined TROIKA as Vice President of Construction, bringing over 40 years of experience and $1B+ in delivered projects including the YVR Runway Extension, Nanaimo Airport, and South Fraser Perimeter Road.
Yadana Oo has joined B&A as a Planning Technician, bringing 8+ years of international experience in architecture, interior design, and urban planning from projects across Singapore, China, and Myanmar.
Tina Webb has been promoted to Director of Building Information Modelling (BIM) at Fast + Epp. Webb, based in Nanaimo, B.C., is a certified structural technologist with over 25 years of experience, including more than 15 years specializing in BIM.
Laurel Murphy has been appointed Vice President and Director of Operations for Water in Central and Western Canada at AECOM, succeeding David Humphreys who becomes Senior VP and Project Delivery Leader for Canada.
Heidi Deras has joined ConstructionClock as Director of Product, bringing experience from RocketRez and Bold Commerce.
CAWIC Announces New 2025-2026 Board of Directors: The Canadian Association of Women in Construction has appointed Kristen Bauer as President, with Lisa Laronde as Past President, Susan Carey as President Elect, Christina K. as Treasurer, and Jamie West as Secretary.
Mick Prieur, P.Eng. has joined the Cement Association of Canada as Senior Technical Director, Engineering, where he’ll work with the Construction Innovation team on codes and standards, concrete pavements and transportation infrastructure.
John McNicoll is now Vice President at Cormode & Dickson—a company with over 60 years of construction excellence across Western Canada.
Key Takeaways:
The Ontario government is investing $75 million to create nearly 8,000 new post-secondary training spots in construction trades and urban planning by 2028.
The funding will add 7,500 seats at colleges and Indigenous Institutes for skilled trades programs and 300 seats at universities for graduate-level planning programs.
The investment is part of Ontario’s $200-billion infrastructure plan and aims to address labour shortages while protecting jobs amid U.S. tariffs and global economic uncertainty.
The Whole Story:
The Ontario government says it will spend $75 million to train nearly 8,000 additional students for careers in construction and urban planning, part of its wider push to support a massive infrastructure build-out across the province.
The funding will add up to 7,500 new seats in college and Indigenous Institute programs such as welding, carpentry and renovation techniques, while about 300 graduate-level spots will be created at universities to train more land use and urban planners by 2028.
“Our government has bold plans to build the Ontario of tomorrow, and it is critical that we have the homegrown, highly skilled workers to get it done,” Colleges and Universities Minister Nolan Quinn said Tuesday in Whitby.
Labour Minister David Piccini said the additional training capacity will help Ontario prepare for the province’s $200-billion, 10-year infrastructure plan, which includes new housing, highways, hospitals and schools. “Each of these additional seats will help ensure Ontario workers can land better jobs with bigger paycheques,” he said.
Colleges receiving funding include Durham, George Brown, Humber, Centennial, Conestoga, Fanshawe and Niagara, as well as Cambrian, Confederation, Collège Boréal, La Cité, Fleming, Georgian and Kenjgewin Teg, an Indigenous Institute. Universities set to expand graduate planning programs are Queen’s, Toronto Metropolitan, Guelph, York and Waterloo.
Durham College president Elaine Popp said the investment will “prepare career-ready graduates who will help meet Ontario’s housing and infrastructure needs.”
The province says the move will help safeguard Ontario jobs amid uncertainty caused by U.S. tariffs and global economic conditions.
According to government figures, Ontario’s post-secondary institutions currently offer about 240 construction-related programs, while six universities run accredited graduate-level planning programs.
The funding comes weeks after the province announced $260 million for the next round of its Skills Development Fund, which the government says has trained more than one million workers since 2021.
Key Takeaways:
Build a Dream has launched the You’re Hired! Trade Skills Series, a national initiative connecting job seekers, apprentices, and skilled trades professionals with employers, unions, colleges, and community organizations.
Funded in part by the Government of Canada’s Canadian Apprenticeship Strategy, the program delivers hands-on skills training, certifications, and direct industry connections to strengthen Canada’s skilled trades pipeline.
The free-to-participate series offers opportunities for employers to deliver certifications, lead workshops, and showcase career pathways, all while building a more inclusive and future-ready workforce.
The Whole Story:
Build a Dream has launched a national initiative to connect job seekers, apprentices, and skilled trades professionals with employers, unions, colleges, and community organizations. TheYou’re Hired! Trade Skills Series aims to to close the skills gap while opening doors for underrepresented talent.
Funded in part by the Government of Canada’s Canadian Apprenticeship Strategy, the program is designed as a national workforce development initiative that brings employers, unions, training institutions, and community organizations together with the next generation of skilled talent.
Build a Dream officials noted that Canada’s construction industry is on the brink of a major opportunity. According to BuildForce Canada, the sector will need more than 85,000 new workers by 2033, just as the country pushes to build 5.8 million homes by 2030 to make housing more affordable. Meeting this demand will take more than labour; it will take fresh ideas, new skills, and a workforce that reflects Canada’s diversity.
The series is hosted in communities across Canada including:
Windsor – Oct. 7
Mississauga – Oct. 14
Vancouver – Nov. 4
Edmonton – Nov. 6
London – Nov. 18
It offers participants:
On-site certifications such as WHMIS, First Aid & CPR, Fall Protection, Working at Heights, Confined Space Entry, and Hoisting & Rigging (varying by region).
Career Readiness Support including resume reviews, mock interviews, and employment clinic services.
Hands-on workshops where attendees use real tools, equipment, or VR simulations to explore skilled trades careers.
Career pathways exploration through apprenticeship program overviews, training pathway guidance, and networking with employers.
“Our mission is to not only bridge the labour gap, but to make sure the skilled trades are accessible and welcoming to everyone. This must include women, newcomers, and other underrepresented groups,” said Nour Hachem, President of Build a Dream, who was recently named one of Construction’s Most Influential People for 2025 by SiteNews. “The You’re Hired! Trade Skills Series is about giving participants the skills, certifications, and confidence to start their careers, while also giving employers direct access to motivated, job-ready candidates.”
Build a Dream officials added that over the next decade, hundreds of thousands of skilled trades roles will need to be filled across Canada. Meanwhile, sectors like construction, manufacturing, and advanced technology are rapidly evolving and creating even greater demand for specialized training. The You’re Hired! Trade Skills Series is just one of a suite of Build a Dream initiatives designed to meet this demand, alongside their nationwide Career Discovery Expos, the Dream & Build Conference for Tradeswomen (next stop Vancouver 2026), the Workforce Skills Development Program that offers tailored soft skills training and career support, a VR Trailer bringing career exploration on the road, and an Industry Scan & Research Study that uncovers workplace gaps and produces a Workplace Best Practices Document.
Participation in the You’re Hired! Trade Skills Series is free for both attendees and exhibitors. Employers can:
Deliver certifications
Host career readiness clinics
Lead hands-on workshops
Showcase apprenticeship programs and job opportunities
Network with motivated talent and industry peers
“The skilled trades are more than jobs, they are careers that build communities,” said Hachem. “This series is about connecting passion with opportunity, and ensuring that the workforce of tomorrow is stronger, more inclusive, and ready for the challenges ahead.”
Canada’s Building Trades Unions rolled out the national “We Built That” campaign to spotlight the 65,000 unionized tradespeople who built the LNG Canada terminal and Coastal GasLink pipeline — the country’s first liquefied-natural-gas export project.
The $40-billion development positions Canada among global LNG exporters and could generate up to $23 billion for the economy over the next 40 years while supplying lower-emission fuel to overseas markets.
CBTU’s digital ads, workplace events and shareable materials celebrate skilled trades careers and urge governments to back further energy-infrastructure projects that sustain high-value jobs.
The Whole Story:
Canada’s Building Trades Unions has launched a national “We Built That” campaign celebrating unionized skilled tradesworkers who helped construct the country’s first liquefied natural-gas export project.
The campaign follows last month’s inaugural shipment of LNG from the $40-billion LNG Canada terminal in Kitimat, B.C., supplied by TC Energy’s Coastal GasLink pipeline. Construction of the six-year project employed more than 65,000 tradespeople from across the country.
CBTU executive director Sean Strickland said the milestone highlights “the incredible skills and dedication of Canada’s unionized tradespeople, who built the infrastructure that puts Canada on the map as a responsible and reliable LNG exporter.”
Industry analysts estimate the project could add up to $23 billion to Canada’s economy over the next 40 years, while providing lower-emission fuel to overseas markets.
The CBTU campaign features digital ads, social-media material and workplace events designed to recognize trades careers and promote further investment in energy infrastructure. It also urges governments to continue supporting industrial projects that create high-value jobs for carpenters, pipefitters, electricians and other union members.
Canada joins the United States, Qatar and Australia among nations exporting LNG, positioning its West Coast as a potential gateway to growing Asian demand. A planned second production line at Kitimat could double capacity later this decade, subject to final approvals.
Before he was closing big deals and winning national sales awards, sales extraordinaire Johan Galeano had a very different dream — to wear a badge. Growing up in Colombia, he witnessed injustice firsthand and set his sights on becoming a police officer. That plan carried him to the RCMP training academy in Canada, but a serious injury and a family health crisis changed his course. What began as a detour into sales turned into a passion and commitment.
Today, Johan is one of the most respected sales professionals in Western Canada’s building supply sector, known for his sharp instincts, relentless work ethic, and people-first approach. Since joining Simpson Strong-Tie in 2022, he has more than doubled his territory’s sales and taken home top honours, including the company’s national “Top Gun” award. But behind the numbers is a deeper mission: to build trust, help clients succeed, and elevate the entire industry — one relationship at a time.
In this Q&A, Johan opens up about his unlikely path into construction, the habits that fuel his success, and why building a personal brand is more than just a marketing move — it’s a mindset.
SiteNews: I understand that before you got into the industry, you were going down a different career path?
Johan Galeano: I lived in Colombia until I was 17 years old and I always wanted to be a police officer. Back then it used to be very dangerous and I would see from firsthand experience people getting abused, people getting mistreated. I wanted to be a police officer to help people. I wanted to do something to stop the bullies, to stop the bad guys, to make a positive difference in people’s lives. When we came to Canada that was my goal. I joined the RCMP. I went to the academy for almost five months out of the six month training program. Unfortunately I ended up getting injured and also my father became very ill with chronic kidney disease. So I put a pause into my plan until I healed myself up and until I helped my dad get better. So, I moved back to Calgary.
And how did you get into what you do now?
I believe in God and God always has a plan. I used to work merchandising and a little bit of sales prior to going to the police academy. One of my good friends called me and said there is a sales position and I think you’ll be really good at it. And I thought, “maybe”. I’m personable. I’m charismatic. But I really want to become a police officer. But I went for the interview and it worked out very well. And I haven’t looked back ever since. I also ended up obtaining a bachelors degree in Project Management which has absolutely contributed to my success..My career in sales has been just growing.
What has kept you in the industry?
Sales is a job that is constantly evolving. You have to reinvent yourself frequently if you want to stay relevant. There’s that constant challenge that keeps me going. Number two, I think I developed a really good network of people not only with a lot of different construction companies but also with people in the industry so that’s allowed me to get a good reputation and people trust me, which is nice. Number three, is the fact that I’ve been very blessed to work for very good companies that not only their products are top tier products, but also the company culture has been great. So I’ve had very positive experiences.
You have set sales records at your employers and achieved a great deal in your roles. What are some of your keys to success?
I’m reliable. I’m dependable. Also, part of what sets me apart is that a lot of sales guys get into this industry thinking about themselves. I think differently. I think ‘how are my clients going to make money and be successful? How can I make your business better? How can I help you save money? I see myself as a mediator. I am a person who comes to find the best way to save the money or help them out with our company.
You help some of the region’s biggest clients, including home builders like Excel Homes, Trico homes, Jayman Built and more, as well as building material supply stores, retail distributors and buying groups including Rona, The Home Depot and Home Hardware. How have you been able to establish and maintain those relationships?
These are very busy people, so it’s hard to get face-to-face with the decision makers. What helped me is starting from the bottom. I don’t discriminate. If you are the janitor or the CEO, I treat you the same way and give you the same respect. I started from scratch at the bottom, going to the people on site asking questions, seeing who the project manager is, who the superintendent is. When I develop a rapport they often introduce me to the CEO or the purchaser. The people on site see I am honest and respectful and knowledgeable so they open those doors for me without me even having to knock on them.
What are some habits you have outside the workplace that help you perform at a high level?
I’m constantly eager to learn without being told what to learn. Of course we have training processes at work, and that’s great, but in my spare time I’m constantly looking for knowledge. I just finished one class and I have to start the second one on how AI technology applies to sales and building materials. I’m very curious. Working for this company at first I didn’t know much about them. I knew the reputation but I started going to Home Depot looking at their products asking how it works and how it’s installed. I would go on YouTube and watch installation videos. My curiosity and my creativity have helped me implement things from my personal life into my work life.
You have built a following of thousands on social media. What is the importance of building your personal brand in construction?
If you want to get known or you want to stand out, you have to build your brand and build it in a way that is not only helping you but helping others. Maybe that’s with posts that are relatable or informative. My wife started building her brand as an HR ambassador and people took notice and she’s got a great job. She’s the HR manager for Western Canada for a very large company. You have to build your brand because if you believe in yourself and you believe in why you’re selling to others. People will take notice.
What are some of the biggest challenges that you’ve had to overcome in your career?
My own success because. When you are successful you generate higher expectations not from yourself and the people around, your managers and superiors. I took this territory over three years ago and more than doubled it. It’s been an adventure. It hasn’t been easy. But at the same it’s scary for me because I’m always thinking about what’s next and how can I take this even further. I constantly challenge myself to improve and grow personally and professionally.
What’s the best advice you’ve ever received?
I’ve been very blessed to have really good mentors in every company that I’ve worked for. People that see the potential in me and they push me to move forward. And I think their best advice is to be honest, be dependable, be punctual, and always have a plan. Don’t just wing it. Don’t just wake up in the morning and be like, “I’m just going to go, maybe see account A and B today to say ‘hello’”. That doesn’t work. You have to have your plan laid out and have a purpose for those meetings with your clients. Don’t just randomly show up to waste their time and yours.
What do you enjoy most about your job? What gets you excited to wake up and go to work?
I work for very good companies and I’ve been very fortunate to work for very good managers and very good people, especially with the current company that I have right now. I feel blessed to work for them because the company culture is top tier. They make you feel like family. Even though it’s a multi-billion dollar company, they don’t treat you like you’re some number in some Excel spreadsheet. The managers care, your co-workers care. So that’s what motivates me to be the best I can be every day. And the fact that the products that we sell are good and help people build safer and stronger structures.
Key Takeaways:
A former biker clubhouse in Langford is being transformed into The FORGE, a peer-led wellness hub specifically designed to support construction and trades workers facing mental health and addiction challenges.
In B.C., construction workers account for a disproportionately high number of toxic drug deaths, with factors like physical strain, job insecurity, and stigma around mental health contributing to the crisis.
The Construction Foundation of BC has launched a capital campaign to raise $500,000 for the renovation, calling on industry partners and the community to help create a permanent space for wellness and recovery in the trades.
The Whole Story:
A former biker clubhouse in Langford is being transformed into a wellness centre for tradespeople facing mental health and addiction challenges.
Dubbed The FORGE, the community-led project has officially broken ground in the Westshore and aims to provide peer-led support tailored to the needs of construction and skilled trades workers. The initiative is spearheaded by the Construction Foundation of BC (CFBC), which is launching a $500,000 capital campaign to fund the renovation.
The new facility will bring together recovery coaches, clinicians, and peer supporters — many with firsthand experience of the struggles facing those in the trades industry.
Construction workers in Canada — and particularly in British Columbia — are among the hardest hit by the mental health and addiction crisis. According to WorkSafeBC, construction is one of the top industries for overdose deaths among workers, with many cases linked to toxic drug exposure among men aged 30 to 59. A 2022 report from the B.C. Coroners Service found that construction workers accounted for nearly 20 per cent of all toxic drug deaths where occupation was known. Long hours, job insecurity, physical strain, and a culture that can discourage help-seeking contribute to the heightened risks.
“The rejuvenation of our future wellness hub represents more than bricks and mortar; it’s a symbol of recovery, connection, and transformation for the trades community,” said Abigail Fulton, executive director of the CFBC.
The Foundation is calling on industry partners, labour organizations, and the broader community to contribute to the project, which it hopes will become a permanent support space for current and future generations of tradespeople.
Kris Barnard will join Buttcon as its Senior Vice President of Operations for Buttcon Central. Barnard brings over 20 years of experience in construction leadership, most recently with Metro-Can Construction in Vancouver.
Michael de Jong, K.C. has joined Maple Leaf Strategies as Strategic Advisor – Western Canada. The veteran BC politician served as an MLA from 1994 to 2024 and held key ministerial roles including Minister of Finance, Health, Aboriginal Relations, and Attorney General under Premiers Gordon Campbell and Christy Clark.
[Angela Clayton’s] leadership over the recent past has been instrumental in advancing IO’s $100 billion infrastructure portfolio, including major transit, healthcare, and justice initiatives. Angela’s vision for collaboration and innovation will continue to drive IO’s commitment to delivering world-class infrastructure projects.
David Lindsay, Board Chair, Infrastructure Ontario
Michael Lindsay has been appointed as President and Chief Executive Officer at Metrolinx, effective July 1. He previously served as Interim President and CEO since December 2024.
A Metrolinx vehicle undergoes maintenance. – Metrolinx
Cameron Shantz, Director of Parkin Architects, will retire on October 9, 2025, after 38 years with the firm where he led significant healthcare infrastructure projects including Canada’s first P3 hospital and first Alliance contract healthcare project.
Yama Danishwar has joined Buildots as Senior Account Executive, focusing on expanding the company’s presence across Canada. He previously spent nearly three years at Revizto working with construction leaders in North America.
Blaine Collett has joined the First Nations Major Projects Coalition as Senior Advisor of Project Development, bringing over two decades of experience in Indigenous-led project development and energy infrastructure.
Barry Charnish, Principal at Entuitive, has been appointed to the board of directors of the Canadian Institute of Steel Construction (CISC).
I am honored to have been part of this incredible team since 2016. I’ve witnessed firsthand the dedication and innovation that drives our mission of transforming the way cities produce, distribute, and consume energy.
Kieran Mconnell, COO, Creative Energy
Brad Hansen has joined BBA as Vice President of Operations for Canada’s Prairies, based in Calgary.
Luc Jolicoeur has joined CIMA+’s board of directors. He has been with the company for 17 years.
Davie Johnston has joined Aura as Senior Project Manager, bringing 35 years of global experience in delivering complex, high-performance environments, particularly in the media and entertainment sector.
Simon Trott has been named as the next Chief Executive for Rio Tinto, with current CEO Jakob Stausholm stepping down after seven years of leadership.
Angela Sharman has joined RR Power Consulting Inc. as Director of Marketing, bringing over a decade of experience in marketing and business development within the energy and utility sector.
Brad Loewen has been promoted to President of MAREX Constructors after 21 years with the company, taking over leadership as founder Marv Loewen officially retires.
Christine Boyle has been appointed as the new Minister of Housing in British Columbia, with BC Housing congratulating her appointment and expressing their commitment to working together.
Yonni Fushman has joined Bird Construction as Executive Vice President & Chief Legal Officer, bringing over 25 years of global leadership experience across Infrastructure, Buildings, and Industrial sectors.
Stuart Marshall has joined Stack Modular as Director of Global Sales, bringing over 20 years of modular construction experience from senior roles at Tata, Kingspan, Algeco, and Elements Europe.
Stuart Marshall, Director of Global Sales, at Stack Modular in Shanghai, China.
Mathieu Bélanger has been appointed Vice President, Earth and Environment at CIMA+, bringing over two decades of leadership experience in urban planning, real estate development, public policy and infrastructure.
John Burke P.Eng, M.Sc. has been named Principal of Mechanical Engineering at Edge Consultants, bringing over 20 years of experience in designing complex HVAC, plumbing, and energy systems across Western Canada.
Tannis Liviniuk has stepped into the role of CEO at Liviniuk Group, returning to the family business where her career began.
My brother Trevor Liviniuk, RSE has carried the torch and grown this business with grit, innovation, and integrity. He’s built something remarkable, and I couldn’t be prouder to step in to help build on his legacy, and the legacy of my family. It’s a full-circle moment, and one that I’m incredibly proud of.
Tannis Liviniuk, CEO, Liviniuk Group
Arya Beheshti has started a new position as Vice President, Construction and Environment at CreateTO.
It was also a celebration of female construction leaders. While women represent approximately 5% of the construction workers on-site and 12% of the entire workforce, their impact is far bigger. They made up roughly one-third of this year’s list and are responsible for tens of billions of dollars in construction projects. Here are some of the incredible women helping push the industry forward.
Angela Coldwell – Founder, Honour the Work
Angela Coldwell founded Honour the Work to reframe how young Canadians view skilled trades. A former award-winning teacher, she launched the organization to position trades as a first-choice career path. Starting with a pilot in Ontario, it now brings hands-on, curriculum-linked learning to classrooms across Alberta. The program uses STEAMS Kits—hands-on, curriculum-aligned resources integrating science, technology, engineering, math, and skilled trades—to spark interest in trades careers early, addressing the skilled trades labour shortage.
Bowinn Ma – Minister of Infrastructure, Province of BC
Bowinn Ma, B.C.’s first Minister of Infrastructure, blends engineering expertise with policy leadership to drive resilient, inclusive infrastructure. She’s led record investments while advancing climate adaptation, transit-oriented development, and equitable project delivery across the province. Also, Ma is no stranger to construction. She is a licensed professional engineer with a degree in civil engineering, a master’s degree from the UBC Sauder School of Business, and is a certified project-management professional.
Angela Clayton – CEO, Infrastructure Ontario
Angela Clayton leads Infrastructure Ontario’s $100B project portfolio, bringing over 25 years of experience in strategic planning and execution. A CPA and advocate for women in infrastructure, she drives public-private success and contributes widely to industry initiatives. Her work at IO impacts all parts of society. Just this month, it awarded a $14B contract to finance, build and maintain the province’s first women’s and children’s hospital.
Deanna Brown – Principal, Architect, Stantec
As a specialist in healthcare design, Deanna Brown has played an integral role on a range of health and wellness projects across rehabilitation, palliative, seniors’ living, complex continuing, ambulatory, and acute care settings. She’s also been a key contributor to multiple planning design and compliance (PDC) and proponent teams for alternative finance and procurement (AFP) projects. As a Stantec Principal and RAIC Fellow, she mentors emerging architects and champions equity through Women@Stantec while curating healing environments that serve diverse communities.
Irene Kerr – President & CEO, BC Infrastructure Benefits
Irene Kerr leads BCIB, connecting local, diverse trades to major public projects in B.C. Under her leadership, over 5,000 workers—including hundreds of apprentices—have been mobilized. She’s a trusted voice in inclusive labour delivery and advises several workforce-focused boards. She also serves as a board member for SkillPlan, a nationally recognized leader in workforce development. Irene has been named to Business in Vancouver’s BC500 list three times.
Jen Hancock – VP, Collaborative Construction, Chandos
Jen Hancock is transforming construction culture as VP at Chandos and the Edmonton Construction Association’s first female Board Chair. With nearly 20 years of experience (17 of them at Chandos), she promotes collaborative delivery, sustainability, and mentorship across Alberta’s building sector. Prior to Chandos, Hancock says she was a former teacher working at an engineering firm but was seeking a job where she could be challenged and continue to grow and learn. She applied for an entry-level project assistant position and worked her way up the ladder.
Jennifer Price – CEO, McElhanney
Jennifer Price is CEO of McElhanney Ltd., leading one of Canada’s largest employee-owned engineering firms. With global executive experience and a focus on equity, she drives innovation, strategic growth, and professional development in engineering and geomatics.
Lisa Helps – Executive Lead, BC Builds
Lisa Helps spearheads project origination at BC Builds, helping deliver middle-income housing across B.C. A former mayor of Victoria and housing advisor in the Premier’s Office, she remains focused on inclusive, systems-level urban transformation. BC Builds’ impact has recently spread out east, with Toronto announcing Toronto Builds, a BC Builds-inspired agency to also deliver affordable housing.
Marie-Claude Dumas – President, WSP Canada
Marie-Claude Dumas is part of WSP Canada and serves as the firm’s Global Inclusion and Diversity Leader. A seasoned engineer, she has overseen major infrastructure programs and champions growth through inclusive leadership and strategic innovation. A member of the Ordre des ingénieurs du Québec, Ms. Dumas has a proven track record as a global engineering and construction executive with over 20 years of multi-disciplinary management and consulting experience acquired with several multinationals.
Marie-France Venneri – Principal & Director, AME Group
Marie-France Venneri brings 20+ years of engineering expertise to AME Group, helping grow the firm to 200+ professionals. Known for her collaborative leadership on complex projects, she also supports diversity through her past board role with Canadian Construction Women.
Mindy Wight – CEO, Nch’ḵay̓ Development Corporation
Mindy Wight, CPA and Squamish Nation member, leads Nch’ḵay̓ in delivering Indigenous-led development. She’s guiding the Sen̓áḵw project in Vancouver, prioritizing community consultation, Indigenous hiring, and economic self-determination through reconciliation-focused development. The groundbreaking project is being hailed as a model for Indigenous-led economic development and reconciliation.
Nour Hachem – Founder & President, Build a Dream
Nour Hachem founded Build a Dream to break barriers for women and underrepresented youth in trades and STEM. Inspired by her mother’s journey, she now runs a national non-profit delivering hands-on programs and mentorship to thousands across Canada. She believes that limited access to training programs, deeply ingrained societal stereotypes, and pervasive biases within educational and workplace environments create challenges for women in the workplace. The organization has been going strong for more than ten years, working to break these barriers down.
Sabrina Fiorellino – CEO & Co-founder, Fero International
Sabrina Fiorellino transitioned from law to entrepreneurship, scaling a construction firm before co-founding Fero in 2020. Now leading Canada’s largest modular facility, she delivers fast, sustainable solutions in healthcare, housing, and education. She’s always looking for solutions. She became interested in modular construction to address postponed surgeries during the COVID-19 pandemic. Her solution was to create modular surgical units to provide relief to families.
Tania Johnston – CEO, Mechanical Contractors Association of Canada
Tania Johnston is the first woman to lead MCAC in its 100+ year history. She’s expanded its reach to 800+ firms and champions workforce development, mental health, and diversity, positioning the sector for a more inclusive future. Previously she served as the Executive Director of the Construction Education Council (CEC), and as Executive Director, Education and Special Projects for MCAC prior to taking on the role of CEO.
Congratulations to all these inspiring women and thank you for the work that you do. To check out our full list of this year’s winners, visit this link.
The Vancouver Regional Construction Association (VRCA) has revealed the 2025 Silver Award winners for its 36th Annual Awards of Excellence – a celebration of Lower Mainland construction excellence.
Association officials noted that winning projects stood out for their exceptional skill, innovation, and dedication to excellence in B.C.’s $29 billion construction industry.
A total of 96 projects were submitted for consideration this year, with 75 projects pre-qualified across 18 categories. The total combined value of the submitted projects topped an $4.9 billion.
“Behind every great building, there’s a team of great community builders,” said Jeannine Martin, President of VRCA. “Our Silver Award winners aren’t just putting up walls and beams – they’re creating legacies. Whether it’s through bold design, smart problem-solving, or meaningful community engagement, these teams are pushing the boundaries of what construction can achieve including making clear and commendable strides toward successful equity, accessibility, and inclusion across the industry.”
The Silver winners now advance as finalists for the Gold Awards, to be announced during the VRCA Awards of Excellence Gala, happening Friday, September 19, 2025, at the JW Marriott Parq Vancouver.
Here are all the Silver winners:
General Contractors – Tenant Improvement – Up to $5 Million
Canadian Turner Construction Company Ltd. – Serein
EllisDon Corporation – Decathlon Fit-Out – Metropolis at Metrotown
Govan Brown & Associates – Cushman & Wakefield New Vancouver Office
General Contractors – Tenant Improvement – $5 Million to $12 Million
EllisDon Corporation – Vancouver City Centre Urgent Primary Care Centre – 188 Nelson
ETRO Construction Ltd. – Speeders Richmond
Novacom Building Partners – Colliers Vancouver Office Relocation Project
General Contractors – Tenant Improvement – Over $12 Million
Canadian Turner Construction Company Ltd. – YVR26: Premise B2
Canadian Turner Construction Company Ltd. – KABAM HQ
Now in its second year, the Most Influential awards program honours people across the construction sector who are driving meaningful impact—whether through leadership, advocacy, innovation, education, or boots-on-the-ground execution. Competition was fierce as SiteNews recieved hundreds of quality submissions.
Nominees came from all corners of the industry and included CEOs, tech entrepreneurs, public officials, elite networkers, engineers, educators, and more.
“Construction is in the midst of immense change,” said Russell Hixson, editor of SiteNews. “This awards program is meant to highlight the men and women at the frontlines of this change, showing others the way. We couldn’t be prouder to present this incredible list of outstanding professionals.”
This year’s list recognizes 50 standout individuals whose work has elevated the industry and influenced how Canada builds. It features leaders who are delivering Canada’s largest infrastructure projects, leading the nation’s data-centre boom, advancing next-gen nuclear builds, pushing the limits of mass-timber engineering, pioneering modular solutions, and introducing construction careers to entirely new audiences through education and storytelling.
The Most Influential list casts a wide net over segments of the industry and indivduals that might be missed by other awards programs. It is part of SiteNews’ broader mission to inform, celebrate, and connect the people building Canada.
“The public rarely gets to see the passion and ingenunity required to create the built environment they enjoy,” said Brett Rutledge, co-founder of SiteNews. “These awards are our way of showing appreciation and giving credit where it’s due. Congratulations to all the winners—you’re shaping the future, and we’re proud to share your stories.”
In February 2020 Geoff Tessarolo’s life changed forever.
At just nine months old, his son Beckett was diagnosed with leukemia, kicking off a terrifying journey.
“Beckett had not been acting like himself, and after a trip to our family doctor and some bloodwork we learned the horrible news,” said Tessarolo, CFO at VanMar Constructors. “We received the diagnosis late at night from our dedicated family physician, and within an hour we were on our way to BC Children’s Hospital in a state of shock, unsure of what would happen next.”
18 months of out-patient maintenance chemotherapy followed, with countless appointments and lab visits to monitor along the way. For the family, life could not have been more stressful, chaotic and uncertain. Thanks to immense support and an incredible medical team, Beckett recently celebrated his sixth birthday, finished his first year of school and season playing hockey and is, most importantly, cancer free.
“Beyond the difficult days our family endured, we gained unbelievable perspective, and a deeper connection and appreciation for our family, friends, and community,” Tessarolo said. “The experience also left us with immense gratitude to everyone that cared for Beckett along the way and motivated us to give back to this community however we can.”
That’s why Tessarolo and other construction professionals have banded together to help those facing blood cancers. Born in the early days of the pandemic in 2020, the Construction Industry Challenge for the Leukemia & Lymphoma Society of Canada (LLSC) began when three leaders from competing construction firms in Montreal united for a greater cause: to raise critical funds for Canadians affected by blood cancers. Their collaboration sparked a movement that has since raised over $750,000 and has expanded to Halifax, Ottawa, and now Vancouver.
It’s the kind of collaboration that the industry was built on. From laying the foundation to the final touches, every leader plays a role in completing something meaningful—together. That same spirit drives this initiative forward, as the industry unites once again to build a world without blood cancer.
Last year, the Construction Industry Challenge raised over $150,000. This year, it aims to grow even further with the introduction of the Vancouver market by rallying its exceptional general contractors, developers, and trade contractors to support patients and families impacted by blood cancers.
Tessarolo explained that his family directly benefited from the research and advancements made in treatment therapies and protocols supported by the Leukemia & Lymphoma Society of Canada. This has motivated them to help others that are currently experiencing or will experience a life altering blood cancer diagnosis. VanMar has been instrumental in helping to raise crucial funds to support the LLSC, its funded researchers as well as patient resources.
“VanMar remains committed and I am incredibly grateful and proud to have them participate in this year’s inaugural Construction Industry Challenge for Vancouver,” he said.
Why join the Construction Industry Challenge?
Support a cause that matters – Your impact directly fuels life-saving research and patient care for those fighting blood cancers and the more than 20,000 Canadians that will be diagnosed this year.
Engage your company and team – Build morale and unite your workplace for a meaningful cause.
Gain industry recognition – Be highlighted in media, construction publications and at Light The Night.
When Hammad Chaudhry left EllisDon earlier this year to join construction technology startup Timescapes, the news circulated quickly through Canada’s construction industry. Chaudhry had spent more than a decade rising through EllisDon’s ranks, eventually leading national innovation and digital strategy efforts. His departure raised eyebrows not because it was controversial, but because it was rare. Few people make that kind of leap from a secure leadership role at a Tier 1 contractor to a startup environment.
Six months later, Chaudhry says the move was not about dissatisfaction, but about timing and opportunity. After years of evaluating, piloting, and deploying technology within a large organization, he wanted to gain hands-on experience on the product side.
“I had always worked with startups from the outside—as a client, a partner, sometimes an advisor,” he said. “But I’d never built something from within. I felt like if I didn’t do it now, I might never get the chance.”
Chaudhry joined Timescapes, a company focused on visual jobsite intelligence through automated camera systems and software. He was already familiar with the product through past collaboration and saw a practical advantage in how easy it was to use. In contrast to many construction tools that require complex onboarding or technical fluency, Timescapes stood out for its accessibility—something he believes is increasingly important as user expectations evolve.
“A big reason I was drawn to it was the simplicity,” he said. “It just worked. People on site didn’t need a tutorial to understand it, and that’s where a lot of technology falls short.”
Now embedded in a smaller team and faster-paced environment, Chaudhry has shifted from corporate innovation strategy to direct product involvement. His focus is on ensuring that Timescapes stays aligned with jobsite realities, drawing from his background working with project teams across Canada. He said the change has been refreshing—less process, more immediacy, and a stronger connection between decision-making and outcomes.
The move also highlights a broader trend in the industry: experienced professionals crossing into the tech space to help shape tools that are better informed by construction practice. As more contractors adopt digital workflows, there is growing recognition that successful technology must be intuitive, field-ready, and integrated into the way projects actually run.
“One of the biggest challenges in this space is building tools that match how construction really works,” he said. “If you’ve never built a project, it’s easy to miss the mark.”
Looking more broadly at construction technology in Canada, Chaudhry remains cautiously optimistic. He acknowledges that progress is being made—particularly in regions like Alberta and British Columbia—but believes the national ecosystem still lacks the strategic support necessary to retain and grow early-stage contech companies. Many promising startups, he notes, continue to scale by shifting their focus to U.S. markets. That reality underscores the importance of creating more supportive conditions for innovation at home.
At Timescapes, Chaudhry is focused on product strategy, customer integration, and ensuring that field workflows inform the company’s development roadmap. “We want to be known as a trusted, reliable tool that’s actually built for construction—not just for tech’s sake,” he said. “That means staying close to the people who use it every day.”
While the startup environment has its own challenges, Chaudhry believes the shift reflects a necessary convergence between construction and technology. “This wasn’t about leaving construction,” he said. “It was about contributing to it in a new way.”
Key Takeaways:
North Vancouver RCMP are investigating the detonation of a homemade explosive device that caused minor damage to an office building on June 27.
Police believe the device was made from fireworks or bear bangers and are seeking help identifying two male suspects seen on CCTV.
Authorities have increased patrols in the area and are urging the public to review suspect images and report any information that could aid the investigation.
The Whole Story:
Mounties are asking for the public’s help identifying two suspects after a homemade explosive device was detonated outside a Lower Lonsdale office building late last month.
North Vancouver RCMP say officers responded to reports of a loud bang in the 200-block of West Esplanade Avenue around 4:15 a.m. on June 27. When officers arrived, they found minor damage to the front door of an office building. No injuries were reported.
Following an investigation by the RCMP’s Serious Crime Unit and the Explosives Disposal Unit, police confirmed the damage was caused by a rudimentary homemade device, likely constructed using commercially available fireworks or bear bangers taped together and ignited with a burning fuse.
Police have since conducted extensive video canvassing, reviewed hours of surveillance footage, and interviewed witnesses. They’ve also increased foot patrols in the area to reassure the public and deter further incidents.
Investigators have released images of two men considered persons of interest. CCTV footage shows the detonation occurred at exactly 4:04 a.m.
The first suspect is described as a Caucasian man with short, balding hair, a stocky build, wearing a black jacket, dark T-shirt, and blue jeans. The second suspect is described as a Caucasian man with a slender build, wearing a long blonde wig, a black hoodie, and dark blue pants.
“We are urging the public to review these images and contact police if they recognize the suspects,” said Cpl. Mansoor Sahak in a statement. “Even a small tip can be the final piece of the puzzle in a complex case.”
Police have not determined a motive and say there is no indication yet whether the act was politically motivated.
Anyone with information is asked to contact North Vancouver RCMP at 236-481-9100, quoting file number 25-13204.
Key Takeaways:
With 93% of construction firms feeling the pressure of labour shortages, nearly all surveyed companies (98%) plan to invest in workforce planning tools within the next year to manage costs, avoid burnout, and improve project capacity.
Companies are moving away from assigning teams based solely on availability, instead prioritizing collective project experience, market expertise, and past performance to improve outcomes and competitiveness during the bidding process.
Firms are committing major resources—often over $100,000—to workforce planning software, with 75% expecting to integrate AI within nine months. Seamless integration with HR, payroll, and project management systems is seen as essential for accurate planning and operational efficiency.
The Whole Story:
Canadian construction companies are embracing workforce planning technology to combat labour shortages and improve project outcomes, according to a new industry report.
Bridgit’s 2025 State of Workforce Planning report, developed in collaboration with Construction Dive’s studioID, surveyed general contractors across North America and found that 98% plan to invest in workforce planning tools over the next year. Most executives say these tools are now critical to scaling operations, retaining talent, and winning new business in a competitive environment.
“In construction, there’s a razor-thin line between driving performance and driving burnout,” said Keaton Green, senior vice-president at Frampton Construction. “Strategic workforce planning helps us strike the right balance: teams are deployed effectively, not just kept busy.”
Labour shortages driving urgency
The survey revealed that 93% of respondents are already feeling the impact of ongoing labour shortages. The most common effects include increased costs (43%), inability to take on new projects (42%), and employee burnout (33%).
Despite these pressures, 92% of respondents said their current strategies are at least somewhat effective, with more than a third rating their approach as “very effective.” But many still rely on basic tools like Excel spreadsheets or even pen-and-paper systems, which the report identified as barriers to efficiency and scalability.
Experience-based team building gaining traction
A key trend identified in the report is the shift from staffing based solely on availability to strategically building project teams based on collective experience, market expertise, and past performance. More than 70% of respondents said a project team’s combined experience is “very significant” in determining successful outcomes.
“Whether it’s a fast-track industrial build or a complex commercial upfit, each project demands a tailored team strategy,” said Green. “The right mix of experience, capability, and capacity is what drives outcomes.”
This focus on experience is also influencing how firms bid on projects. A majority now factor in team-specific metrics such as build-type experience (60%), market-sector knowledge (54%), and owner-specific expertise (50%).
Tech investment ramps up
To support this shift, firms are planning major tech upgrades. Nearly all respondents said they will invest at least $100,000 in workforce planning software over the next 12 months, with a growing appetite for platforms that offer automation, AI, and data integration capabilities.
“Relying on spreadsheets might work in the short term,” said Lauren Lake, co-founder of Bridgit. “But as companies scale or face unpredictable market shifts, their limitations become clear.”
Three-quarters of executives also expect to integrate AI into their planning processes within the next nine months.
Integration with existing systems—such as payroll, HR, CRM and project management platforms—is another priority, with more than half of respondents citing it as essential for gaining accurate insights and streamlining operations.
A competitive edge
The report concludes that strategic workforce planning has evolved from a back-office function to a central pillar of business strategy. Companies that effectively implement modern planning tools are seeing tangible benefits, including higher employee retention, better project outcomes, and stronger client relationships.
“The top construction firms know that workforce planning provides an unmatched competitive edge,” said Lake. “You can build better, execute faster, and lead with confidence in knowing that you’re making the most of your team.”
The full Bridgit 2025 State of Workforce Planning report is available at gobridgit.com.
Darrin De Stephanis has been appointed as Senior Vice President, Capital Solutions and Commercial Surety Growth Leader at NFP, an Aon company.
Cliff LaPrairie, P.Eng., has been appointed as Chief Executive Officer of LaPrairie Group of Companies, succeeding his father Scott LaPrairie who passed away earlier this year.
Scott LaPrairie, founder of LaPrairie Group of Companies, passed away earlier this year. He dedicated 43 years of his life to expanding and growing his businesses into an 800-person operation.
Alan McNee has been promoted to Vice President Operations at EBC Inc.
Michael Low has joined MLT Aikins as an associate lawyer in the firm’s Calgary office, bringing expertise in commercial and construction litigation.
Stephen Speers, Dean of Trades and Apprenticeship at Okanagan College, is retiring after serving in the role for four years.
Leading the Trades team has been a true privilege — the team here is exceptional. I’m proud of what we’ve accomplished together and the positive impact we’ve had on students, our communities, and the future of skilled trades in the Okanagan-Shuswap, our province and beyond.
Geoff Smith, Executive Chair of EllisDon, has been appointed Chancellor of George Brown College for a three-year term, recognizing his decades of leadership and innovation in the construction industry. Smith brings 43 years of experience and a strong commitment to mentoring future generations.
Westeinde has spent his career proving that developing sustainable market housing and profitability can go hand in hand. Through his work at Windmill and beyond, he’s helped redefine what’s possible in green residential development. His leadership has not only delivered exceptional residential projects but also created new pathways for financing and scaling low-carbon development projects in Canada.
Thomas Mueller, CAGBC President and CEO
Zach Parston has started a new position as National Leader, Infrastructure, Capital Projects, and Sustainability at KPMG Canada.
Jason Breakey has been hired as President and Chief Operating Officer at Trace, a Calgary-based advisory firm. Darrell Haight will remain as CEO while current COO Rhonda Smith will transition to executive chair of the board. Haight and Smith co-founded the consultancy in 2006.
Scott MacLeod has joined Keymay Industries as its new Vice President, Business Development and Sales. MacLeod brings over two decades of business development, sales, and industry expertise to this role, as well as extensive experience in the Oil/Gas/Chemical construction industry.
Andrew Hansen, Founder and CEO of SitePartners, has been named one finalist for EY Entrepreneur of the Year for the Pacific region. However, Hansen noted that the recognition really is a team award for everyone at Site.
Amrize, formerly known as Lafarge, is now an independent, publicly traded building solutions supplier spin-off of Holcim serving North America’s construction market.
Rob Wilson and Corey Grobe are now Associate Principals at HCMA and will be Head of Technical Design and Head of Design Realization, respectively.
Kristal Kaye has been appointed Interim CEO at CarbonCure Technologies. The change comes after the company’s founder, Robert Niven, steps away from the position.
Dan Tobin has been promoted to Chief Operating Officer, Energy & Petrochemical, at Ledcor. He joined Ledcor in 2004 as a Project Controls Manager and quickly advanced through key leadership roles.
Ryan Beedie, President of Beedie, has been inducted into the Canadian Business Hall of Fame.
Ryan Watson has been appointed Manager of Electrical Engineering at RAM Consulting. He has over 17 years of experience leading engineering, procurement, and construction management projects.
Michael Sabia will become Canada’s top civil servant on July 7, taking over as Clerk of the Privy Council and Secretary to the Cabinet. His appointment places him at the centre of Prime Minister Mark Carney’s push for economic reform and public sector modernization.
Sabia brings extensive leadership experience from both the public and private sectors, including previous roles as head of Hydro-Québec, the Caisse de dépôt, and Deputy Minister of Finance. He is seen as a trusted and strategic figure across political lines.
Outgoing Clerk John Hannaford is retiring after nearly 30 years in public service, having played key roles in trade, energy, and foreign affairs. He will be appointed to the King’s Privy Council for Canada in recognition of his contributions.
The Whole Story:
Prime Minister Mark Carney has announced his intention to appoint Michael Sabia as Clerk of the Privy Council and Secretary to the Cabinet, effective July 7.
Sabia, a veteran public servant and business leader, will succeed John Hannaford, who is retiring after nearly 30 years in government. The Clerk serves as the federal government’s top civil servant, advising the prime minister and Cabinet while overseeing the operations and integrity of Canada’s public service.
Sabia’s appointment comes amid a period of economic reform and public sector realignment under the new Liberal government. His return to the federal civil service follows a high-profile career that has bridged both public institutions and private enterprise. He most recently served as President and CEO of Hydro-Québec and previously led the Caisse de dépôt et placement du Québec, one of the country’s largest institutional investors. He was also Canada’s Deputy Minister of Finance under the Trudeau government and earlier held senior roles at Bell Canada Enterprises, Canadian National Railway, and the Privy Council Office. He is currently the Director of the Munk School of Global Affairs and Public Policy at the University of Toronto.
Sabia has long been seen as a trusted figure across political lines. His experience managing large organizations and complex policy portfolios made him a key player during past transitions and fiscal planning efforts. His appointment as Clerk places him at the centre of the Carney government’s efforts to accelerate infrastructure delivery, attract private investment, and modernize the public service.
“As Canada’s new government moves with focus and determination to build the strongest economy in the G7, bring down costs for Canadians, and keep communities safe, Mr. Sabia will help us deliver on this mandate and our government’s disciplined focus on core priorities,” Prime Minister Carney said in a statement.
The Prime Minister also recognized the contributions of outgoing Clerk John Hannaford, who joined the federal public service in 1995 and held senior roles including Deputy Minister of Natural Resources, Deputy Minister of International Trade, and Canada’s Ambassador to Norway. As Clerk, Hannaford guided the public service through a change in government, and supported initiatives ranging from border security to the introduction of a middle-class tax cut. He will be appointed to the King’s Privy Council for Canada ahead of his retirement.
The role of the Clerk of the Privy Council is non-partisan and central to Canada’s system of government. In addition to advising the prime minister, the Clerk ensures the effective management of the federal public service and upholds ethical and professional standards across departments.
Formula, formerly known as Formula Piling & Bridge Contractors Ltd., has been a cornerstone in Western Canada’s heavy civil construction industry since the 1970s. With this acquisition, Hoban aims to build on the company’s long-standing reputation for quality, reliability, and innovation across infrastructure, energy, and resource sectors.
We caught up with Hoban to discuss this milestone and get some of the details behind the big move.
SiteNews: How did Formula come on your radar and what about it stood out to you as a good acquisition?
William Hoban: I’ve known founder Peter [Thwaites] for years. Peter had sold to Brian Fehr Group and was looking to divest their investment. It happened to be the right time for us as we were looking to expand and grow, and they are a well-known brand in the north and B.C. as a bridge builder.
How does Formula fit into your current business strategy?
I think we have aging infrastructure all around in Canada. That’s not just roads but also bridges. Formula has been really good at bridges and Enviro-Ex was getting into the bridge space. It became obvious that we needed to look to other avenues to grow our business with people. I need to make it clear Enviro-Ex and Formula are not amalgamated. They are two separate operating entities and will continue to be. We’ve changed the name to go back to its original roots, similar to its original name.
This was Dynamic Capital’s largest transaction to date. What role did they play in this acquisition?
I’ve known Dustin [White] for quite a few years, back when he was with GE Capital and I’ve kept in touch with him. He’s been on his own for quite a while, and at Christmas time he was in Prince George and we connected for coffee. He thought he would be able to put this together quickly and easily. He was able to finance an entire deal for us and at the same time do so quickly and professionally.
How important is quick access to capital for entrepreneurs like yourself?
I think without having access to capital and people who can do things quickly, faster than traditional banks, the ability to grow with your own cash is minimal. We have largely self funded our growth, but this was a larger transaction and required some capital,
What will the transition process look like?
I think Formula has a lot of strengths as does Enviro-Ex and we are looking to utilize the two companies’ internal strengths for the benefit of each other. Some processes are better with Formula and vice versa, so we are looking to capture the best of both worlds to make sure both companies are stronger. Other than that wont be much change at all. Clients and employees wont see much change. They are basically business as usual.
What advice would you give to other construction leaders considering acquisition as a growth strategy?
It’s a long process. Buckle up.
Looking to take your trade business to the next level with a big general contractor?
On June 26, key decision-makers from more than 65 top GCs, developers, and public owners will gather at the Marriott Parq Vancouver. The occasion: Meet the Generals, ICBA’s highly anticipated annual networking event that draws over 1,700 contractors and industry leaders from across the Lower Mainland.
SiteNews sat down with one of those Generals – Kindred Construction – to find out the best way to approach general contractors, how to make a good impression, and what companies are looking for in a long-term partner. If you play your cards right with the tips below, you could walk away with some new projects or partnerships in the pipeline.
“Subtrades are the most crucial partner for us,” said Matthew Reid, Chief Operating Officer at Kindred. “They are literally what dictates if we have a successful project or not, so it’s been a long process to kind of refine our preferred subtrade list. The ones who are key partners and team players that help drive success, they make Kindred a successful company our clients can rely on.”
But how does one achieve that status with a builder like Kindred? It starts by doing your homework.
Come prepared
Fashionably late doesn’t apply to the construction industry. The Meet the Generals starts at 1 p.m., and arriving early is your best chance to put in face time with the big companies before you have to fight for it.
A little background research goes a long way – there’s a list of GCs on the MTG website. Know the company you’re talking to, the projects they work on, and the kinds of contractors they work with. Show the client you know your stuff.
“We get people coming up and they are talking about concrete highrises or infrastructure and we don’t even do that kind of work, so it’s impressive when people show up and they know what we have done,” said Reid. “They aren’t just a random business development person who is there to hand out cards.”
Offer solutions
Unlike other networking events, there’s no need for small talk at Meet the Generals. Respect the mission. Once you’ve introduced yourself to the company contact, tell them what you can offer and why your shop would be a good fit.
To wrap up the conversation, say you’d like to work together and ask for the best way to follow up. Requesting a call or face-to-face meeting shows initiative, but if they direct you to an online portal (like many companies are doing these days for efficiency’s sake), be receptive, not discouraged.
“Come with solutions, tell us what you can provide,” said Reid.
It can pay off huge. At past Meet the Generals events Kindred has made key connections with finishing carpentry operations, small concrete work providers that have gone on to work with them over and over.
Play the long game
The event is over. Maybe you sent some applications, got a call-back, or even a contract offer. But the journey is just beginning. Reputation is everything in construction, and it follows you. General contractors don’t just check your references. They ask around. They’ll talk to other trades, suppliers, site supers, and anyone who’s worked with you. If you are difficult to work with, they will find out.
“We will actually go to their sites, vet their work and see what they do,” said Reid.
If a bigger contractor takes a chance on your crew, they’re watching how you handle the smaller jobs first. Nail those, stay professional, and be patient. Big projects tend to follow when you prove you’re reliable, proactive, and focused on quality over ego. This means keeping a clean site, flowing well with other trades, not cutting corners when it comes to safety, being willing to make adjustments to hit deadlines and being a team player when it comes to making the job successful.
At the end of a job, Reid will listen to the superintendents in the field about who is crushing their work and who is being difficult.
“We want a super coming to us going ‘I want them on my project’ and if they are competitive they get the call,” said Reid. “The superintendent has a huge say. If you can win them over, that’s 90% of the battle.”
Be a good partner
Change orders happen. But being the contractor who throws up roadblocks, slows down progress, or nickel-and-dimes the GC won’t win you more work. Be collaborative, clear, and reasonable. GCs remember the crews that made their life easier, and those are the ones they call back. And if they see potential, a GC may take you under their wing and build you up. They start you on small jobs, slowly building you up to bigger ones. Do everything right and you might find yourself in the opposite position. There are trades with such incredible capabilities and reputations that companies like Kindred are trying to work with them.
“It’s about having that relationship where we know that if there are any issues or friction, those trades can come to the table and help solve it. Because there are many projects down the pipeline and we are trying to nurture those relationships.
Meet the Generals is free for ICBA members. If you are interested in attending, register at https://events.icba.ca/mtg
Last week, SiteNews brought together over 315 executive leaders from across Canada and the United States for SiteSummit 2025, an event that’s still sparking conversations and driving change. Now, for the first time, you can experience the highlights of this game-changing summit from wherever you are.
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