Author: Kelly Jackson

Artificial Intelligence has moved well beyond being the latest buzzword. Across the construction industry, some of the nation’s largest contractors are no longer asking whether AI belongs in their business—they’re asking how quickly they can integrate it into every aspect of project delivery.

The results are already becoming evident.

Companies investing strategically in AI are improving productivity, strengthening client relationships, reducing risk, and creating entirely new ways to deliver value. While many firms are still experimenting with AI through tools like ChatGPT or Microsoft Copilot, industry leaders are embedding artificial intelligence into their daily operations—from estimating and scheduling to safety, facility management, and predictive analytics.

The message is clear: AI is no longer a competitive advantage. It’s quickly becoming a competitive requirement.

Gilbane: Looking Beyond Construction

Gilbane recently reported approximately $8.7 billion in revenue for 2025, representing nearly a 13% increase over the previous year. The company also reported an impressive $14 billion construction backlog, demonstrating continued demand despite an uncertain market.

What makes Gilbane particularly interesting isn’t simply its financial growth—it’s the company’s vision.

Rather than viewing AI as another technology tool, Gilbane is using it to support clients throughout the entire building lifecycle. Their strategy connects design, construction, facility management, and ongoing operations into one continuous service model, allowing owners to benefit long after a project reaches substantial completion.

It’s a reminder that innovation isn’t always about building faster. Sometimes it’s about delivering greater value over the life of a facility.

Turner Construction: Innovation Belongs to Everyone

Turner Construction has taken a different approach.

Instead of limiting AI initiatives to its technology department, Turner encourages employees throughout the company to identify opportunities where artificial intelligence can improve their work.

From AI-powered scheduling and procurement tools to robotics, digital construction technologies, and predictive jobsite analytics, Turner has created a culture where innovation is everyone’s responsibility.

The lesson is simple: successful AI adoption isn’t driven by software—it is driven by people.

Skanska: Solving Real Problems First

Skanska’s philosophy may be one of the most practical in the industry.

Rather than implementing AI simply because it’s new, the company has focused on solving everyday challenges for project teams. Its internally developed AI assistant helps employees quickly access company knowledge, generate customized safety talks, improve communication, and support field decisions.

The company has also invested in robotics, computer vision technology, and AI-enhanced Building Information Modeling (BIM).

Their approach reflects an important principle for every contractor:

Start with the problems your people face every day. Technology should make their jobs easier—not more complicated.

Procore: The Power of Data

Many contractors are already using AI without realizing it.

Construction software provider Procore has integrated artificial intelligence into its platform using information gathered from more than one million projects, over one billion construction documents, and more than $1 trillion in construction volume.

These tools can summarize RFIs, search specifications, identify project risks, answer questions conversationally, and help teams find information in seconds instead of hours.

For many firms, the first step toward AI adoption may already exist within the software they use every day.

Suffolk Construction: Predicting Problems Before They Happen

Suffolk Construction has invested heavily in predictive analytics, using AI to improve scheduling, forecasting, operational planning, and risk management.

Rather than replacing project managers, AI provides additional insight that helps teams recognize potential issues earlier, make more informed decisions, and reduce costly surprises before they impact a project.

In construction, preventing one major issue can save hundreds of thousands—or even millions—of dollars.

The Common Thread

Although these companies differ in size and strategy, they all share one important characteristic.

They aren’t asking:

“How can we use AI?”

Instead, they’re asking:

  • How can we eliminate repetitive work?
  • How can we help employees make better decisions?
  • How can we reduce risk?
  • How can we provide more value to our clients?
  • How can technology allow our people to spend more time solving problems and less time searching for information?

That shift in thinking is where real innovation begins.

What This Means for the St. Louis AEC Community

It’s easy to assume AI is only practical for national contractors with billion-dollar budgets.

The reality is quite different.

Today, firms of every size are using AI to draft meeting notes, summarize specifications, review contracts, create marketing content, develop safety plans, organize project documentation, support estimating, and improve communication.

The barrier to entry has never been lower.

The question is no longer whether your company can afford to explore AI.

The question is whether your competitors are already doing it.

As the St. Louis region continues to invest in advanced manufacturing, healthcare, infrastructure, aviation, and technology, our architecture, engineering, and construction community has an opportunity to lead—not simply follow—the next generation of innovation.

Those organizations willing to embrace AI thoughtfully and strategically won’t replace the expertise of their people. They’ll amplify it.

And in an industry built on relationships, trust, and collaboration, that may become the greatest competitive advantage of all.

Innovation is our number one pillar. Why? Because it is working smarter and creating better results.