When construction businesses struggle to grow, leadership is usually the real issue.
On a recent episode of the All Things Façades podcast, our CEO Tom Wood shared unfiltered insights from over a decade of placing senior leaders into high-growth construction and building product firms.
The conversation covered everything from family succession dramas to margin erosion and market diversification. But the thread running through it all was the critical role of leadership in construction businesses, and what happens when owners get in the way.
Watch the full episode below, and read on for more thoughts.
Many founders say they want to step back, but they rarely mean it.
They still put out the fires. Still make the final calls. Still get copied into every operational issue. As Tom puts it:
"They like wearing the cape. They like being the ones with the answers."
In these cases, leadership becomes a bottleneck. The owner's identity is so tied up in the business that letting go feels like losing control. But without that shift, businesses plateau.
At around £50 million turnover, the game changes. Structure, visibility, and scalable operations become non-negotiable. Owners who resist that reality tend to stall. Those who recognise it and bring in the right people, that is when things really start to accelerate.
Nowhere is the leadership challenge more delicate than in family businesses.
Tom shared examples of second and third-generation owners trying to hand over the reins to their children too soon:
"They're trying to put these kids in leadership roles, and they're just not ready. Premature promotions cause chaos."
The better approach is to bring in a seasoned operator and be honest from day one. "This is a family business. One day the kids will run it. Your job is to get them ready."
When that is the brief and everyone is aligned, succession planning can work. But when egos or legacy take priority over capability, it almost always fails.
So what makes a good leader in this space?
For us, the answer is clear:
This is not about textbook credentials. It is about having the patience and strength to operate in tough, privately owned environments, especially where the founder is still involved.
The best leaders in construction businesses are not just technically sound. They know how to coach, how to build trust, and how to hold the reins without grabbing the spotlight.
One of the sharpest points made in the episode was about pedigree versus fit:
"I once put a £500 million leader into an £80 million contractor. It was a disaster."
Too often, businesses hire for the CV and not for the reality of the environment. Someone who is used to polished boardrooms and shareholder updates might struggle when they are suddenly in an owner-led business where meetings happen on-site and nothing is ever truly off the cuff.
Understanding that dynamic and hiring leaders who thrive in it is critical.
Beyond leadership hires, the episode touched on the external challenges facing contractors.
Margins are under pressure. Big unitized projects are drying up. Clients are demanding more with less. The solution many businesses are turning to is diversification.
But again, it comes back to leadership. Who is going to lead that diversification? Who understands those markets? Who can build trust locally and deliver consistently?
Dropping a sales rep into a new state without operational support will not cut it. Companies need boots on the ground, long-term commitment, and leaders with real presence in those spaces.
There is also a trust issue at the executive level.
Owners worry about investing time and money into new leaders, only to see them jump for a better offer two years later. That instability can kill momentum.
Our advice is to look for evidence of "stickability". Has this person ridden the waves in a past business? Have they seen both the boom and the downturn? Can they articulate where they add value and when to step aside?
This kind of self-awareness is rare, but vital. Particularly in construction, where timelines are long, contracts are complex, and team continuity is key to performance.
If there is one thing the episode made clear, it is this:
Scaling a construction business is less about headcount or turnover, and more about learning when to step back, when to invest, and when to let others lead.
Owners do not need to disappear. But they do need to make space.
The most successful companies Tom sees are not led by superheroes. They are led by self-aware founders who know when to bring in operators, when to plan succession properly, and when to focus on long-term value instead of short-term control.
That is the future of leadership in construction businesses. And don't forget to check out our other insight piece on this very topic.
We hear it all the time: “We're hiring because we just need another pair of hands.”
It’s an easy trap. Delivery is stretched. Site teams are flat out. Leadership wants someone in-post yesterday. But in our experience, this mindset can quietly cost a business six months of progress.
Because not every problem is solved by adding capacity.
Some are only solved by adding capability.
Take precast. Production is running hot. Projects are getting more complex. Ops is firefighting. Commercial’s overpromising.
The instinctive fix? Hire a Project Manager to take pressure off. That’s a headcount hire. But the deeper issue isn’t just capacity. It’s structure, ownership, and communication. The real fix? A Head of Operations who can:
That’s an impact hire.
A headcount hire fills a gap. An impact hire changes the shape of the business.
Headcount hires address symptoms: too much work, not enough people. Impact hires go after the root cause, misalignment, unclear roles, broken systems.
Headcount is tactical.
Impact is strategic.
And in high-pressure sectors like modular, precast, and façades, strategy beats speed every time.
Construction is getting more complex. Clients expect more. Regulations are tighter. Projects move faster.
You can’t solve modern delivery problems with outdated hiring logic. If you keep adding capacity without addressing capability, the business just runs faster… into the same issues.
The companies we see succeed are the ones that know when to stop plugging gaps and start building around leadership.
When we work with clients to place high-impact hires, we’re not looking for job fillers. We’re looking for business shapers. The best ones tend to:
They bring momentum. They connect commercial, operations, and delivery in a way most job specs don’t account for.
f you're about to make a hire, ask yourself three questions:
If your answers are vague or purely about workload, it’s worth pausing. You might be hiring too low.
In construction, leadership makes the difference. Especially in businesses trying to scale, reposition, or navigate complexity. Hiring another pair of hands might feel like progress — but it rarely changes the game.
Hiring for impact does.
What are your thoughts? Connect with me on LinkedIn to discuss.
When it comes to construction leadership within the building envelope sector, most growth problems aren’t down to product quality, lead generation, or even price.
They’re people problems.
Lignum works with companies across modular systems, curtain walling, precast concrete and specialist façades. Nearly every business we support has a solid technical proposition. Many have innovations that outperform the competition. Yet progress still stalls.
And when you dig into it, the root cause is usually the same:
Lack of internal alignment.
You’ve got a commercial team pushing one agenda. Operations pushing another. A Managing Director who isn’t fully bought in. And technical frustrated decisions aren’t getting made.
Sound familiar?
It’s especially common within construction leadership where businesses are evolving their product mix. Like panel systems moving into offsite. Or concrete suppliers shifting to more bespoke solutions. These changes affect sales, install, design, and commercial. So unless every team understands the value (and the risk), things get blocked.
The result? Projects stall Strong ideas die in meetings. People get hired to maintain the status quo, not push forward.
Again, does this sound familiar?
What most org charts don’t show is influence.
Who actually shapes decisions? Who brokers alignment across departments? Who can operate commercially and technically?
Most growing businesses we speak to lack someone in construction leadership who plays that role. That’s why we advocate for strategic hires, not just functional ones.
Because when you’re trying to grow or pivot, you don’t just need more capacity. You need someone who brings belief.
Belief gets a cautious director on board. It reassures teams already stretched by delivery. It unlocks investment. And it accelerates change.
A well-placed hire doesn’t just improve execution. They re-frame what’s possible. They connect technical upside with commercial upside.
They speak in boardrooms and on job sites, and get everyone pointing in the same direction.
When we partner with clients, we don’t just talk about roles and responsibilities. We look at:
In short, we connect the organizational dynamics to the growth ambition. Because if the internal stakeholders aren’t ready, the market won’t matter.
You’ll lose speed, miss deals, and frustrate your best people.
If you’re hesitating because “the team isn’t ready yet”, that’s a red flag. That’s the moment to hire someone who makes them ready.
It might be a GM with technical depth and commercial clarity. A Head of Ops who can rebuild confidence across functions. Or a strategic appointment who finally gets everyone aligned behind the plan.
Growth in this market won’t be won on features. It’ll be won on execution.
And execution comes down to people, especially the people who can unify stakeholders behind a vision. If you’re sitting on a good product and a decent pipeline but still not moving forward, ask yourself this:
Who in your business is building belief?
We help building product businesses and specialist contractors hire the people who unlock growth. If you’re navigating a complex internal landscape, let’s talk about the role that could change your trajectory. Let's talk. And do Follow us on LinkedIn.
Last year, we asked 52 HR professionals working in the industry for their insights and opinions on these very topics. From AI integration to talent attraction strategies, this is the findings of our 2025 HR Survey.
To understand where you’re going, it’s important to know where you’ve been. With two elections in the UK and US respectively, varying economic trends and a focus on technology, these were the four biggest challenges of 2024.
When the normal routes to finding candidates fail, there’s always a plan B (or C for some). Here are the three methods HR professionals reply on when the internal prospect database runs dry:
1. Recruitment Agencies & Dedicated Internal Recruiter
Yes, you could argue that we’re biased and it’s no surprise that this was the answer, but our survey revealed that 60% of respondents found recruitment agencies or a dedicated internal recruiter to be their most effective go-to hiring strategy when they need to expand the search.
The key reasons were:
2. Referral Programs
It’s a missed opportunity if you’re not using your own workforce to spread the good word. Actively promoting internal schemes along with how much is on offer (some businesses stretch into the thousands).
3. Paid Social Media’s Growing Role
Social media, primarily LinkedIn, is where most companies start when they have a role (and why not, it’s free). But the traction only goes so far as the following. Paid adverts, targeting specific people, have become more useful. Here’s what our respondents said:
Your ads up, it says everything you need it to, you’ve even drafted in a recruitment consultancy to help. But you’re still not making headway with applicants. What do you do? According to our respondents, these are the three key points that EVERY great job advert (and role for that matter) should cover.
Laslow’s lowest level of the hierarchy, but incredibly important to showcase and stop people scrolling past. Although it’s not the sole deciding factor, you really must:
We’re always surprised when companies don’t, regardless of the internal issues it may cause.
Candidates research companies extensively before interviews, and the power of employer branding is only growing. HR professionals listed the following as ways to showcase what they’re about beyond the job ad.
Very few join a company just to stay where they are. How you help them grow is key, as is communicating it. The advice is:
Crystal ball gazing time. Predictions should never be taken for granted, but the answers below followed a similar pattern of what talent in the construction industry needs to start showcasing to get the best roles.
Crystal ball gazing time. Predictions should never be taken for granted, but the answers below followed a similar pattern around what employers in the construction industry needs to showcase to get the best people in for their roles, including:
Employee increasingly value, flexible work options. Despite the likes of Tesla, Deutsche Bank and Salesforce all pushing the Back to Work policies. If this has been met with positivism from staff, we're yet to see it. Flexibility is now a deal breaker as the savings people see from NOT commuting can result in thousands saved per year. Dismiss your WFH policies at your peril.
In addition, opportunities for growth and learning are also well received. Employees, for the most part, want to progress with their employer. They want to be taught new things, be given the opportunity to continually develop AND add new strings/skills to their bow.
Whether hiring internally or partnering with agencies, understanding the industry’s unique requirements is essential. Recruiters with industry expertise can identify the right skills and cultural fit for niche roles.
Our survey highlights the evolving landscape of construction recruitment. Companies face stiff competition for talent and challenges in finding qualified candidates. However, by focusing on employer branding, efficient processes, and investing in employee growth, businesses can stand out in the job market.
Will 2025 bring more stability to your hiring plans? It's certainly looking brighter but, as you'll know, there are always hurdles. But with the right strategies in play, and mixing proactive hires with the never ending need to reactively hire, perhaps we're turning the corner and getting some stability in place.
The façade contracting industry is facing a slowdown in backlogs across several key markets. Navigating these challenges, maintaining profitability, and securing future revenue lies in diversification.
In certain regions, such as the Canadian high-rise market, the slowdown is apparent. Busy markets like Toronto are experiencing reduced project backlogs, with many predicting a rebound in 12 months. Meanwhile, other markets, such as low-rise commercial or podium construction, are showing steady activity.
The consensus is that façade contractors must act now to adapt their strategies, particularly with the challenges they face:
Diversification isn’t just a buzzword; it’s a necessity. Here’s how façade contractors are diversifying across markets, products, and talent:
Particularly in the Canadian market, contractors are aggressively entering the U.S. Places like New York, California, and Texas. By leveraging existing relationships with general contractors and expanding regionally, contractors can fill gaps in their pipeline.
A recent example we’ve seen is a Canadian unitized façade contractors, shifting to deliver stick-built and modular wall systems, adapting to local market demands. Moving markets and locations isn’t easier, but the world is certainly a smaller place post-COVID.
High-rise specialists are exploring low-rise commercial projects, podium construction, and alternative façade systems like rain screens and modular walls. Diversifying into lower-value projects can sustain pipelines and keep operations running efficiently.
Expanding your capabilities into similar product lines is an obvious choice.
The talent challenge is critical, especially when backlog shrinks. Contractors are:
Some companies are taking diversification to a global level, acquiring businesses in Europe, the Middle East, and the UK. By expanding internationally, these contractors mitigate risks tied to a single market’s slowdown.
The UK contracting market has faced significant challenges, with well-known names like Charles Henshaw and Norman Underwood entering administration. Yet, opportunities remain for those willing to think differently.
Italian and Eastern European contractors like Permasteelisa and Staticus are thriving by leveraging high-end engineering and design teams based abroad to deliver in London.
UK contractors should consider relocating design and engineering bases to talent-rich, cost-effective regions to gain a competitive edge.
The façade contracting industry in 2025 is at a crossroads. Contractors who embrace diversification, invest in global talent, and adapt to market changes will emerge stronger. Whether you're looking to expand into new regions, diversify your offerings, or optimize your operations, the time to act is now.
If diversification is part of your 2025 strategy, let’s talk. Our team is ready to help you develop a tailored plan to achieve your goals. Contact us today.
For you, your family, and everyone around you. It can come out of the blue, and other times you'll see it coming. Although it can all seem like a blur when you're going through it, we know from experience how important it is to prepare.
Here's our advice on what to do when the worst happens in your career.
Losing your job through redundancy is ALWAYS hard, no matter how long you’ve been with the business. The first few days can seem like a blur, and the longer you’re out of work, the harder it can seem. If you are at threat of redundancy, no matter how hard it seems, we’ve broken down our advice on how to deal with everything it throws at you:
1. Dealing With “Rumours”
2. Start To “Re-evaluate“ Your CV
3. Do Your “Research”
4. How To “Review” Offers
5. Show “Resilience” In The Face Of “Rejection”
How the rumour mill about redundancies in a workplace often start due to various forms of uncertainty or perceived threats. Leadership shifts, especially involving new leaders with a history of cost-cutting, can spark concerns about restructuring. Additionally, financial challenges—such as reduced earnings, budget cuts, or lost clients—can heighten job security worries, leading employees to speculate on potential layoffs. Obvious cutbacks, such as reduced budgets, less frequent travel, hiring freezes, or scaled-back employee perks, can fuel speculation in a workplace.
Here’s what we recommend:
1. Stay Informed & Seek Clarity From HR
2. Focus on Your Own Work Performance
3. Avoid Fuelling the Rumour Mill
4. Stay Positive & Supportive
Having an up-to-date CV can seem counter-intuitive if you’re happy in your role. But, as many will agree, things can change quickly (and out of your control).
So, a strong CV is a necessity, and it should be based on four key pillars: clarity, relevant experience, tailored skills, and professional presentation. Together, these elements ensure your CV is focused, impactful, and polished, making a compelling case to potential employers.
Clarity and Conciseness
A CV should be clear, well-structured, and easy to read. Keep it concise, focusing on the most relevant experiences and skills for the job you're applying for, usually no longer than two pages.
Relevant Experience
Highlight experience and achievements that are directly related to the role. Quantify accomplishments where possible (e.g., “increased sales by 30%”), showcasing impact rather than just listing responsibilities.
Skills and Qualifications
Include a section for core skills and relevant qualifications, such as technical proficiencies, certifications, or languages. Tailor this section to align with the specific requirements of the job.
Professional Presentation
Ensure a polished look with consistent formatting, proper grammar, and no errors. A professional layout helps create a positive first impression, reflecting attention to detail and a strong work ethic.
When looking for a new role, in any situation, looking at the market and speaking with contacts is a must. Here’s what should be taken into consideration when doing so:
Remember, not every role will be right, and not every interview will result in a job offer. Resilience is something you’ll need. What to bear in mind after rejection:
Hopefully there's something in the above that's useful. If you do need any help, reach out to one of the team.
Many business leaders, after experiencing a failed hire, become reluctant to take risks on future hires. This fear keeps them stuck in the weeds of daily operations, unable to focus on growth areas like product launches, market expansion, or strategic development.
The problem is, in today’s fast-paced business world, standing still means falling behind. As competitors continue hiring in facades to innovate and expand, companies that fail to grow are effectively in decline. Worse still, employees begin to notice when a business isn't investing in growth or their development. Talented team members may leave for competitors who offer more opportunities for career advancement, exacerbating the decline.
But just how much do disaster hires cost within the construction industry? Let's break it down.
Hiring and onboarding expenses: When a company hires an employee, it invests time and resources into recruitment, interviewing, and onboarding. This process includes advertising the position, screening resumes, conducting interviews, background checks, and providing training.
According to the U.S. Department of Labor, the average cost of a bad hire can be as much as 30% of that individual’s first-year earnings. In construction, where skilled labor wages are high, this can easily amount to tens of thousands of dollars.
Wasted salary: A disaster hire may be paid for several weeks or even months before their unsuitability for the job becomes apparent. During that time, the company pays out wages without receiving the expected value in return. For skilled positions like project managers, engineers, or electricians, this wasted salary can add up quickly.
A key factor in construction is the importance of deadlines. Projects are often governed by strict time constraints, and delays can result in penalties or lost revenue for the company. Disaster hires can derail these timelines in several ways:
In an industry where liquidated damages for late completion can be tens of thousands of dollars per day, the impact of delays caused by a bad hire can be financially devastating.
The long-term costs of a disaster hire may extend beyond a single project. If a project suffers from delays, safety incidents, or quality issues due to poor hiring decisions, it can damage the company’s reputation. Clients may lose confidence in the company’s ability to deliver on time and within budget, leading to fewer contracts and lost revenue opportunities.
In competitive markets, construction firms rely heavily on their reputation for quality, safety, and reliability. A single disaster hire can jeopardise this, costing the company not only financially in the present but also in terms of future growth and profitability.
The costs of disaster hires in the construction industry are far-reaching, encompassing immediate financial losses, project delays, safety risks, diminished morale, and long-term reputational damage. While it’s impossible to avoid every bad hire, construction companies must prioritise robust hiring practices, thorough vetting, and continuous training to minimise these risks.
By doing so, they can avoid the hefty price tag that comes with a disaster hire and ensure the long-term success of their projects and business.
If you need to speak to the team about how to avoid this, do get in touch.
Your go-to source for the latest developments in the world of construction across North America, the UK, and Europe. Onsite Insights delves into industry events, key trends, and market updates aiming to be a valuable resource for you.
Unless you’ve been living under a rock, the UK news over the last few weeks has been dominated by the General Election and on the 4th July, voters took to the polling stations.
With a landslide victory, a Labour Government is now in charge and regardless of who you voted for, we can all agree that there’ll be changes that impact the construction industry.
Here’s how some of the industry leaders reacted to the news and what it could potentially mean on a number of issues from the topic of the housing crisis to the skill shortage.
Heads up, contractors! Changes are coming to building safety regulations in New York City. From now on, if you're working on a project that tickles the sky at seven stories or more, get ready to buckle up for stricter safety measures.
This means no more winging it on safety plans. To get your project off the ground (literally!), you'll need a certified site safety coordinator and a plan that's been stamped with approval. This applies to new builds, full demolitions, and even interior gut jobs with fancy mechanical equipment.
Why the shakeup? NYC is prioritising safety on construction sites, and smaller contractors who might not be familiar with the city's permitting process could be most affected. The article recommends bringing in the pros to avoid delays along with the other need-to-know regulations
Stay ahead of the curve and make sure your projects meet the new safety standards by reading this article below
The landscape of architecture is undergoing a fascinating shift. We're witnessing a move beyond traditional brick and mortar, with innovative materials and technology ushering in a new era.
This beautiful blend of the old and the new holds immense promise. By merging time-tested materials with cutting-edge technologies, architects are unlocking a new era of creativity. This could mean buildings that adapt to weather conditions, generate their own energy, or even interact with their inhabitants.
To learn more about this exciting development, you can explore this insightful article on the future of architecture below.
Position: Sales Project Manager
Location: Miami, FL
Salary: $140k to $180k
A huge opportunity for an established Sales Project Manager to join an incredible scaling company within the architectural systems space.
They specialise in glazing, metal and interior systems, and they're looking for someone who can support operations in Florida. There is a very generous salary, uncapped bonus structure and benefits package, with great progression opportunities into the senior leadership team.
This company has an increasing presence in the Florida market so this would be perfect for someone with existing connections who can help accelerate this growth!
Get in touch with us today for a confidential chat.
Did you know? A surprisingly high number of executive placements fail within the first 6 months!
There's a crucial window for new leaders to integrate and succeed, but often-overlooked factors can lead to early departures. This can be costly and disruptive for both the company and the executive.
The good news? Our CEO, Tom Wood, dives deep into the reasons behind these early exits in his latest video.
Don't become another statistic – watch Tom's video now and learn how to set your new leaders up for success!
Our CEO Tom Wood breaks down the 6 month executive onboarding challenge. Did you know that nearly 50% of executive placements fail within the first half-year?
Learn more as he dissects the reasons behind these pitfalls and provides practical solutions to maximise your success with new executives.
Wouldn’t it be great if we could predict the future? It’s fair to say every Board or business leader has to constantly deal with the challenges of what’s next. Trying to plan for the short, medium and long term isn’t easy. To deal with the demands of the now, next and the unknown; it's critical to have a C-Suite team that's capable of managing through this change.
When it comes to changing industries, the construction industry is on the cusp of major transformation. Driven by environmental concerns, economic challenges technological advancements, and changing consumer demands, the sector is rapidly evolving. We see this consistently as an executive search company that operates in this space.
So, that begs the question: How can you future-proof your C-Suite to lead your business in a changing industry? Read on to find out how.
Firstly, we need to look at what are the key trends reshaping the construction industry that businesses need to be aware:
That brings us to discuss the key strategies that construction companies can use to build a C-suite to navigate these changes:
There’s a lot to consider. That’s on top of the day to day operations. It’s not easy but it’s essential to be aware of what’s on the horizon and have a C-Suite capable of managing this. The message is clear: disruption is the new normal. The future belongs to those who can adapt, innovate, and navigate change.
By following the strategies outlined in this blog – embracing diverse skillsets, prioritising continuous learning, integrating technology, and focusing on sustainability – you can build a C-suite that thrives in disruption.
If you’re looking to discuss your C-Suite recruitment strategy whether that’s for now or as part of your future proofing plan, get in touch with our Executive Search team for a comprehensive review of your hiring plans.
