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Interview like Home Depot, Lowe’ s, and QXO, who are using technology and scale to drive productivity and simplify procurement. At the same time, tariffs have shifted sourcing dynamics, creating opportunities for domestic manufacturers and distributors to take on more of the acquisition, assembly, and supply functions traditionally handled overseas.
As the market transitions from contraction to gradual growth, what risks should construction leaders keep top of mind? Construction leaders should focus on disciplined execution and service quality, resisting the urge to overextend in pursuit of short-term gains. Growth without process and people readiness can undermine long-term performance. Clients have long memories, and firms that consistently deliver quality, meet deadlines, and communicate effectively are the ones that secure repeat business.
■ Sticky customer relationships and strong customer value propositions
■ Consistent execution and quality of offering or experience – reliability and consistency are key
■ Demonstrated capabilities to form partnerships and innovate across investment, design, supply and installation. A business doesn’ t have to own or control all aspects to form valuable, committed partnerships
■ AI and technology enabled execution will be particularly important
■ Ability to pursue and adjust business mix across regions, project types, product segments and value chains. Agility and collaboration will define the next generation of construction leaders. ■
How is investor sentiment evolving around the construction and building products sector, and what does that mean for M & A activity or capital investment over the next few years? Investor interest is strong. Private equity is now focused on contractor service platforms after years of consolidation in distribution. The sector benefits from multiple growth drivers— underbuilt housing, reindustrialization, and long-term infrastructure spending. These fundamentals make construction one of the more attractive segments for capital investment over the next cycle.
Looking toward 2029, what defines success for the construction firms that emerge strongest from this cycle Like past cycles, we typically see the high performers have invested and optimized their business to build advantage or strong competencies which include:
Chris Fisher www. duckercarlisle. com
Chris Fisher is Managing Principal and Global Construction Lead at Ducker Carlisle. Ducker Carlisle is a global consulting and M & A advisory company with an unrivaled continuum of insights, benchmarking, and strategy solutions. The company optimizes business performance and accelerates growth for many of the world’ s largest companies and private equity firms. By building longstanding and trusted partnerships with clients around the globe, enterprise leaders rely on the team to help them create exceptional business outcomes.
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