Over the past decade, construction has undergone an unmistakable surge in digital modernization. From building information modeling and enterprise resource planning systems to robotic layout and cloud-based project management, today’s trade contractors have access to an impressive suite of advanced tools and technologies.
Although our tools have advanced, many companies are lacking a crucial element: somebody at the executive table who can take ownership of the technology strategy.
That’s why we launched a new podcast series, the FreeTO Project. Episodes delve deeply into real-life stories and challenges, exploring the various paths to becoming a chief technology officer within the construction industry. It’s inspired by years of conversations at jobsites, tech conferences and casual chats at the bar: “What’s the career path for a ConTech?” “How can I earn leadership’s respect?” “How do I persuade my company we even need a CTO?”
This series is our way of jumping into those conversations, providing answers and guidance to trade contractors to build stronger businesses through better tech leadership. In construction, as in most industries, the CTO is the executive responsible for ensuring that technology strategies directly support business goals, although the journey there is often different.
No longer a support role
Most construction CTOs didn’t take the traditional route through Ivy League MBA programs. They built their careers from the ground up, gaining hands-on experience in roles such as virtual design and construction, BIM, estimating, detailing or project management. They’re the ones who’ve been quietly building the tech stack behind the scenes. They troubleshoot software failures and help jobs get built faster, safer and more profitably.
Eventually, someone takes notice and says, “You’re basically the CTO already.” Most of the best construction CTOs we come across don’t have a business degree; instead, they possess a deep understanding of the industry, workflow and the problems technology can solve, as well as an ability to identify areas where technology can make a real impact.
Yes, they’ve had to learn the business side: budgeting, forecasting and engaging with the chief financial officer, but that can be taught. The passion for building smart? That can’t.
As one of my cohosts put it, it’s often easier to teach finance to a field-driven technologist than to teach construction to someone from a purely business background.
However, that unofficial status has its limits. As companies develop, the necessity for a dedicated leader who manages the digital workforce, understands process mapping and budgets for technology, and connects departments becomes essential. Trade contractors need CTOs.
Technology is no longer a support role. It’s operational. Choosing the right software and tools, and understanding how data flows across systems directly influence project performance and profitability. Handing those decisions to siloed departments or nontechnical executives can cost real money.
The “accidental technologist” model collapses when tech duties fall to a BIM manager or project coordinator who isn’t dedicated to them, leading to poor adoption. Strategy stalls. Implementation falters. A CTO establishes the framework, defines the vision and drives accountability to ensure technology scales with intention.
Modern software platforms aren’t point solutions anymore. They’re interconnected ecosystems. An ERP decision affects field operations. A fabrication tool affects estimating. Only someone with a cross-functional view can make smart, sustainable choices.
As the workforce embraces technology, younger professionals are particularly drawn to modern tools, efficient systems and innovative leadership. Appointing a CTO is a signal that your company prioritizes innovation and is planning for long-term success.
Take initiative and build the role
One of the biggest themes in FreeTO is this: most construction technologists aren’t promoted into the CTO role; they build it under their feet.
1. It starts with visibility: Create a tech roadmap. Map your current systems like an org chart for your digital workforce. Identify gaps, pain points and inefficiencies.
2. Clearly express your vision: Outline precisely what you aim to achieve, and explain how it will drive real value for the company as a whole, not only your department.
3. Demonstrate credibility: Document successes and track return on investment, even when you don’t have exact numbers. Show how your efforts save time, reduce errors or introduce new capabilities. Don’t assume executives understand the value; show them.
4. And finally, it ends with succession: If you’re wearing 12 hats, don’t just ask for a promotion; build a plan for who will take over your day-to-day duties. Demonstrate that you’re thinking like a leader: someone who builds teams, not only systems.
Building a future-ready business
If you’re an aspiring CTO, you’ll need to sell two things: that your company needs a CTO, and that you should be the one to fill it.
It’s not about ego. It’s about readiness. Come with a plan. Identify all the digital responsibilities currently scattered across different verticals: software contracts, training, support, implementation, innovation. Who owns those today? Should they?
Build your case as you would a project. Budget. Scope. Timeline. Backfill plan. Then lead with vision: “Here’s what we could accomplish if I had the authority to drive these changes.”
It’s a common response that technologists hear: “You’re already acting like the CTO, so why change anything?” The reason is straightforward: authority matters. Without the official title, you lack the power to make decisions, establish policies or hold individuals accountable across departments. Essentially, the company expects you to lead without granting you the mandate or the necessary support structure.
Making it official isn’t about the title. It’s about empowering someone to build a future-ready business.
The CTO isn’t the lone genius in a corner office. He’s the athletic director of your tech ecosystem. He’s coordinating coaches, players and equipment to make sure everyone is pulling in the same direction. And like a good athletic director, he’s out of that corner office, talking to his coaches, players and staff to ensure they stay up to date with how the program is running.
When the CTO role is done right, it creates union across departments, accelerates decision-making and unlocks the full potential of your digital investments.
We’re just getting started. The first episodes of FreeTO are now available, with more on the way, including interviews with real construction CTOs who’ve made the leap.
So, if you’re a contractor wondering whether your tech needs a leader or a technologist wondering if you could be that leader, come give it a listen.
You might hear your next move. Find the links at www.constructiondorks.com.
Want to share your story? Reach out, we’d love to feature you!
Travis Voss is the director of innovative technology and fabrication at the Sheet Metal and Air Conditioning Contractors National Association. In this role, he aids member contractors in identifying the critical technological trends within the industry and assists them in remaining at the forefront of these developments. Before joining SMACNA, Voss worked for Helm Mechanical as its leader of innovative technology. He serves his local community as a volunteer firefighter.
