Construction faces a significant trust deficit. Gallup surveys show only 30% of respondents rate construction contractors as honest with high integrity—lower than many other professions. The International Association for Public Participation found that 45% of construction projects face public opposition resulting in delays or cancellations, directly impacting revenue generation.

This poor perception creates a vicious cycle: negative public opinion makes workforce recruitment more difficult, while workforce shortages contribute to project delays that further damage public trust.

The Associated General Contractors of America reported that 81% of construction firms struggle to find both craft and office workers, extending beyond traditional labor shortages. McKinsey research shows that 74% of industry leaders believe digital tool adoption is improving project outcomes, creating opportunities to attract younger talent.

The World Economic Forum found that 65% of respondents believe construction is taking significant steps toward sustainability through green building materials and energy-efficient designs. This challenges the perception that construction resists change and refuses to invest in the future, positioning the industry as forward-thinking rather than backward-looking.

Todd Wynne, Chief Innovation Officer at Rogers-O'Brien Construction combines business and construction science degrees with field operations and software development experience. Recent recognition including Building Design and Construction's "40 Under 40" and Inc. Magazine features highlight his impact on reaching skilled talent through creative approaches.

Wynne describes construction as "the greatest industry in the world" driven by purpose rather than just profit. He emphasizes the meaningful work of "shaping the geometry for everyone that lives on this little blue marble"—framing construction as a calling rather than merely a job. This purpose-driven messaging directly addresses younger generations seeking meaningful work beyond just compensation.

Rogers-O'Brien's creation of the Chief Innovation Officer role sends deliberate internal and external messages. While encompassing traditional CTO, CIO, and some COO duties, the title emphasizes seeking "a better way to build" rather than just technical management. This positioning demonstrates organizational commitment to innovation as competitive advantage and cultural foundation.

Wynne defines innovation as "nothing more than a better way," encompassing process improvements, organizational changes, and cultural shifts—not just digital tools. This broad definition prevents the trap of believing technology alone solves operational challenges. Success requires addressing mindset, language, and culture before tools can deliver their intended impact.

Many companies are shuttering innovation teams because they treat innovation as something to "bolt on" rather than integrate into core business operations. Failed approaches involve isolating innovation teams to find "new hammers" without addressing fundamental mindset and process issues. Successful innovation requires activation at the business core, not peripheral technology hunting.

Wynne's innovation roadmap aligns directly with company strategy rather than existing as separate initiatives. The fundamental question driving their work: "If everything remained the same, what's the one thing that we could do that would have the largest impact today?" This ruthless focus on high-impact problems prevents "shiny object" syndrome and ensures innovation efforts address real business needs.

Despite industry technological advances, three people still die daily in North American construction, with four times that number affected by mental health issues. Wynne argues that technology must bridge the gap where traditional "language and mindset" approaches have reached their limits. Heat illness sensors exemplify proactive safety technology, providing warnings before workers—who culturally resist asking for help—reach dangerous conditions.

The industry attracts individuals with exceptional grit and perseverance, creating cultures that discourage help-seeking behavior. Pay structures and policies often economically punish workers who need breaks or accommodations. Technology provides objective data points that enable leadership intervention without requiring workers to overcome cultural barriers to request assistance.

Common misconceptions about construction include being "unsophisticated, unorganized, nothing but physical labor." Wynne emphasizes that modern construction involves solving complex problems with advanced technology, where every project is a prototype with new schedules, materials, plans, estimates, and teams. The industry offers unparalleled opportunities for purpose-driven work addressing global challenges.

Young people are initially attracted to impressive earthmoving equipment, skyscrapers, and bridges, but encounter "antiquated mindsets" and outdated communication styles upon entry. Command-and-control leadership approaches conflict with collaborative problem-solving needs, creating disappointment when reality doesn't match expectations.

Rogers-O'Brien uses drones, Apple Vision Pro, VR headsets, and other cutting-edge tools at career fairs to demonstrate that construction has evolved beyond traditional perceptions. These technologies signal to prospective workers that they'll be using advanced tools to solve complex problems rather than just performing manual labor.

Contrary to outdated stereotypes, construction offers excellent earning potential. Wynne references seeing builders with boats named "Bonus Check," highlighting financial opportunities that rival traditional four-year degree paths. This messaging directly counters 1980s-era parental beliefs that only doctors and engineers could achieve financial success.

Poor public perception partly stems from lack of transparency during construction projects. Technology enables real-time visibility into project status across the four pillars: schedule, cost, quality, and safety. Reality capture, virtual reality, and telepresence capabilities allow owners and the public to understand project progress without physical presence, building trust through transparency.

Wynne identifies communication as the critical factor in client relationships—clients love builders who are excellent communicators more than those who are just technically proficient. Technology bridges communication gaps by providing consistent, accessible information rather than relying solely on individual communication skills.

With average construction worker age increasing from 40 to 42 over seven years (double the national average) and 25% of the workforce over 55, the industry faces an impending "skills shortage" rather than just "labor shortage." Unsophisticated workers creating safety and quality problems demonstrate that bodies alone don't solve workforce challenges—skill and experience matter critically.

Wynne shares the story of a master electrician's tacit knowledge about freezer door propping to prevent concrete off-gassing stains—expertise impossible to learn from textbooks. With experienced workers retiring, the industry must capture and systematize this tacit knowledge before it's lost forever.

Rogers-O'Brien instituted monthly "art job walks" using structured "art cards" to facilitate knowledge transfer from seasoned to inexperienced builders. These sessions focus on nuances, best practices, and lessons learned rather than basic fundamentals, with documentation in Procore to build AI training datasets for future knowledge augmentation.

Wynne envisions future "hybrid builders" with blurred lines between office and field roles, supported by automation and augmentation technologies. Agile mindsets and change-agent capabilities will enable smaller teams to accomplish more through systematic processes and collaborative approaches.

Tomorrow's construction will feature:

• Remote monitoring replacing physical job site inspections
• Proactive notifications directing attention to highest-impact activities
• Prescriptive insights providing "next move" recommendations based on real-time conditions
• Continuous construction with nighttime staging and around-the-clock operations
• Predictive task management considering crew availability, materials, weather, and critical path

Wynne argues that construction measures "lagging indicators" (schedule, cost, quality, safety outcomes) while ignoring the "leading indicator" of team operational effectiveness. He believes team health directly correlates with project success and profitability, proposing that future success requires systematic measurement and cultivation of collaborative team dynamics.

Based on 15+ years of experience, Wynne can assess team chemistry through observation and language analysis. His mathematical formula for results: "Clarity + Focus × Time = Results." Teams with aligned understanding, shared focus, and sustained effort consistently outperform those with superior plans but poor collaboration.

Book Recommendations: Currently reading Talking to Strangers by Malcolm Gladwell; recommends Good to Great by Jim Collins for level-five leadership balance of "personal humility and professional will"

Sources for Different Perspectives: Reading diverse books and leveraging industry relationships for crowdsourced insights

Advice to Younger Self: "Don't be afraid to fail" and "use fear as a compass"—scary directions usually indicate growth opportunities

Innovation Shaping Construction's Future: "Embodied AI"—artificial intelligence integrated into robotics for safer, more efficient construction

Industry Taglines: "Shaping the geometry where life happens" and "There's no greater purpose than that of a builder"

This episode reveals that rebuilding construction's image requires:

• Purpose-Driven Messaging: Framing construction as meaningful work that shapes society rather than just manual labor
• Technology Demonstration: Using cutting-edge tools to show evolution beyond traditional perceptions
• Transparency Through Tech: Providing real-time project visibility to build public trust
• Safety Innovation: Leveraging technology to achieve zero-harm objectives where traditional approaches have plateaued
• Knowledge Capture: Systematically documenting tacit expertise before experienced workers retire
• Team Health Focus: Measuring and optimizing collaborative effectiveness as the primary driver of project success
• Hybrid Workforce Development: Preparing workers for blended office-field roles supported by automation and augmentation
• Communication Enhancement: Using technology to bridge communication gaps and improve client relationships
• Cultural Evolution: Moving from command-and-control to collaborative problem-solving approaches
• Future Vision Articulation: Painting compelling pictures of tomorrow's construction to attract next-generation talent

Todd Wynne and Rogers-O'Brien demonstrate that technology alone cannot rebuild construction's image—it must be coupled with cultural transformation, purpose-driven messaging, and systematic approaches to knowledge transfer and team effectiveness. Their integrated approach provides a blueprint for companies seeking to attract talent while transforming public perception through demonstrated innovation and genuine commitment to building a better future.