US Director of Construction Technology

Summary

Balfour Beatty US is seeking a US Director of Construction Technology to join our team in Dallas, TX. The US Director of Construction Technology is accountable for the company’s construction technology strategy, platform standards, digital delivery capability, and technology-enabled performance across all of Balfour Beatty Construction and Balfour Beatty Infrastructure.

This role owns how the firm designs, estimates, plans, builds, and closes out work using technology—from BIM/VDC and common data environments through field platforms, prefabrication/DfMA workflows, data and AI, robotics, and emerging jobsite tools. The mandate is not “more software.” It is measurable improvement in safety, quality, productivity, predictability, margin, client differentiation, and scalability of delivery across a top-tier national general contractor.

The incumbent will set national standards, govern the technology portfolio, drive adoption at scale, and hold Division technology leaders accountable while remaining close enough to operations to know what actually works in the field.

This is a hybrid role that requires working in the Dallas office three days per week and working from home two days per week.

Essential Functions

Strategy and Enterprise Leadership

• Develop and execute a multi-year Construction Technology strategy and roadmap aligned to corporate growth, operational excellence, and project delivery goals.
• Serve as the owner of construction technology across preconstruction, operations, field execution, quality, safety, and closeout.
• Translate business priorities into a prioritized portfolio of platforms, standards, data capabilities, and innovation bets with clear owners, business cases, and KPIs.
• Represent the company externally with clients, technology partners, industry groups, and thought-leadership forums.

National Standards, Platforms and Integration

• Establish and enforce enterprise standards for BIM/VDC, model-based delivery, common data environments, document control, RFIs/submittals, field production tracking, quality, safety, commissioning, and closeout.
• Own the core construction technology stack (typical enterprise environment includes Autodesk Construction Cloud / Revit / Navisworks, Procore or equivalent PM platform, Bluebeam, estimating and bid-management tools, scheduling, ERP/financial systems, reality capture, and related field hardware).
• Drive system integration so project, commercial, schedule, model, and field data flow with integrity across Divisions.

Division Leadership and Operating Model

• Lead the six Division Construction Technology / VDC / Digital Delivery leaders; set expectations, staffing models, competency standards, and performance metrics.
• Build a consistent national operating model while allowing Division-level execution that reflects market, sector, and project-type differences.
• Resolve conflicts between local preference and enterprise standardization; decide what is mandatory vs. optional.
• Ensure every major project has the right digital delivery plan, resource model, and technology support from pursuit through turnover.

Value Creation and Operational Outcomes

• Tie technology investment to outcomes: reduced RFIs and rework, faster coordination, improved prefabrication readiness, better production control, fewer safety and quality escapes, stronger estimate-to-actual feedback, and more predictable closeout.
• Champion industrialized construction workflows: DfMA, prefabrication, modular, work packaging, layout/robotics, reality capture, and digital twins where they create durable advantage.
• Lead practical AI and analytics adoption in construction workflows (document intelligence, risk/quality signals, progress measurement, estimating support, schedule/commercial insight)—with field reality as the test, not vendor demos.
• Create a measurement system: adoption, utilization quality, project outcomes, cost-to-serve, and ROI on the technology portfolio.

Innovation, Vendors and Investment

• Scan, pilot, scale, or kill emerging technologies with a disciplined stage-gate process.
• Participates in vendor strategy, enterprise agreements, commercial negotiations, and partner performance for construction technology.
• Coordinate with IT on infrastructure, identity, security, device strategy, and enterprise architecture so field and office tools are reliable at scale.

People, Change and Capability Building

• Build a high-performing national Construction Technology organization with clear career paths (VDC, digital delivery, platform administration, data, field technology, innovation).
• Drive change management and adoption: training, playbooks, project startup standards, superintendents/PM coaching, and accountability for use—not just rollout.
• Raise digital literacy across project executives, PMs, supers, engineers, estimators, and trade partners.
• Recruit, develop, and retain scarce talent in BIM/VDC, construction data, and digital operations.

Governance and Risk

• Establish national governance: technology council, architecture standards, project technology requirements, and exception process.
• Ensure technology practices support contract risk, claims defensibility, owner requirements, and auditability.
• Partner with Safety and Quality so technology strengthens—not complicates—jobsite control.

Minimum Qualifications

• 15+ years in commercial construction, construction technology, VDC/BIM, digital delivery, or a closely related operational leadership path; significant time inside a general contractor or equivalent delivery organization.
• 8+ years leading people and multi-office or multi-region technology/VDC programs.
• Experience implementing AI on the frontline for innovation and efficiency gains.
• Proven experience implementing and scaling construction platforms across preconstruction, operations, and the field in a mid-to-large or national GC environment.
• Deep working knowledge of construction workflows from pursuit and estimate through coordination, field execution, commissioning, and closeout.
• Hands‑on fluency with major construction technology ecosystems (e.g., Autodesk Construction Cloud / Revit / Navisworks, Procore or comparable PM platform, Bluebeam, estimating, scheduling, reality capture).
• Demonstrated ability to drive adoption and change across strong Division cultures—not just select tools.
• Experience owning budget, vendor relationships, and a multi‑year technology roadmap.
• Executive communication skills: able to brief the C‑suite, challenge a Division President, and stand on a jobsite with a superintendent.
• Bachelor’s degree in Construction Management, Civil/Architectural Engineering, Architecture, Information Systems, or related field. Equivalent senior experience will be considered.

Preferred Qualifications

• Experience in an ENR Top 20 / national multi‑Division general contractor.
• Background that combines field/operations credibility with technology leadership (former PE/PM/VDC Director/Operations leader who grew into enterprise tech).
• Track record with prefabrication, DfMA, modular, work packaging, or industrialized construction.
• Experience with construction data strategy, integrations, ERP‑to‑PM‑to‑model connectivity, and practical AI use cases.
• MBA, MS in Construction/Engineering, or relevant executive education.
• Professional credentials such as PE, CCM, PMP, DBIA, or advanced BIM/VDC certifications.

Leadership Competencies

• Strategic operator: can set a 3–5 year roadmap and still inspect a model, CDE, or field workflow.
• Standardization without bureaucracy: knows which standards create leverage and which ones slow jobs.
• Influence across a matrix: wins trust from Division Presidents and field leaders who do not report through a tech silo.
• Commercial judgment: invests where margin, risk, and client value improve; kills science projects.
• Talent magnet: builds a function people want to join.
• High integrity on data, safety, and client commitments.

Success Measures (first 18-24 months)

• Approved national Construction Technology strategy, operating model, and platform standards adopted across all six Divisions.
• Clear ownership model and staffing plan in every Division.
• Measurable improvement in utilization quality of core platforms and in project digital‑delivery readiness.
• Defined KPI dashboard linking technology use to safety, quality, coordination, productivity, and commercial outcomes.
• Rationalized vendor portfolio and governed budget with visible ROI.
• Strong bench of Division technology leaders and a repeatable training/adoption system.