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Yet many companies still lack something critical: an executive dedicated to technology strategy.

In most industries, that role is the Chief Technology Officer (CTO). The CTO ensures technology decisions align with business goals, but in construction the path to that seat looks different.

In my experience, most construction technologists don’t come from big named MBA programs. They tend to start in VDC, BIM, estimating or project management, hands-on roles where they quietly shape the tech stack, usually attacking one problem at a time. They troubleshoot software, smooth workflows and help jobs run safer and more efficiently. Over time, someone notices: “You’re basically the CTO already.”

These emerging leaders have succeeded not because of a business degree, but because they deeply understand industry workflows and where technology creates impact. Finance, budgeting and forecasting can be learned. What can’t be taught is the passion for building smarter. As one colleague put it, it’s easier to teach finance to a field-driven technologist than to teach construction to a business generalist.

This role needs to evolve, and it is crucial that it grows beyond this stage. The informal “accidental technologist” model eventually breaks down. A BIM manager or project coordinator juggling tech decisions alongside other duties can’t drive long-term strategy. Adoption falters, implementations stall and opportunities are lost.

Technology today is operational, not support. Choosing software and structuring data flows directly influences performance and profitability. Systems are interconnected: an ERP decision affects field operations; a fabrication tool influences estimating. Only a leader with a cross-functional view can make sustainable choices.

As younger professionals enter the industry, they expect modern tools and efficient systems. Appointing a CTO signals that your company values innovation and is investing for the future. Not only is this important for operational success, but it also differentiates your company and becomes a strategic move.

For technologists in the room aspiring to the role, the path starts with visibility. You must build your case. Map your digital workforce like an org chart: systems, contracts, training, support and innovation. Identify gaps and inefficiencies. Document wins, show ROI (even if I contend that they can be vague) and demonstrate how your work drives company-wide value. Don’t assume executives see it; prove it.

Succession planning is another marker of readiness. If you’re wearing 12 hats, identify who will take 

over your day-to-day when you step into leadership. Build your case like a project: scope, budget, timeline and backfill. Then present the vision: “Here’s what we could accomplish if I had the authority to lead these changes.”

A common pushback is, “You’re already acting like the CTO; why change anything?” The answer is simple: authority matters. It needs to be made official. Without the title, you lack the power to make decisions, establish policies or hold others accountable across departments. The company expects leadership without granting the mandate or support structure.

When formalized, the CTO role unites departments, accelerates decisions and maximizes the value of digital investments. It’s not about a title; it’s about building a future-ready business.

It’s important to remember that the best CTOs aren’t isolated in corner offices. They’re out with teams, listening, adjusting and ensuring the tech program works. Done right, the role becomes the athletic director of your digital ecosystem; coordinating coaches, players and equipment to keep everyone moving in the same direction.