• Benefits of a more organized approach to managing offsite construction and prefabrication.
• TG Gallagher’s reflection on how the past few months have changed their business and what to plan going forward
• Rethinking people, process and technology to get the most out of offsite construction to succeed in these new conditions.

• Explored the concept that a company’s equipment fleet is a portfolio of assets and should be managed as one.
• Learned how to align information and organizational structures to manage risk.
• Discovered how to approach decisions about what equipment to buy, what equipment to rent, and how much of each will be needed.

• Explored key insights into the current landscape of the Heavy Civil market
• Got advice on how to manage risks after the COVID-19 crisis
• Learned how decisions made today will set the stage for 2021 and beyond

• Why liquidity is such a critical concern for contractors during this crisis
• How to quantify your access cash from both traditional and non-traditional sources
• The need to conduct scenario planning exercises for cash flow forecasting
• How to prepare for when work resumes and what pitfalls to avoid
• What growth opportunities may become available as a result of the crisis and how to prepare to take advantage
• How to think about liquidity within the context of a Company’s strategic plan in a volatile market

• How should GC/CMs’ approach to default of subcontractor performance change in light of the COVID-19 impact?
• What are the key components of a subcontractor risk management program?
• What are specific Subcontractor Default Insurance (SDI) and surety implications?
• How should GC/CMs adjust their prequalification process with the changing financial landscape of subcontractors?
• How might capacity and underwriting of SDI change in response to the COVID-19 crisis?

• Identified the current state of the technology industry in construction and provided examples of early success
• Determined the steps necessary to develop a strategy to seize the opportunity ahead
• Discussed ways to utilize technology to position your firm as a leader in the market

• What does an uncertain economy mean for your continued ability to win profitable work?
• Is your go to market plan addressing the best markets, clients and opportunities?
• Which elements of your current get work plans are moving you forward – and which are holding you back?
• What strategies engage more of your people to get active in sales?

• Market trends on contractor pay practices (for mission critical positions, hot jobs, and new roles)
• “Must have” compensation and benefit plans for today’s and tomorrow’s workforce
• Offensive and defensive compensation approaches to attract and retain key talent

With more than 90% of E&C firms not being candidates for sale to a third party, owners should consider Employee Stock Ownership Plans (ESOPs) as a way to transition out of their businesses. In fact, there is a rising interest in ESOPs as an exit option for construction owners, according to FMI’s latest OTMS Survey. Many baby-boomer construction owners have embraced ESOP as a tool for their legacy, recruiting and retention, and the long-term sustainability of their company.

• Discussed current economic climate and M&A environment in the E&C market
• Evaluated the pros and cons of an ESOP versus selling to a third party
• Identified key considerations, including leadership development, bonding and financing

Varying strategic trends and market conditions affect M&A activity for engineering and construction firms, which can have a dramatic impact on the competitive landscape of the industry. We looked at what factors are currently impacting M&A activity in the E&C industry and what it means for 2019.

• Recapped the M&A activity in 2018 and explore specific strategic factors that may impact activity in 2019
• Discussed current trends, such as valuation, ownership demographics and various M&A strategies
• Shared the results and insights from FMI’s annual M&A Trends survey

In this webinar we reviewed the results of the 2019 AGC/FMI Risk Study. The research sheds light onto the shift toward in-house design, including perceived benefits and challenges of building in-house design capabilities. We provided insights into contractors’ perceptions around current and future risks, revealed how companies are managing risk differently, and compared this year’s results to our research from over the last three years.

• Discovered the trends driving contractors to increase in-house design capabilities, and the various approaches and associated risks and benefits for each
• Learned about the key risk management tools being implemented in today’s construction firms
• Found out how firms are adapting to the fast-changing technology environment from a risk management perspective

As the construction market continues to improve, owner investment continues, and capital programs increase in size, the idea around doing more with less remains constant. Coupling this with the growing size and complexity of projects, this combination of factors has created an environment where owners are looking for a comprehensive approach to design, construction and ultimately delivering projects in a timely fashion while still meeting the needs of multiple stakeholders. These factors place design-build at the forefront in addressing the demands of a changing market. In this webinar, FMI provided an overview of the growing design-build market and looked at why many project owners are transitioning to this popular project delivery method.

• Discussed the markets and segments where design-build is anticipated to grow through 2021
• Identified the geographies where design-build is most frequently being utilized
• Learned what is influencing owners to utilize design-build

This webinar presented our forecast of construction spending, including expectations for the various segments that make up the broader built environment in Canada. We discussed the ways in which the procurement preferences and practices of buyers are changing, along with the radical new ways services are being delivered and provide recommendations for positioning your organization for success in the coming year.

• Identified the markets and segments that are poised for expansion or contraction in 2019
• Discussed whether your customer approach resonates with the shifting demands and expectations of the market
• Discovered what other contractors are doing to prepare for the future delivery of construction services

Increasingly today, it is becoming more and more difficult for organizations to recruit and retain top employees. With the construction industry enveloped in a war for talent, professional pay levels have risen in many areas throughout the nation as organizations are offering higher wages to attract critical employees. The rise in labor costs has greatly affected company profit margins. As profit margins thin and labor costs rise, it is imperative that organizations take a data driven approach to closely monitor pay changes in their competing markets to remain equitable and competitive.

• Discussed why more construction firms should participate in compensation surveys to monitor wage changes in the market
• Explored FMI’s suite of compensation and benefits survey offerings
• Reviewed the benefits of participating in non-crowdsourced, statistically valid surveys

When faced with the succession challenge, many owners in the E&C industry don’t know where to begin. According to FMI’s 2017 OTMS Survey, “only 59% of respondents were confident in their successors’ ability to lead the business in the future.” Many next-generation leaders aren’t prepared to lead their business, and for baby boomers who have delayed their transition planning, the options are dwindling due to the amount of time needed for effective ownership and leadership transition. Now more than ever, companies need to raise the bar when it comes to developing and investing in leaders across the organization.

• Explored strategies for owners to successfully transition ownership while growing their companies
• Discussed the realities involved with selling your business and the preparation required to do it successfully
• Reviewed survey results and key findings from FMI’s 2017 OTMS Survey