Twenty-five years ago I watched something fascinating happen inside the automotive industry.
In the mid-1990s, most car dealerships had a very clear organizational structure. A new car department, a used car department, service, parts, finance, and the body shop. Each of these departments operated as its own silo with its own goals and responsibilities.
Then the internet showed up. And no one quite knew what to do with it.
At first, the responsibility for “the internet” didn’t go to a new department or a specialized leader. Instead, it usually landed on whoever in the building happened to know how to use a computer or had an AOL account. Suddenly that person became responsible for the dealership’s website, online listings, and what was then called “internet marketing.” What seemed like a small experiment quickly became one of the most important parts of the entire dealership.
Dealers who figured out how to get their used car inventory online early gained a massive competitive advantage. Customers could suddenly browse vehicles from home, compare options, and contact dealerships directly through the internet.
The dealerships that moved early captured attention, leads, and ultimately market share.
Those who waited eventually caught up—but the early adopters had already built a significant lead. Today, I see the exact same pattern emerging in the construction industry.
Construction Has Clear Departments… But No One Owns the Data
General contractors have well-defined departments that work together to build incredibly complex projects.
Field teams manage the jobsite.
Project managers oversee budgets and timelines.
Superintendents coordinate daily operations.
VDC teams manage BIM and digital coordination.
Preconstruction teams handle estimating and planning.
These teams are highly skilled and deeply experienced in delivering projects. But something interesting happens when the conversation turns to AI and data.
Everyone agrees it’s important.
Everyone knows it’s coming fast.
But very few companies have clearly defined who actually owns it.
Instead, AI and data often become a shared responsibility. Or worse, nobody’s responsibility. Sometimes the task lands in the VDC department. Sometimes it ends up with IT. Sometimes it becomes a side project for someone who simply happens to be interested in technology.
The challenge is that AI and data don’t belong to any single department. They impact everything.
AI and Data Touch Every Part of a Project
Modern construction projects generate enormous amounts of information.
Drone captures.
Reality capture and mapping.
Daily jobsite photos.
Schedule data.
Safety documentation.
Progress reporting.
Material tracking.
Client reporting.
The problem isn’t a lack of data. The problem is that most companies don’t have a clear strategy for capturing, organizing, analyzing, and turning that data into actionable insights. Without someone responsible for connecting the dots, valuable information often remains trapped inside departmental silos. And that means missed opportunities.
Opportunities to improve scheduling.
Opportunities to detect risks earlier.
Opportunities to communicate progress more clearly to owners.
Opportunities to improve safety and efficiency.
This is why I believe we are about to see a new leadership role emerge across the construction industry.
The Next Role in Construction: Director of AI or Director of Data
Just like dealerships eventually created internet departments, construction companies will soon begin creating roles dedicated specifically to AI and data. Titles may vary, but the mission will be similar.
Director of AI.
Director of Data.
Head of Construction Intelligence.
This person’s role will not replace existing departments. Instead, their job will be to connect them. They will help ensure that the data generated across estimating, field operations, reality capture, VDC, and project management actually work together.
They will help leadership teams understand what the data is saying.
They will help project teams make faster and better decisions.
And most importantly, they will help construction companies turn raw data into a competitive advantage.
The Contractors Who Move First Will Win
History tends to repeat itself when new technologies emerge. The companies that move early gain an advantage that is difficult for competitors to replicate later.
In the 1990s, it was dealerships that embraced the internet. Today, it will be contractors who embrace AI and data flow. The organizations that define ownership of these technologies, build strategies around them, and empower someone to lead the effort will move faster than those that wait. They will deliver projects with better insights, clearer reporting, and stronger communication with owners. In short, they will build smarter.
And just like the early days of the internet, the companies that move first won’t just adapt to the change. They’ll help shape the future of the industry.
Drone Brothers Founder,
Andrew Wolfe
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