Day One

• How Colas designed and rolled out a mental health training programme for leaders in response to rising stress related leave, evolving workforce expectations, and the increasing complexity of people challenges on jobsites and in the business
• Inside the codesigned Headversity programme, combining microlearning, live webinars, and in person facilitation to build practical leadership skills such as empathy, listening, and early intervention, creating a shared foundation for mental health awareness across the organization
• Early impact and ROI indicators, including improved leader confidence, strong engagement and completion rates, and the potential to reduce unplanned leave, support retention, and strengthen leadership effectiveness as the programme scales beyond leaders to the wider workforce

• Why even well-trained leaders can lose access to core behaviours under stress, and how understanding brain states helps keep emotional intelligence, communication, and decision making available in high-pressure moments
• Practical techniques to regulate the nervous system in real time. Ensure that skills like listening, empathy, and thoughtful response become reliably accessible, not just in training, but on the jobsite when challenges escalate
• How Brinkmann Construction is integrating brain state awareness and self regulation into its leadership programs to maximize training ROI, strengthen team dynamics, and build a culture of resilience and adaptability across project teams

• How a structured high potential process helps leaders surface their core values, test whether they’re truly living them, and re-align daily actions with who they aspire to be
• The practical journey of defining a personal legacy statement and clarifying the leadership impact individuals want to leave behind, beyond task execution and workload
• Encouraging honest reflection on energy, purpose and priorities, helping leaders remove barriers, make intentional choices and build a legacy that feels meaningful, not accidental

This interactive Q&A explores the practical mindsets and behaviours leaders need to navigate stress, support wellbeing, stay grounded in their values, and bring out the best in themselves and their teams on every project.

• How can we better equip leaders to recognise stress signals, both in themselves and their teams, and respond with empathy rather than urgency?
• What practical behaviours can we reinforce so emotional intelligence, listening, and clear communication show up reliably on the jobsite, not just in the classroom?

• Learn how Clayco’s L&D team shifted leaders from quick “check-the-box” training requests to clear conversations about real performance and business needs
• See how a consultative mindset and stronger relationships helped L&D move from order-taker to trusted partner across the organization
• Explore real-world examples of purposeful, connected learning interventions that improved team performance, reduced duplication, and saved time and money

• Apply an employee-lifecycle framework to build a Talent Development function from the ground up, integrating onboarding, capability building, leadership development, and performance systems into one cohesive strategy
• Align people development goals with business and leadership priorities by identifying expectations, operational needs, and organizational pain points to create an L&D roadmap
• Define and measure success for an early-stage Talent Development function using metrics for capability growth, engagement, time-to-productivity, and leadership effectiveness to demonstrate ROI and justify continued investment

This interactive Q&A explores how L&D can partner more effectively with the business, clarifying true needs, aligning with operational priorities, and designing connected interventions that improve performance, efficiency, and capability growth at scale.

• How can we shift leaders from asking for “training” to exploring the root performance or business challenge?
• Where do we need stronger relationships or more consultative conversations to embed learning into everyday operations?
• Are our interventions truly connected, or are we still solving problems in isolation rather than building a cohesive, business aligned L&D strategy?

• Discover how Christman intentionally built a layered leadership development framework that equips leaders at every level with the skills needed to drive performance, collaboration, and project success
• Learn how piloted programs evolved into mature, high impact learning pathways including foundational leadership, new manager training, craft foreman development, emerging leader programs, and senior leader academies
• Gain insight into how Christman measures behavioural change through application check-ins, manager feedback and talent planning to ensure leadership capability directly supports client delivery and organizational culture

• How Gray built a tiered leadership pipeline spanning high potentials, new leaders, and strategic leaders to create consistent growth at every level
• Why Gray formally separated leadership from management, and how that clarity led to the creation of an internally built management training track
• The structure and impact of the new management programs, from foundational half day training to monthly refreshers using internal subject matter experts
• Early indicators of success: stronger promotion pathways, more self-sufficient managers, better-timed coaching conversations, and significant cost savings from developing content in house

• Discover how Brennan is rolling out a structured leadership program starting with Phase 1 for project-level roles, followed by departmental and executive phases later this year
• Explore the blended learning design of Phase 1, including eight kick-off courses, scenario-based online training, in-person touchpoints, and a final capstone
• Hear how leadership feedback is guiding the development of Phases 2 and 3 to build a clear pathway for future leaders

This interactive Q&A explores how tiered leadership pipelines, structured development pathways, and behaviour led measurement can create consistent leader readiness, from craft foremen to senior leaders while improving performance, culture, and long-term succession strength.

• How can we ensure our leadership development isn’t just a series of programs, but a connected pipeline that grows capability at every level?
• Where do we need clearer expectations, more structured pathways, or stronger follow-through to translate learning into real behavior change on projects?
• Are we developing leaders intentionally for the roles and challenges ahead, or only responding to gaps once they appear?

• Creating one culture across multi-company megaprojects by bringing teams from three partner organizations together at the start of $2B+ builds to cocreate shared norms and a unified jobsite culture through a structured two-day alignment process delivered with Team Trek
• Navigating cross company leadership structures and expectations as Traylor supports employees who may report to leaders from other partner firms, using clear frameworks to reduce friction, align behaviours, and maintain trust across differing values, cultures, and operating styles
• Measuring success through project performance and owner satisfaction by assessing the impact of Traylor’s JV culture building approach through hard outcomes including job success, on time delivery, meeting owner demands, and the growing adoption of this model across five-year infrastructure projects

This interactive Q&A explores practical ways to align norms from day one, reduce friction across partner organizations, and measure impact through project outcomes and owner satisfaction on multi-year megaprojects

• How will we bring people from different organizations together early to agree on shared norms, behaviours, and ways of working?
• What structures or frameworks do we need to ensure clarity, trust, and accountability across blended leadership teams?