Featuring insights from Chris Jones, Warrin Orman and Ian Meaton – straight from the FARA frontline.
SEQ’s construction market hasn’t slowed down – it’s stepped into something bigger.
Queensland is now firmly in what they’re calling a ‘construction super-cycle’, with a pipeline averaging around $69 billion annually and forecast to peak at approximately $75 billion by 2027-28 – driven by population growth, energy transition and the long runway to Brisbane 2032.
The opportunity is significant. The pipeline is real.
But delivering it? That’s where the industry is evolving fast.
We sat down with FARA Directors Chris Jones and Warrin Orman, and Estimating Manager Ian Meaton, to reflect on the past year and unpack where the market’s heading.
Pricing remains dynamic
Last year, we anticipated inconsistency in pricing – but the scale and complexity of global disruption went beyond our expectations.
Ongoing geopolitical unrest, particularly in the Middle East, continues to drive uncertainty, with the full flow-on impacts yet to be fully realised in 2026–27.
As Warrin puts it:
“Global factors are still playing out. There’s more to come in terms of how that flows through pricing.”
Diesel prices, for example, remain volatile and their impact is far-reaching. They influence not only transport costs, but also:
- Material supply chains
- Energy costs across production, and
- The price of imported construction inputs.
In response, contractors and trades are likely to approach pricing differently.
We’re expecting to see:
- Greater selectivity in the projects they take on
- Decisions shaped by pipeline strength and future opportunity, and
- A reluctance to under-commit in what is becoming a rising-demand environment.
Pricing today is no longer just a reflection of current costs – it’s a strategic decision tied to future workload, risk and capacity.
Key takeaway: Maintaining project feasibility in this environment requires a different approach. Bringing together design, cost planning, and buildability advice early is essential. The earlier your builder is involved, the more opportunity you have to unlock value – and avoid costly surprises down the track.
Procurement: more structured, more strategic
Procurement is becoming more deliberate.
“Yes, projects are taking longer to move from tender to contract,” Ian says.
“But they’re also coming out of that process in a stronger position.”
What looked like delays last year were actually early warning signs.
“I don’t think we can call them delays anymore,” Ian says. “It’s just the reality of how projects move now.”
Now? What used to be a linear path has become:
- Tender
- Review
- Revalidation
- Internal approval cycles
- Re-scoping (sometimes)
- Then … maybe contract
And every loop adds complexity – and risk:
- Pricing expiry
- Trade availability changes
- Design misalignment
Momentum is no longer guaranteed. It has to be actively managed.
We’re seeing a clear divide:
- Those that move forward with confidence
- Those that stall while trying to align
The difference is clear. Successful projects:
- Engage early
- Align stakeholders upfront
- Structure procurement more strategically
- Build confidence upfront
Key takeaway: The most effective teams aren’t resisting this shift – they’re planning for it. For fewer headaches and more control throughout the entire project journey, push for builder engagement earlier (hint hint ECI) and lock in program buffers before your project hits crunch time.
The Olympics: preparing to deliver
We’ve always known Brisbane 2032 would be a catalyst – but we’re not yet seeing widespread trickle-down across the market.
“The real peak is well and truly still ahead,” Warrin says.
What we expect to see through 2026–27 is a clear shift from anticipation to preparation, with:
- Early positioning by contractors
- Forward planning of workforce and capability, and
- Greater selectivity in project commitments.
What’s most compelling is how early momentum is building.
“While we expect activity to meaningfully impact the market around 2027–28, businesses are already investing in people, systems and relationships to be ready,” Chris says.
That early investment is driving:
- More proactive workforce planning
- Stronger alignment between contractors and clients, and
- Increasing confidence across the market.
The Olympic pipeline isn’t just future demand – it’s already shaping capability and confidence today.
Key takeaway: Opportunity is building now – and those who position themselves early will be best placed to capitalise.
Artificial intelligence: the quiet accelerator
AI is starting to make its presence felt across the construction sector – not as a disruption, but as an enabler.
We’re seeing practical, on-the-ground applications emerge, including:
- Faster cost planning and more accurate estimating insights
- Smarter program and schedule analysis
- Improved coordination, documentation and design workflows
“It’s not replacing people,” Warrin says. “But it’s making good teams sharper and faster.”
What’s notable is that adoption is happening quietly – but consistently – across high-performing teams looking to gain an edge.
As capability builds, AI is helping teams make better decisions earlier, reduce inefficiencies and deliver with greater confidence.
Key takeaway: AI is becoming a practical advantage – those who embed it into their workflows early will improve decision-making, efficiency and project outcomes ahead of the market.
Labour: the challenge and the opportunity
“We know demand for labour is increasing — around 17% by 2027–28,” says Warrin. “That’s significant, and it’s shaping how the entire industry is thinking about capability.”
There’s no question the market is tight. And it’s been clear for a while that this isn’t just a short-term shortage – it’s a long-term shift in how the workforce is built and sustained.
In 2026-27, we expect to see a growing focus on:
- Strengthening apprenticeship pathways
- Improving retention
- Expanding participation across women, Indigenous workers and skilled migrants
- Building more connected, industry-aligned training approaches
As Warrin puts it: “This is something that needs a coordinated response – industry, government and education all working together – but the opportunity is there to build a stronger workforce than we’ve had before.”
What’s also becoming clear is that experience and relationships matter more than ever. Builders with stable teams and long-term subcontractor networks are better positioned to plan ahead, maintain continuity and deliver consistently.
Key takeaway: Labour isn’t just about availability anymore – it’s about capability and alignment. Choose partners with strong teams, proven relationships and the depth to support your project from start to finish.
Culture: The underrated advantage
Culture has shifted from a nice-to-have to a defining performance factor.
“People are looking beyond salary now,” Warrin says. “They want to be part of teams where they’re trusted, supported and set up to do their best work.”
Chris puts it simply: “If your environment isn’t working for your people, it won’t work for your projects either. The best teams are intentional about how they operate day to day.”
As demand continues to build and skilled professionals become harder to secure, top-tier talent is gravitating toward teams that prioritise respect, transparency and collaboration.
And that culture doesn’t just stay internal – it shows up on projects through:
- Stronger coordination across teams
- Greater accountability and communication, and
- Fewer delays and smoother delivery.
In a tightening market, consistency is everything – and culture is what underpins it.
Why it matters to you:
- Teams with strong cultures experience lower turnover
- Greater continuity means fewer disruptions and smoother handovers, and
- Stable teams deliver more predictable outcomes across the project lifecycle.
Key takeaway: Builders who retain staff across the life of your project will save you time, stress and rework. Ask your builder how they retain talent. Make it part of your tender criteria. It’s a serious performance lever – and a sign of a team that’ll stick around when it counts.
Why ECI is the smartest move you can make in 2026–27
After everything we’ve covered – pricing volatility, extended procurement cycles, Olympic-driven demand and tightening labour capacity – the next question is clear: how do you ensure your project is a success in an in-demand market?
Early Contractor Involvement (ECI) is the answer – it’s simply a smarter way to deliver.
“We’re seeing a real shift toward earlier engagement because it sets projects up properly from the start,” Chris says. “It’s about making informed decisions early, not trying to fix things later.”
Ian adds: “Without early input, you’re often locking in risk without realising it. ECI gives you the chance to test cost, methodology and staging while there’s still time to adjust.”
Warrin reinforces the point: “In a busy market, everyone’s managing capacity and risk. The earlier you align design, cost and construction thinking, the more certainty you create.”
By bringing builders, designers and consultants together upfront, ECI shifts projects from reactive to proactive – improving decision-making at the point where it matters most.
In a market where demand is high and competition for resources is only increasing, that early alignment creates a critical advantage.
Here’s what ECI delivers:
- Early identification and mitigation of project risks
- More accurate cost planning as design evolves
- Smarter procurement in a competitive trade environment
- Designs grounded in real-world buildability
- Stronger alignment across all project stakeholders
The result isn’t just a smoother delivery phase – it’s a more resilient, better-prepared project from day one.
Fewer late changes. Better decisions earlier. Less rework. Greater confidence.
Key takeaway: In 2026–27, project success won’t come from pushing harder at the end – it comes from setting your project up properly from the start. And that starts with getting the right people involved early.
So, where does that leave you?
If you’re designing, planning, funding or managing projects in 2026–27, here’s the reality:
- Costs will stay high
- Contract approvals will be slow
- Labour will stay tight, and
- Procurement will get harder.
All while expectations haven’t shifted – stakeholders still want certainty, speed and projects delivered on budget.
Yes, the pipeline is full. But ensuring your project is a success in an in-demand market? That requires a sharper approach.
The projects that will get across the line are the ones that prioritise:
- Smarter procurement strategies
- Earlier collaboration with all project partners, and
- Delivery teams with the culture, consistency and experience to perform under pressure
Now’s the time to ask:
- Is your project set up for success – or just hoping for the best?
- Could earlier contractor involvement give you more control?
- Are you designing to a clear cost plan – or designing first and pricing later?
- Is your builder helping you stay ahead – or reacting when issues arise?
- Are you working with a team you trust to navigate complexity over the next 12 months?
Because in this market, success is determined by how well your project is set up from the beginning.
This year will reward the well-prepared, the well-aligned and the proactive. Those who engage early, make decisions with real inputs and build the right team around them will be the ones who move forward with confidence.
Have a project on the horizon? Let’s talk about how to make it your smoothest one yet.
