An operator
in your corner.

By 2017, we were modelling every project to LOD 400 in-house. Full 3D BIM, coordinated and federated, pulling the depth of information needed for off-site manufacturing. That discipline started in the mid-2000s on high-end residential. From the start, we were not a normal builder. Technology, lean construction discipline and off-site manufacturing were the operating method, not the marketing. That whole approach is now built into Pillar 02 (Systems and Data) and Pillar 04 (Lean Construction) of the Innovation Road Map.

In 2018, an external liquidity event the business had not planned a buffer against took it to administration. 150 people lost their jobs. That experience shapes how Adam reads operational risk in every engagement. The Innovation Road Map does not extend into a client's capital strategy. It does sharpen the operating discipline that decides whether a business absorbs a hit or breaks under one.

The methodology is not theory. It is the systems that worked at scale plus the gap that closed the business, built into a structured assessment. Every pillar carries a verifiable origin in delivered work.

In 2010, Adam joined a family construction business on the New South Wales south coast and built it to $270 million in turnover with 150 people. Self-funded through reinvested profit. Delivered some of Australia's largest and most complex mass timber projects at the time.

The growth was driven by production discipline. Adam led the shift to Modern Methods of Construction (MMC), Design for Manufacture and Assembly (DfMA) and off-site manufacturing because they delivered quality consistency and production control that conventional site-based construction could not sustain at scale. The operator detail that came out of those years sits in the lead summary above. The trajectory and the closure are both built into the methodology in different pillars.

Then started again.

Viridi Group was built to take everything learned at Strongbuild and apply it to a new generation of building systems. The business reached $60 million in turnover in under three years, with patented products that had not existed before.

StrongFloor was a patented floor system engineered for off-site production and rapid on-site installation at commercial scale. MegaWalls was a structural wall system designed for industrial production and simplified site assembly. Composite and Hybrid Wall Systems combining materials and methods to achieve performance and programme efficiency that neither approach provides alone. Delivered across schools, defence accommodation and emergency housing projects.

Project Innovator was established as a dedicated construction productivity advisory practice, not as an extension of the building work. The calibre of strategic advice that major consulting firms provide to Tier 1 contractors has never been consistently available to construction and property businesses outside the very top of the market. That is where most of the industry operates. This practice was built for that part of the market.

Engagements have spanned owner's representative management, MMC and DfMA advisory, government advisory and construction advisory. They have included a strategic early project review of the $160 million Norwest Metro development, full client-side owner's representative management of Mulpha's The Bond at $55 million, advisory contributions to the Schools Infrastructure NSW DfMA Design Guide, MMC and DfMA advisory at Macquarie University and the University of Newcastle, and advisory support to QBuild in establishing their Cairns offsite manufacturing capability. The practice advises on the same problems Adam has had to solve himself. How to improve, in what order, and at what cost.

Adam's AI advisory comes from building it into his own operations, not from observing it from outside. He approached AI the same way he approached MMC and DfMA at Strongbuild. Invest in serious investigation with real money and real consequences, then advise from that experience.

The result is a full AI operational stack built for his own businesses over the past 12 months, covering nine specialist agents across different business domains, a structured knowledge base spanning every document and decision, and Planning and Improvement Loops that automate how decisions are captured and refined. Two of those nine agents address construction-specific problems directly. One handles product development and National Construction Code (NCC) compliance research across MMC and DfMA contexts. The other covers procurement and supply chain intelligence.

The standard this sets for advisory is straightforward. Not 'should you use AI?' Always specific. What decisions are slow in this business, what data goes uncollected, and what reporting consumes project manager time that could be automated.