As CEO of BMD, Scott Power is steering one of Australia’s largest privately owned contractors through a period of unprecedented opportunity, and pressure. With a vast national pipeline, the countdown to the 2032 Brisbane Olympics, and growing demands on workforce, productivity and procurement, his focus is firmly on sustainable growth, smarter delivery and long-term industry capability. In this interview, Scott shares his perspective on what it will take to deliver Australia’s next generation of infrastructure, from reforming contracting models and tackling workforce shortages to strengthening local industry and leaving a meaningful legacy in the communities BMD serves.
FuturePlace: Thanks for speaking at the Future of Construction Summit – For those who may not know BMD well, what are you focused on as CEO?
Scott: My focus is on making sure BMD continues to grow in a way that is sustainable and true to who we are as a business.
We deliver more than 100 projects each year with a team of more than 2,600 people, so my focus is setting our strategy and making sure we have the right leadership, culture and tools in place to deliver consistently strong outcomes.
I’m also focused on maintaining a diverse project portfolio across different sectors and geographies, which is a real strength of BMD. It allows us to bring our capability to a wide range of projects while continuing to support the communities we work in across Australia and abroad.
For BMD, that community connection is important. We do not just deliver projects in communities; we want to leave those communities stronger through local jobs, local procurement, partnerships and the long-term value our projects create.
Ultimately, my role is about empowering our people, strengthening partnerships, and making sure BMD continues to deliver high-quality infrastructure that creates lasting value.
FuturePlace: You’re sitting on the Olympics Delivery Panel – what role is BMD playing in the 2032 Brisbane Olympics delivery?
Scott: The 2032 Games present a once-in-a-generation opportunity for Queensland and Australian contractors.
As a Brisbane-founded, Australian-owned business, BMD is very focused on ensuring local companies play a meaningful role in delivering the infrastructure needed for the Games.
We are well positioned given our experience across transport, community infrastructure and major civil infrastructure. But more broadly, we are focused on how these projects are structured, procured and delivered.
For me, the Olympics should leave more than venues and transport upgrades. They should build long-term capability in the local construction sector, support local jobs and create a legacy that benefits Queensland communities well beyond 2032.
That is where BMD has a lot to offer. We understand local delivery, we understand the importance of community outcomes, and we know the best infrastructure projects are the ones that continue creating value long after construction is finished.
“For me, the Olympics should leave more than venues and transport upgrades. They should build long-term capability in the local construction sector, support local jobs and create a legacy that benefits Queensland communities well beyond 2032.”
FuturePlace: You’re a proud Queenslander – with over $150B in major projects underway, what challenges and opportunities do you see?
Scott: Queensland has a significant pipeline ahead, but the size of the pipeline is only one part of the story. The real question is whether we can deliver it in a way that is safe, sustainable and commercially sensible for the whole industry.
There is significant investment underway across transport, water, energy, housing and community infrastructure, and that creates enormous opportunity for the state. But it also puts real pressure on workforce capacity, supply chains, productivity and the way risk is allocated.
One of the things I think we need to keep talking about as an industry is contracting models. Simply pushing more risk onto contractors does not make that risk disappear. It often pushes pressure down through the supply chain, and that is not how you build a sustainable construction sector.
For complex projects, we need procurement and contracting models that bring contractors in early, encourage genuine collaboration, and allocate risk to the parties best placed to manage it. That does not mean removing accountability. It means setting projects up properly from the start so they have the best chance of being delivered well.
The opportunity for Queensland is not just to deliver a large volume of infrastructure. It is to lift the way we deliver through better planning, better sequencing, more productive project environments and stronger local capability.
There is no shortage of ambition. The challenge now is making sure the industry has the capacity, confidence and commercial settings to turn that ambition into lasting benefit for communities.
FuturePlace: How are you coping with the labour force – do you have enough workers?
Scott: Workforce capacity is one of the biggest issues facing construction, and it is not just a Queensland issue. It is a national constraint that will have a very real impact on the Brisbane market as we move closer to 2032.
Across Australia, every state is competing for many of the same skills. South Australia has major infrastructure and housing projects that are expected to require around 20,000 workers over the next five years. Queensland is in a prolonged construction super-cycle, with CSQ forecasting an average workforce shortfall of around 19,100 workers and a peak shortfall of up to 35,000 workers in 2027–28. On top of that, the 2032 Games venues and villages will create concentrated demand in South East Queensland, with Brisbane carrying the largest share of that work.
So the answer cannot simply be to move workers from one state to another. That just shifts the problem around the country. As an industry, we need to grow the total workforce, retain the people we already have, improve productivity and make construction a more attractive career for a broader range of people.
At BMD, we are focused on that in a few ways. We prioritise local employment wherever we operate, we invest in training and development, and we work with schools, universities and organisations like Construction Skills Queensland to help more people understand the career pathways available in construction.
Diversity is also critical. We cannot keep talking about workforce shortages while leaving large parts of the potential workforce untapped. That is why our partnership with UNIQ You is important. BMD has supported UNIQ You since 2021 as a founding partner, helping connect girls in Years 9 to 12 with women working in construction, engineering, trades and STEM. Through the expanded partnership, 20 BMD Advisors are supporting the program nationally, with the program expected to reach more than 4,000 female students across 150 schools.
We are also working with UNIQ You to co-design a First Nations Initiative, focused on increasing representation and participation of First Nations women in construction, including through culturally relevant role modelling and stronger engagement in regional and remote communities.
For me, that is the kind of practical action the industry needs. The workforce challenge starts well before someone applies for a job. It starts when young people are deciding what they believe is possible.
Collectively, we need a more coordinated approach across government, industry and training providers. That means apprenticeships, migration, participation, retention, productivity and project sequencing all have to be part of the answer. There is no single lever that will solve this. But if we want to deliver the pipeline ahead, including the 2032 Games, we have to treat workforce capacity as a national delivery issue, not just a recruitment issue.
FuturePlace: You have a great culture within BMD – how do you build that across the group?
Scott: Our culture is something we are incredibly proud of. It is built on family values, collaboration, and a genuine commitment to our people.
But culture is not something you can take for granted, particularly as the business grows. It has to be protected, strengthened and built deliberately.
For us, that starts with leadership. This is a real focus area for BMD because we know our leaders are the ones who carry our culture into every project, team and region. They set the tone, they shape the experience people have at work, and they create the environment for people to feel supported, valued and empowered to grow.
If we invest in our leaders, we know our culture multiplies. That is how we make sure the values that have shaped BMD from the beginning continue to show up consistently across the group.
The other important part of our culture is our connection to community. BMD has always been a business that wants to contribute beyond the project itself. Whether it is through local employment, supporting community organisations, or delivering infrastructure that improves the way people live, we want our people to feel proud of the impact they are having.
Our purpose is to power futures and create legacies. That purpose is central to who we are as a business and to the experience we want our people to have at BMD. It gives people a clear connection to the impact of their work, and it is one of the reasons so many people choose to build long-term careers with us.
FuturePlace: What are the major opportunities you see for the future of construction in Australia?
Scott: There is significant opportunity across renewables, water, defence, transport and community infrastructure, particularly as Australia invests in long-term resilience, population growth and the energy transition.
The 2032 Olympics will also drive major infrastructure delivery, and there is a real opportunity to build lasting capability within Australian contractors.
As an Australian-owned contractor, BMD continues to advocate for a more sustainable construction industry. Australian contractors play an important role in creating local jobs, supporting local businesses, developing sovereign capability and keeping project benefits within the communities where work is being delivered.
To make the most of the pipeline ahead, we need policy and procurement settings that give Australian contractors the confidence to invest in people, plant, systems and innovation.
That is how we build a stronger industry for the long term. One that can deliver the infrastructure Australia needs while continuing to create opportunities for Australian workers, suppliers and communities.
FuturePlace: What role are technology and innovation playing at BMD?
Scott: Technology is critical, particularly when it comes to improving productivity and addressing workforce constraints.
We are investing in digital platforms that enhance project efficiency, improve data access, and support better decision-making across our projects.
We have also introduced innovations in safety, including AI-powered systems that help identify risks in real time.
Our recently announced partnership with HammerTech will see BMD implement its field-first platform to support our frontline teams in managing safe site operations. This will help our people make confident decisions across projects faster and more efficiently.
For us, innovation is not about technology for its own sake. It is about giving our people better tools to deliver safer, smarter and more productive projects.
FuturePlace: What are you most looking forward to at FCON26?
Scott: FCON26 provides a valuable opportunity to connect with industry peers, hear different perspectives and contribute to the conversations shaping the future of construction.
There is a lot happening in the industry right now, and the pipeline ahead is significant. But we also have real challenges around productivity, workforce, procurement, risk and delivery. These are not issues any one company can solve on its own.
I am looking forward to conversations that are practical, honest and focused on how we build a stronger, more sustainable construction sector.
For BMD, that also means talking about the role construction plays in communities. We are not just building assets; we are helping shape places, create opportunities and support long-term growth.
That community impact is something our people are proud of, and it is something I think the industry should continue to put at the centre of the conversation.
