Construction Disrupted Episode 101 - Self-Belief and Smart Planning (04.02.26)

This week we're discussing three key topics, covering the importance of self-belief in delivering the UK’s infrastructure ambitions, the progress of HS2 tunnelling into central London, and why construction leaders must plan without delusion. Let’s dive in.

‘We need more self-belief’… Chris Ball of AtkinsRéalis explains how the industry can deliver the UK’s infrastructure ambitions

Chris Ball, UK and Ireland president of AtkinsRéalis, highlights the need for self-belief in the construction industry to deliver the government’s ambitious 10-year infrastructure strategy. He stresses the importance of collaboration with the government, developing strong business cases, and attracting private investment to ensure project success.

1. Self-belief and pace: Regaining confidence and moving projects forward efficiently is crucial.
2. Collaborative contracting: Alliancing models foster trust and improve outcomes.
3. Attracting investment: De-risking projects and delivering reliable returns are essential for investor confidence.

Ball calls on the industry to take ownership and work proactively with the government to achieve infrastructure goals.

HS2 Begins Tunnelling to Central London

The HS2 high-speed rail project has reached a major milestone with tunnelling into central London.

At Old Oak Common station, the first of two massive tunnel boring machines began its 4.5-mile journey to Euston, marking a significant step in the project’s progress.

1. Engineering marvel: The 1,624-tonne tunnel boring machine showcases cutting-edge technology.
2. Economic impact: Regeneration of the Euston area could contribute £41 billion to the UK economy and create 34,000 jobs.
3. Project reset: HS2 Ltd CEO Mark Wild has implemented a reset to ensure proper sequencing, cost control, and timely delivery.

This milestone demonstrates HS2’s transformative potential for connectivity and economic growth.

Why Construction Leaders Must Plan Without Delusion

Greg Wilkes, founder of Develop Coaching, emphasises the dangers of overly optimistic planning in construction. He advocates for honest planning, confronting challenges, and setting clear, actionable goals.

1. Honest planning: Address past failures and bottlenecks.
2. Leadership consistency: Teams reflect their leaders’ behaviours, so clarity and follow-through are vital.
3. Behavioural change: Translate ambition into specific, non-negotiable actions.
4. Leadership growth: Develop leadership capacity and delegate effectively.

Wilkes stresses that planning is a promise to the team, and breaking it can erode trust and culture. Leaders must prioritise clarity and consistency for success.

Bios

Ryan Jones - SLG Agency

For almost 20 years, Ryan’s focus has been on helping brands in the construction and manufacturing sectors tell their story.

His career began in PR, working for global businesses across a variety of sectors, before opting to focus on construction and the built environment.

In his role as Managing Director, Ryan works to ensure that SLG Agency continues to be one of the construction industry's leading specialist strategic and creative agencies, having seen its work recognised by the likes of Campaign, Marketing Week and The Drum in recent years.

Ryan is regularly asked to speak at trade shows and events, and to contribute thought leadership pieces to trade media. He is also a member of several industry advisory boards, including Constructing Excellence and the Greater Manchester Chamber of Commerce.

His passion for the construction sector has seen him work with clients on CSR campaigns that tackle the sector’s public perception, culminating in him recently launching a not-for-profit called Deconstruction.

Peter Sumpton - buildDifferent

Peter is a construction–marketing strategist and co-host of Construction Disrupted. With two decades’ experience spanning manufacturers, contractors and agencies, he helps organisations swap scattergun activity for clear strategy, joined-up planning and measurable outcomes.

His approach is practical and plain-spoken: cut the noise, focus on what moves the numbers, and build repeatable systems that teams can actually use.

Having seen first-hand how unfocused tactics waste time and budget, Peter works with leaders to align commercial goals, customer insight and content so marketing supports delivery rather than distracting from it.

Peter's passion lies in diagnosing organisations' marketing functions' capabilities and existing market, assembling what’s required to create a functional strategy, fit for purpose and scalable.

Marketing should create value, not just cost, and Peter’s work is about making that the norm.