Digital Transformation in Construction | Interview Series

Hello Construction and Digital World!

In this edition, I had the pleasure of speaking with Fahad Bajsair, a seasoned construction executive with over 18 years of experience in leading strategy, growth, and business development across top-tier contracting groups in the region. Fahad currently plays a key leadership role at IHCC, a multidisciplinary contractor delivering large-scale projects in infrastructure, healthcare, high-rise, residential, hospitality, and more.

In our conversation, we explored how IHCC is advancing digital transformation beyond surface-level adoption. From integrating BIM at Level of Development 700 to implementing zero-paper policies and real-time project dashboards, Fahad shares how IHCC is building a deeply embedded digital culture across its diverse operations.

He also reflects on key lessons, from what causes digital initiatives to fall short, to how tailored solutions and cultural alignment make the difference in adoption across engineering and site teams.

Tatevik: How would you personally describe IHCC’s current stage when it comes to digital transformation, not just tools in place, but how embedded they are in everyday project execution?

Fahad: At IHCC, I would describe our current stage of digital transformation as both advanced and integrated into our operations. Our digital transformation journey is ongoing, with a solid foundation already established.

As we provide integrated construction solutions from design, construction, and facilities management, we have successfully implemented Building Information Modeling (BIM) up to Level of Development 700, which is essential for effective facilities management. This level of detail not only enhances collaboration across teams but also streamlines project execution, particularly given our presence in multiple regions and countries.

The technologies we’ve adopted are not merely tools, they are embedded within our everyday workflows. Our teams are trained to use BIM effectively, ensuring that it becomes a core part of our project execution rather than an additional task. This cultural shift is vital for maximizing the benefits of our technological investments.

Moreover, we have recently developed a policy highlighting our commitment to a zero-paper initiative, reflecting our dedication to sustainability and work efficiency. We strongly believe that digitizing processes enhances communication, reduces error margins, and improves project timelines, especially across our diverse offices.

We’re focused on ensuring that technology is a vital component of our operational strategy, enhancing both our internal communication and project execution across all regions.

Tatevik: Many construction groups present a strong digital image externally, but internally, it’s often harder to drive consistent adoption. How do you assess the real progress of digital transformation inside a diversified contractor like IHCC?

Fahad: We focus on several key areas. First, we will evaluate user adoption and engagement across different teams and departments within our company. This involves tracking how frequently and effectively our staff utilizes the digital tools we’ve implemented.

We will also analyze performance metrics to compare project outcomes before and after adopting digital solutions. Metrics such as project delivery times, cost efficiency, and error rates can reveal the tangible impact of our digital initiatives. Additionally, we pay attention to cross-regional collaboration, as our operations span multiple locations.

Furthermore, we assess the cultural shift within the organization. This includes monitoring employee attitudes towards technology and innovation through internal surveys and discussions which have been noticed that our staff are eager to adopt technology tools.

Leadership support also plays a crucial role, so we ensure that our leaders actively encourage digital initiatives.

One of the key factors for the success of digital transformation is that we will emphasize on the continuous improvement by regularly reviewing our processes and tools.

Tatevik: In your view, what are the deeper reasons why construction companies often fail to move beyond basic tools and truly embed digital transformation across their organizations?

Fahad: In my view, there are several reasons that contribute to this. One significant factor is the cultural resistance. Many organizations face challenges when employees are accustomed to traditional methods, leading to a lack of buy-in for new technologies within the organization. This resistance can hinder the adoption of a digital mindset.

Another issue is the fragmentation of processes within construction projects, which often involve multiple stakeholders and complex workflows. When processes are siloed, it becomes difficult to implement integrated digital solutions that facilitate collaboration and communication.

Additionally, the absence of a clear vision for digital transformation can lead to fragmented or aimless initiatives. Companies may invest in tools without understanding how they align with overall business goals. Also, insufficient training and support can also be a barrier. Even with the right tools, employees need ongoing education to confidently use new technologies.

Moreover, a short-term focus is prevalent in the industry, where immediate results are prioritized over long-term investments. Digital transformation requires time and resources, and companies may struggle to justify these investments when they seek quick wins.

Finally and most importantly, leadership commitment is essential for successful digital transformation. If leaders do not prioritize or champion these initiatives, it can signal to the organization that digital transformation is not a priority.

Tatevik: In many construction companies, even with leadership support, digital transformation often faces resistance from engineers, site teams, or middle management. When you encounter that at IHCC, how do you currently approach it to ensure progress without losing team alignment?

Fahad: As I mentioned earlier, we have been lucky to see that our team is mostly welcoming the investments in digital tools. However, when encountering resistance to digital transformation, we will take a proactive and inclusive approach to ensure progress while maintaining team alignment.

First, we will prioritize open communication channels by engaging with engineers, site teams, and middle management, and creating forums for discussion where concerns can be raised and addressed. This transparency will help build trust and allow team members to feel valued.

We will also emphasize on the benefits of digital tools in a relatable way, demonstrating how these technologies can make their daily tasks easier and more efficient is crucial.

Additionally, we will provide comprehensive training tailored to different roles, ensuring that everyone feels confident and competent in using new technologies.

We will also involve key team members and users in the decision-making process regarding the implementation of new tools.

Tatevik: Have there been any digital initiatives that didn’t meet expectations? What were the biggest lessons from those experiences?

Fahad: Yes, similar to any other organization that starts a digital transformation journey, we have encountered digital initiatives at IHCC that didn’t meet our initial expectations, and these experiences have provided valuable lessons. One example came from our attempt to apply larger platforms with extensive features that exceeded our company’s actual needs. We realized that implementing such comprehensive solutions without first establishing the right processes led to confusion and underutilization.

This experience taught us the importance of aligning our digital tools closely with our specific operational requirements. We learned that starting with a clear understanding of our workflows and defining our objectives is crucial before selecting and implementing new technologies. Additionally, we recognized the need for incremental adoption, allowing teams to adjust and adapt to changes gradually rather than overwhelming them with complex systems all at once.

Ultimately, these lessons have emphasized the value of a targeted approach to digital transformation, ensuring that any tools we choose genuinely support our goals and enhance our existing processes rather than complicating them.

Tatevik: In many construction companies, teams still rely on spreadsheets, WhatsApp, and disconnected tools. Does that reality resonate with IHCC, and if so, where are the biggest inefficiencies felt today?

Fahad: Yes, that reality does resonate with IHCC to some extent. While we have made significant strides in adopting digital tools, we still see some reliance on spreadsheets, WhatsApp, and other disconnected tools. However, we view these as transitional solutions that help facilitate communication and workflow while we work towards more integrated systems.

The biggest inefficiencies we might experience are often related to data management and communication. For instance, while spreadsheets can be useful for tracking certain metrics, they can lead to inconsistencies if not updated in real-time. Similarly, using WhatsApp for quick communication can be effective, but it may not provide the structure we need for more comprehensive project discussions.

Our goal is to leverage these tools to enhance collaboration and streamline processes, rather than relying on them as primary solutions. We are actively working to implement more robust digital systems that will allow for better data integration and real-time communication.

Tatevik: When exploring digital tools at IHCC, how do you typically decide between adopting off-the-shelf platforms and investing in custom-built software? What factors influence that decision?

Fahad: We decide between off-the-shelf platforms and custom-built software based on several factors. First, we assess our specific needs and whether an off-the-shelf solution can meet them effectively. If it does, we often prefer it for its quicker deployment and lower costs.

Next, we consider scalability and future growth. If we anticipate unique requirements down the line, custom software might be more suitable. Integration capabilities are also crucial; we look for tools that can seamlessly connect with our existing systems.

Cost is another important factor. We conduct a cost-benefit analysis to weigh initial investments against long-term efficiencies. Finally, we prioritize user adoption, ensuring that whatever solution we choose is intuitive and well-received by our teams. By evaluating these factors, we make informed decisions that align with our operational goals.

Tatevik: If you had to choose just one operational area where a smarter digital system could change the game at IHCC, what would it be: planning, procurement, cost control, site coordination, or something else?

Fahad: If we consider the potential for a smarter digital system at IHCC, our goal is to integrate various operational areas such as planning, procurement, cost control, and site operations. By creating a cohesive digital ecosystem, we can enhance collaboration and improve efficiencies across all these functions.

An integrated system would enable real-time data sharing, streamline communication, and facilitate better decision-making. For instance, improved planning tools could align with procurement processes, ensuring that resources are available when needed, while cost control measures could be seamlessly integrated into site operations efforts.

Ultimately, our focus is on achieving a holistic approach that connects all these areas, driving greater productivity and project success throughout the organization. This integrated strategy is key to our digital transformation journey.

Tatevik: In your current operations, where do you see the biggest workflow bottlenecks that digital systems haven’t yet solved—and what do you think is holding back progress in those areas?

Fahad: In many construction organizations, common workflow bottlenecks include challenges with data accessibility and interdepartmental communication. Despite advancements in digital systems, many contractors still face issues with ensuring seamless information flow between teams, particularly across project management, procurement, and site operations.

One major challenge is the lack of real-time data sharing. When teams rely on manual processes or disconnected tools, it can lead to delays in accessing critical information, impacting decision-making and overall efficiency. Additionally, the integration of various systems often remains a hurdle, resulting in redundant data entry and slow processes.

What holds back progress in these areas is often a combination of cultural resistance to change and the complexity of integrating new technologies into existing workflows. Many organizations struggle with adopting new systems due to the comfort of established methods and the initial investment required for comprehensive solutions.

Addressing these challenges requires a commitment to fostering a culture of collaboration and continuous improvement, along with a focus on integrating digital tools that enhance workflows and communication. By tackling these common issues, contractors can significantly improve their operational efficiency and project outcomes.

Tatevik: When you look at the digital challenges IHCC is facing today—whether it’s around fragmented tools, limited integration, or lack of visibility—what kind of external support or capabilities do you sometimes wish you had access to?

Fahad: We have been fortunate to start our digital transformation journey many years ago, which has positioned us well to navigate the challenges we face today. Our integrated approach and presence across the MENA region have facilitated collaboration and knowledge sharing among our offices. The complexity of the project types we undertake has further fostered a positive mindset towards embracing digital solutions.

However, we recognize that there are still areas where external support could enhance our efforts. Access to specialized consultants with expertise in construction technology would be invaluable for evaluating and optimizing our existing systems. Additionally, partnerships with technology providers offering customizable solutions could help us better tailor tools to our specific needs.

Furthermore, engaging with industry networks could provide insights into best practices and innovative approaches that other companies have successfully implemented. These external capabilities would strengthen our ongoing digital transformation efforts and help us overcome the remaining challenges we face in achieving greater integration and visibility across our operations.

Tatevik: Thank you, Fahad, for sharing your thoughtful perspective and real-world experiences. Your insights offer a valuable look into what meaningful, organization-wide digital transformation truly looks like in today’s construction environment.

Reflecting on my discussion with Fahad, we can confirm one more time that successful digital transformation isn’t just about deploying tools, it’s about embedding them into everyday workflows, supporting a cultural shift, and aligning people, processes, and systems under a common operational strategy. Here are the key takeaways from our conversation:

Key Takeaways

1. Digital transformation at IHCC is deeply embedded, not surface-level. From BIM LOD 700 to zero-paper policies, IHCC has gone beyond basic tool adoption to integrate digital practices into everyday operations. Technology is viewed as a foundational element of business strategy, not an add-on.
2. Cultural alignment and leadership commitment are critical. ****Fahad emphasized that consistent adoption depends heavily on leadership support and cross-team alignment. Resistance is addressed through open dialogue, role-based training, and involving users early in the implementation process.
3. Bigger isn’t always better. Tailored tools drive results. One key lesson learned was that overly complex digital platforms can lead to confusion if internal processes aren’t ready. Scalable, purpose-fit tools that align with existing workflows have a higher chance of success.
4. Digital ecosystems are more valuable than individual tools. ****Rather than choosing one "game-changing" tool, IHCC aims to interconnect planning, procurement, cost control, and site coordination. Integrated systems allow for real-time decision-making, better visibility, and fewer workflow bottlenecks.
5. External partnerships and industry insights still matter. Despite IHCC’s maturity in digital adoption, Fahad noted the value of external expertise, from construction tech consultants to peer networks, to evaluate systems, stay current with best practices, and accelerate integration.