Elevating Preconstruction: Strategic Insights from WCG’s Ryan Meredith
1. What impact has the introduction of new tariffs had on your firm’s preconstruction and estimating processes?
Ryan: Tariffs have reinforced the need for transparency and adaptability in preconstruction. We’ve had to move away from static assumptions and toward more dynamic cost modeling, especially for materials like steel, aluminum, electrical gear, and manufactured assemblies. From a process standpoint, that means earlier engagement with trade partners, clearer separation of base cost versus escalation or tariff exposure, and more intentional conversations with owners about risk ownership. Ultimately, tariffs have pushed us to be better communicators and more disciplined in how we frame uncertainty during the estimating process.
2. How do you think increased adoption of technologies like AI and model-based estimating will change the role of estimators and preconstruction leaders?
Ryan: AI and model-based estimating won’t replace estimators, but they will absolutely elevate the role. As automation handles more of the takeoffs, benchmarking, and data validation, the real value shifts toward judgment, strategy, and leadership. In my opinion, in the future estimators will become advisors, interpreting outputs, identifying risk, and guiding design decisions rather than just producing numbers. For preconstruction leaders, the focus increasingly becomes aligning teams, strengthening relationships, managing uncertainty, and helping owners make informed decisions faster. Technology accelerates the work, but experience still drives the outcomes.
3. What best practices have your team implemented to strengthen conceptual estimating and risk mitigation on complex projects?
Ryan: We’ve invested heavily in structured conceptual estimating by using historical data, unit rate benchmarking, and scenario modeling rather than relying solely on early drawings. Equally important is pairing the estimate with a clear risk narrative. We maintain active risk registers, test multiple design and procurement paths, and clearly communicate what’s included, what’s assumed, and where volatility exists. On complex projects, clarity is just as valuable as accuracy. When teams understand the risks early, they’re far better positioned to manage them later.
4. What are you most looking forward to about Advancing Preconstruction 2026 and why?
Ryan: I’m looking forward to the candid conversations. Preconstruction leaders are navigating unprecedented levels of complexity with cost volatility, staffing challenges, evolving technology and there’s real value in sharing what’s actually working in the field. This conference brings together people who are shaping how projects get delivered, not just reacting to them. That kind of peer-to-peer learning is incredibly valuable.
5. What key takeaways are you hoping to share with the Preconstruction community as a speaker at the conference?
Ryan: I hope to reinforce that preconstruction is no longer just a phase, it’s a strategic function. The biggest wins come from alignment, transparency, and proactive risk management, not just precision estimating. If attendees walk away with a clearer understanding of how to elevate their role, strengthen owner trust, and use technology as an enabler rather than a crutch, then the conversation will have been worthwhile.
Explore the Full Preconstruction Agenda
- 80+ speakers from leading GCs, Trades, Clients & Design Firms
- The US’ largest strategic preconstruction conference
- 25% of speakers from Top 30 General & Trade Contractors (ENR)
- Network with 1000+ of the nation’s most dedicated preconstruction leaders
- Brand-new ‘Preconstruction Management’ track to foster strategic innovation across all projects
