Construction in 2026: How BELL’s leaders see the year ahead
The construction market continues sending mixed signals going into 2026. Financing remains tight in some sectors, mega projects are absorbing capacity across Middle Tennessee and workforce pressures continue to affect the industry. The good news: BELL Construction and other firms that prioritize strong relationships and disciplined execution are pulling ahead.
For more than five decades, BELL has leaned on its motto of “Building better … one relationship at a time” to deliver complex projects across the Southeast while serving our communities. Several leaders on our team shared their thoughts on the trends, challenges and opportunities they expect will define construction in 2026. Their perspectives highlight an industry at an inflection point and what it will take to keep projects and communities moving forward.
What trends, challenges or opportunities do you expect to define your division and construction in 2026?
Developer pipelines, mega projects and strategic pursuit
Rebecca Ozols Goss, Member, VP of Growth & Strategy
Developers have spent the past few years waiting out uncertainty. That caution has created a backlog of “dry powder” that’s ready to activate as soon as conditions are right. When that moment inevitably comes, the AEC community will be ready. The question is: how can we respond in a way that adds value?
In Middle Tennessee, that question is amplified by the current era of mega projects reshaping Nashville and nearby counties. These large, complex developments are already influencing trade partner availability, materials, infrastructure and the way people experience the city. Their ripple effects will continue to shape project schedules, logistics, staffing and pricing in 2026 and beyond.
The firms that fare best will be those that focus on building relationships and pursuing strategic work. Instead of chasing every RFP, I expect companies will focus on opportunities where they bring something meaningfully different to the table. When it comes to winning contracts, relationships will be paramount. Construction projects require time, attention and commitment, so it makes sense that people want to work with teams they trust.
For those reasons, I anticipate owners will gravitate toward partners they feel confident will translate market conditions into clear guidance and long-term strategy, not just deliverables.
Digital innovation and diversification driving the building division
John Thayer, Member & Executive VP of Building Division
We are entering 2026 with strong momentum in our Building Division. Our backlog is healthy, and we see solid opportunities already forming for 2027 and years ahead.
On the project side, we’re expanding how we use AI and other digital tools to support our teams. The goal isn’t to replace people. It’s to free them up to focus on planning, coordination and quality so we continue to deliver safe, high-performing facilities.
The labor market in Middle Tennessee remains tight, so we’re being more intentional about how we attract and develop talent. That includes growing our internship program and engaging candidates earlier in their careers so they can see a future with BELL.
At the same time, owners are still watching interest rates and the broader economy. Clear, consistent communication around current and forecasted costs is critical. Our diversification across public and private markets has put us in a strong position and gives us confidence that we can help clients move projects forward even as conditions shift.
Closing skilled trade gaps with early career pathways
Jeremy Mitchell, Member & Executive VP of Heavy Highway/Civil Division
Looking forward to 2026 and beyond, one of our most significant challenges will be an aging skilled workforce. BELL continuously measures risk when considering new opportunities, but historically, we haven’t had to think about the lack of skilled workers as a primary risk. That’s quickly changing.
Pay in many skilled trades now outpaces salaries for some college-educated roles, making construction an even stronger option for the next generation. This is good news for the future builders, but better pay alone does not close the gap that businesses will have to fill. Firms are already investing heavily in internal training programs and career development, but smaller businesses can struggle to dedicate the staff and resources required to run those efforts. That’s why the conversation has to start earlier, in middle schools and high schools.
Generations that went through high school in the ’70s and ’80s had programs that laid the foundation for construction careers. If you compare when those programs faded with today’s skill gap in the trades, there’s a clear correlation.
Companies that seize the opportunity to recruit younger talent and operate with a long-term strategy to upskill their employees will be better positioned for the future.
Leveraging strong backlog with disciplined project performance
Tyler Baldridge, Project Executive – Special Projects
BELL’s Special Projects division will enter 2026 with its largest backlog to date. That milestone is driven by proactive engagement with existing clients and ongoing success in building new relationships.
This work in progress proves that clients trust us with their most important facilities. The year ahead offers us the prime opportunity to demonstrate the high level of execution that our clients anticipate and rely upon from BELL. Staying on schedule, honoring design intent and communicating clearly with owners and design partners will be critical to maintaining trust and creating room for future growth.
The significant volume before us means every project is a chance to showcase our exceptional execution. Delivering consistently is how we secure our current success and prove our capacity to expertly handle what comes next.
Making these trends work for you
Of our team’s 2026 insights, one theme rises above the rest: hesitation carries its own risks. The organizations that will come out ahead are the ones that act with clarity, understand the landscape, plan for workforce realities and align their building programs with long-term goals.
At BELL, we’re focused on helping our clients do exactly that. If you’re evaluating a project, connect with our team about how we can help shape your next move.
