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KP Unpacked
KP Unpacked explores the biggest ideas in AEC, AI, and innovation—unpacking the trends, technology, discussions, and strategies shaping the built environment and beyond.
KP Unpacked
The $1 Billion Construction Tech Opportunity No One’s Claiming
In this episode of KP Unpacked, KP Reddy breaks down one of his most talked-about LinkedIn posts: the massive, untapped business opportunity in construction technology system integration.
The construction industry is fragmented, innovation deployment is inconsistent, and startups struggle with scalability—so why hasn’t anyone built a company to solve this? KP and Jeff discuss:
🔹 The missing link: Why construction companies can’t implement new tech efficiently
🔹 What Autodesk resellers get wrong (and why a new approach is needed)
🔹 The role of the "Systems Integrator"—a business model ripe for disruption
🔹 Why owners need more control over data & tech adoption
🔹 Pitch decks welcome! Why KP is waiting for someone to seize this opportunity
Plus, a sneak peek at a brilliantly chaotic Lego-based AEC workshop coming soon. 🏗️🧱
🎉 Special Offer for KP Unpacked Listeners: Get 55% off your ticket to the 9th Annual AEC Summit on October 29th at the Diverge Innovation Center in Phoenix! Click the link below and use promo code UNPACKED55 at checkout.
Don't miss this opportunity to connect with top minds in AEC and beyond. Tickets are limited—act fast!
All right, welcome back to KP Unpacked. This is my opportunity every week to ask KP Reddy, the CEO and founder of KP ReddyCo and also the founder of Shadow Ventures. Hey, kp, when you posted that on LinkedIn, what were you thinking? Obviously that's a little bit of tongue-in-cheek, but I do get the opportunity to join KP Ready every week to break down some of the things that he posts on LinkedIn. And if you're not following KP on LinkedIn, you should be. You just go to KP and.
Speaker 1:R-E-D-D-Y. Kp Ready on LinkedIn. You can follow him. He's maxed out on his connections there, so the follow button is your only opportunity. But he posts two or three times a day I was going to say a week two or three times a day on LinkedIn and all of his posts are insights from the AEC world. There may be some things that relate to startups or venture capital. There may be some things about operations and emerging technologies, but it's all around how we design, build, develop materials that go into it, operating and owning in the built environment, and there's a lot of great information, a lot of great insights there. So KP and I come here every week to unpack one of those posts. So, kp, great to see you again. Thanks for joining me.
Speaker 2:Good to see you, Jeff.
Speaker 1:And you're in a different location. I guess you were there last week as we were recording, but we had some technical issues last week yeah, yeah, dang internet. All better now this new technology, the internet.
Speaker 2:All better now.
Speaker 1:Well, just as we're recording this, just a couple of days ago you posted something that generated a lot of discussion on LinkedIn about construction technology. So, as usual, I will read through the post and then we'll come back and we'll unpack it. We'll see what's behind this particular post. So it goes like this If you're following along at home and maybe you're listening I don't know what year it is when you're listening to this 2027, go back to about February 12th, 2025, and you'll find this post. It goes like this In construction tech, there is a glaring, massive business opportunity.
Speaker 1:It's a pretty simple concept the system integrator. Construction companies do not have the resources to deploy innovation on a project-by-project basis at scale. Startups need to build innovative products they can't handhold. Construction is very fragmented geographically, so all local sales and marketing teams are needed in every major market. With so many point solutions, the contractor needs an integrated approach to adopt. If you are interested, I'm interested. Put a pitch, deck together a go-to-market strategy, funding requirements, etc. Or consider this a free idea. I'm happy if someone does this because it's good for the industry. The idea established by Autodesk, resellers, et cetera don't get it. I have talked to them. They need a neatly packaged product. All right, I mean, there's a good bit to unpack here. But my very first reaction, my very first response after reading this is this doesn't seem like a new problem to me. Is this a new problem?
Speaker 2:No, I don't think it's. I think it's a. It's not a new problem, I think, with especially startups in the tech industry, they sometimes lose sight of the market that they're serving. Right. This is still an industry that is hey, we learn about new products via lunch and learns it's relationship. It's under-resourced IT departments. That's not, you know. What I would say is if people were just buying over the internet and didn't need a local office to talk to, why does Autodesk still have a reseller network?
Speaker 1:Right.
Speaker 2:I mean, they could just go direct, right, they're the behemoth, they're already there. Why do they have resellers? They have resellers because they realize that you need, like a local presence to train people and be you know, hey, I'm having a problem. Okay, let me come over to your office and help you. And so what that does is for startups, when they don't have a local point of presence and the ability to have a conversation one you know, they're now just going to be a feature, right? They're not even a point solution. They're probably a point feature that is adopted by a person at that firm. And then, if you look at a company that is trying to adopt multiple point solutions, how are they ever going to put all this stuff together? They don't have the resources to do it, and people think the big firms do, and so I think this is not like a new problem.
Speaker 2:I think it's just this idea that the industry has evolved, and evolved in a place that's somewhere different than 10 years ago, which I don't think it has. We're in the same place, right? And I think the other thing people like to ignore is that we're a project-based business. So I think even thinking about a systems integrator at an enterprise level. Look at an enterprise level. We have accounting systems, all those things, right. That's probably not where help is needed.
Speaker 2:But if you're onboarding a new project and you're trying to understand the core objectives for the owner and you're like, here's what we need to execute for the owner, here's what the owner and you're like here's what we need to execute for the owner, here's what the owner wants, why wouldn't you have a systems integrator at that project meeting to say, okay, great, what are you using for design tools? What are you using for data collection? How are we going to do punch lists and look at the data basically the tech stack from beginning to end on the project and be the person that integrates and orchestrates all that data? Because, just like we've talked about in previous podcasts, our industry looks more like the movie industry than manufacturing. We're all getting together on a project basis to execute a project for the customer, which is typically the owner or developer. The team is different every time, and so what happens is everybody shows up with a different toolbox, right? And if everybody shows up with a different toolbox every time, who's talking about it on the level of the entire team, not just the GC or what's happening in the architecture firm or the AE firm.
Speaker 1:However that's structured, it's almost at the you know. If we look at the role of the owner's rep as a, for instance, you know it might be at that level that someone is the systems integrator. Is that what you're thinking about?
Speaker 2:Yeah, I mean, I think you know owner's reps, as I refer to, as bad accountants. You know they could be doing this. They don't have the capability. So I think what you're really doing is saying and it's one of these things where you just can't let people talk out of both sides of their mouth Data is so important, data is the number one important thing, and there's not one person on the project that's doing anything with data.
Speaker 2:And I've talked to owners and developers about this. They're saying like, look, kp, if we're going to own this data, then maybe we should have someone on the team that is operating just like the owner's rep does on their behalf. There's a systems integrator that is working on behalf of the owner and you know and maybe tells the contractor sorry, you don't get to use Procore on this project. Or, if you do, I need an API connection to your data Because, at the end of the day, you know, at the end of the day, it's the owner's data. It's the end of the day, you know, at the end of the day, it's the owner's data, it's the owner, you know the owners of what the customer is, what matters, right, um, and so I think, and, and then now you look at like cyber security and all these other things, the world has gotten very complicated in many ways.
Speaker 1:Technology has gotten simple, simple, but the world has gotten complicated yeah, well, I mean that that's really interesting because the you know when I facilitate our innovation leaders mastermind groups or our construction tech leaders mastermind groups, you know there's there's a lot of conversation around the data and around the tools, but but in in there are some firms, I guess. Interestingly, I was earlier today I was interviewing one of our early and mid-career mastermind members, nick Heim, who is moving into a role at his company of being sort of a director of innovation role, which means at some point Nick probably isn't in the early and mid-career group anymore, he's probably in the innovation leaders group. But we were talking about the fact that that's pretty rarefied error when you've got a company that is investing in an innovation team. Right, we've got about, over the span of our two innovation Leaders Mastermind groups, we've got a total of about 40 firms represented in those two groups. That's a pretty small number when you compare it to we'll just keep with North America If you compare that number to the number of firms in North America, that's a small, that's a very small swath, right, and some of those, every single one of the people in those groups, are talking about data.
Speaker 1:For those of you that are listening and may not be familiar. The Innovation Leaders Mastermind Group is Chief Innovation Officers, is Director of Innovation, is titles like that VP of Innovation. They're all talking about data and they're talking about the tools that they use. There are a few out of that set of 40 or whatever the number is. It's pretty close to that. There are a few that have robust programs where they're they're tracking all the tools, they're vetting all the tools, they've got reporting on all their tools and you can go and pick from the tech stack basically, but that's even more rarefied error, and then what you're talking about is pulling the whole project team together. So a step above or a layer above, you know one of these innovation leaders, yeah it's what you just described right about them vetting and doing all that.
Speaker 2:Who are they doing it for? They're doing it for themselves in house. Yeah, exactly, they're not doing it for their customer?
Speaker 1:They're not saying hey, not at all.
Speaker 2:Mr, mrs customer, let me show you the UX of these two tools that are similar. They're not doing any of that. So I think, when it comes, to data workflow process, all of that.
Speaker 1:I think the owners, you know there's got to be, there's maybe a new role there. Yeah, yeah, maybe the only thing that's coming out of that that's customer-facing is a report on the AI tools that are being used, because some of these, some of the clients, some of the customers of of these firms are saying hey, you've got to tell us every, every place, every way, that you're using our data and are using data and using using AI. That's that might be. I'm just this is just off the top of my head, but that might be the only thing that is headed outbound from those efforts.
Speaker 2:Yeah, and I think if you think about it too right when I'm you know, you ask yourself well, why aren't more tech companies selling owners right, Other than facilities management software right, Facilities management software going to owners? But why aren't they going to more owners right? And I think you guys, we've talked about it. This year for me is the year of the owners, right, I've been doing research, we're doing all this stuff and spending a lot of. Even the mastermind group we now have are forming this big owners initiative and all that stuff, stuff. So that's all happening. So definitely, owners are top of mind for me.
Speaker 2:But if you're a technology company, if your direct customer is not an owner, you can't spend time with them and really the your contractor or your design firm is really a channel to market, because if I go to one contractor and I can get on 20 projects, that's very efficient. If I go to one owner, I'm probably going to get one project. That's less efficient. But I just finished my I put a deck together that's very focused on owners and it's really to help them understand what technology is available and then to start asking for it, because they don't know. They only know what their architects and engineers and contractors tell them exists.
Speaker 2:Sure and if there's something that exists. Imagine this that there's a tool that says, hey, an MEP engineer can design a building in a tenth of the time. Why would an MEP firm ever tell the customer this right? Yeah, yeah, whereas if I tell the customer hey, I didn't know. If you know there's a tool where MEP firm can do it in a tenth of the time, you should ask about it. Then all of a sudden, the dynamic changes.
Speaker 1:Sure, yeah, but isn't there a pretty severe limit to that? Though, I mean, I guess I'm sort of thinking down the road. You know, you tell the owner that there's a tool that does this, and then the owner requires the MEP, or tries to require the MEP, to use that tool. Isn't there a severe limit to that? I mean, you, you could say, sure, well, does the MEP firm want the work or not? But but there's such a, there's such a, um, uh, pipeline. Pipeline is not the right word, but you know well, the MEP firm is using this tool because that's what they have enterprise agreements on, that's what all their people are trained on, that's what their people learned on in school, and so on and so forth. So it seems like it's. It would be a pretty, pretty high hurdle to think that an owner is going although I'll bring this back around because I can give an example of this happening um, you know, it seems like a pretty high hurdle to think that the owner is going to force it down the other direction for a project.
Speaker 1:But when I was a recent graduate, about 120 years ago, um, we, there were a, there was a whole row of machines in our office. I worked for a large firm in Chicago and there's a whole row of machines in our office that were Sun Microsystems machines and the only reason they were in the office was because a particular owner and I probably can't say who, but a particular owner required that the software being run was a software that was only running on those Sun machines. Everything else, every other project in the office, every other client, et cetera. Well, no other client had that kind of requirement, it was just this one client and for whatever reason, no, no other client was had that kind of requirement. It was just this one client and, and for whatever reason, it predated my time there. But for whatever reason, we agreed to that and we worked on that software on those machines for that owner on their project. I'm sure there's a promise of multiple projects, but I don't know if that ever came to fruition.
Speaker 2:Well, there's also a lock-in. If you're an architectural firm and a client says, hey, will you use this? And you're the only one that uses it they're not going to go anywhere else right.
Speaker 1:Well, yeah, until the next firm does.
Speaker 2:Right, but at least you have some exclusivity. Competitive yeah, but I think that the bigger thing right isn't that an owner says you shall do this right. It's just the owner being aware that these tools exist.
Speaker 2:The second piece of that is I think the design realm gets so fixated on it. The owner knows we can do it cheaper. They're going to cut our fees. What I will tell you is every owner I've talked to had never complained about design fees zero complaints. Their complaint is turnaround time, understanding schedule, the quality, the errors and omissions in the drawings that drive, change orders. Because you know the design fee is a tiny, tiny number compared to construction.
Speaker 2:That's the number they care about, that's the number they care about, that's what they really care about. And so I think, you know, I think this apprehension that like oh, you know, we're off on a little bit, apprehension like, oh, I can do work in a third of the time or a tenth of the time, immediately believes that the customer wants that. The owner is going to say, oh well, charge me a lot less. What owner is going to say, oh well, charge me a lot less. What they're going to say is like fantastic, so you can move faster, you can deliver better quality, so I'm not going to have change orders, that's all they care about. I mean, design fees are just such a rounding error on a project.
Speaker 1:They really are. Yeah, and I think that fear also comes from or maybe even exacerbates or something, the flaw in the business model. Right, there's such a focus on the design side, on the deliverable, right, as you know, the stack of 24 by 36 inch pieces of paper that go out the door, and you know, if that's what you know, the, the 20, the stack of 24 by 36 inch pieces of paper that go out the door, and you know if, if that's what you think the value of your work is, you've got a problem. Um, and this is not new either. I mean, this is, this is a problem.
Speaker 1:So you know what you're saying, that fear. Well, if the owner learns about this tool and allows us to to go faster, they're going to cut our fee. I mean, they might, they might, um, they might value getting there faster. But you know the the reality is you better embrace that because, um, you always need and I'm still and I think we talked about this last week, maybe you know I remember doing my internship and and cranking out, uh, entire permit sets for tenant improvement projects, one project a day, with a pencil, right by hand and then we had autocad and then we had revit.
Speaker 1:you know the not as a sales pitch or a commercial for autodesk, but I I would argue that we really haven't advanced. You know, revit's a fancy electronic pencil. Still we're not utilizing it in the way it should be used. We need to learn the tools, we need to learn how to leverage the tools for a better, better generation of value. And I think until until that happens, it's, it's always going to be a race to the bottom, it's always going to be a race to commoditization.
Speaker 2:There's this weird thing that I'm not going to design a building in the way it's going to be built. It's like fascinating, right, I'm going to give you instructions, which is what CDs are plans and specs are instructions on how to put something together. And so it's like if you go to Ikea and they just show you the finished product and then they they leave out, you know like you have to go search Home Depot for the screws and the tools, the means and methods, right, they just say, hey, here's the finished product, Go figure it out. It's obtuse, right. It's just absolutely obtuse. If you take someone off the street and say, here's how we design and build buildings, they would think it's like a joke, Like where's the candid camera For?
Speaker 2:you youngins, there was a show called Candid Camera. I thought, oh, good one, where's the candid camera? You know, for you, youngins, there was a show called Candid Camera, oh, but but it's just such an obtuse thing, and and so anyway. So I think, if we believe that technology, innovation, data are what matters, I feel like there's a person missing at that project, and I think that's an entire business at that project, and I think that's an entire business, you know, and I think it's an entire business that an owner is willing to pay for.
Speaker 1:They are willing to pay for that, the right owners, right yeah, oh sure, yeah, I mean all of these conversations we have, right, that's, that's always the case, right, the right owner, um, and, and I I think in most of the things that we talk about, there will be more and more right owners as things advance. But, um, so do you think, if, if there's a, if there's an entire business there, is it an entire business, an entire new business, or is it something that's that becomes a department in business? Or is it something that's that becomes a department in some firm, or is it something that springs out of some firm?
Speaker 2:I think it has to be a whole new business, and there's a couple of reasons why one, I think you have to be technology agnostic. Okay, right, I think you can't show up. You know the Autodesk people are going to show up and they're going to sell you Autodesk, whether it's the right thing or not, right? So I think you have to be product agnostic. So that's an issue then. I think you have to be team agnostic okay right.
Speaker 2:so I don't think you could have an architecture firm offering this, I mean maybe as a separate business, right? Once again, it's a separate company, right, and I don't think it'd be the worst business for um, an engineering firm or a construction company to offer to say, hey, we're going to be your project systems integrator, but we're a separate business we can work on, you know, if you're, you know DPR construction, it doesn't mean that you have to use DPR. It's independent, but we're leveraging all the experience we have to work to help you guys do this.
Speaker 1:I think if you can truly be independent, then yeah but it doesn't because you have to bring out a glider's rough world. I know you love them.
Speaker 2:They don't have the talent right. I mean they could. They could launch any business, but once again in the owner's rep world, you know, are they going to put their neck out there. I mean the reason why people love the owners right, well, that's that's a fair point, right. They live with no liability. Yeah, this world of no liability yeah, this is that's true.
Speaker 1:That is true. That that's that's sort of the crux of it, isn't it? Yeah, okay, so we're gonna, we're gonna have a a new, uh, a new business, a new consultant come in to be the systems integrator yeah, um play the systems integrator.
Speaker 1:Yeah, play the systems integrator role. What, what, what are they going to need, you know, when they hit the ground running, or when they they jump in and talk to their first owner, whoever it is. What is it? What is it that's going to be the hook or the main selling point that they're going to have to have ready to deploy?
Speaker 2:I think they have to be. You know, I always feel like they have to be kind of like industrial engineering types. Right, hey, let's, I'm going to sit down with your project teams, we're going to map out the process, we're going to map out the milestones and then we're going to look at, like, from a data perspective, what in what data do you want along the project development phase and what data do you want as an end state? Right, it's kind of funny, nick Durham on our team at Shadow, I was showing him a presentation, a BIM presentation from 20 years ago maybe now, right, 15 years ago, and I'm walking him through it and it was for a big hospital system in Cleveland and at the end of it it's like hey, here's all this data. And then, by the way, at the end of your construction job, there's a box full of stuff. And I have a picture of a guy at the hospital with a box with all these drawings and all kinds of cut sheets and big cardboard box full of stuff.
Speaker 1:I was like so as an owner.
Speaker 2:you get a big building and you get a box full of stuff and that's kind of quote unquote your owner's manual for this $200 million asset you just built. This is the owner's manual you get to manage it.
Speaker 2:And so Nick Durham was like dude, this is so funny. He's like surely it's not happening that way today. And I was like don't call me Shirley, but you know, airplane reference, also Google it Also airplane reference. But I think I just kind of laughed at it. I was like Nick, I think things are mostly the same. I think, you know, maybe that box of stuff at the end of the project closeout is maybe a PDF of all the stuff that went in the box, but it's not data. It's not data.
Speaker 1:No, no, I mean, you know it went from that box of stuff to a bunch of binders and then from binders to, I suppose, like a whole catalog of CD-ROMs or something. Right To now I don't know, maybe it is a giant folder on a Google Drive or something somewhere, but but yeah, I don't. You know. I, I understand and I hear what our innovation leaders are talking about and the data that they're collecting again for in-house for their purposes not for their customer, but I don't.
Speaker 1:I have not heard much about that data on the owner side, which which I do find fascinating, right, because it's one of my biggest, one of my biggest beefs.
Speaker 1:I have a lot of beef. I've got a lot of beef. Where's the beef? Google it, although you might want to be careful with that but I have a. I'm a thesis advisor again this semester and I have a meeting with my thesis student here in a little while and he's working on a, on a architect as developer type idea, and one of the things that we have talked about is you know, as a, as a developer 2025 and beyond, or whatever. Well, we'll go take a, take a half step back right.
Speaker 1:One of my biggest beefs with the architectural education, the engineering education, a lot of the educations that people that are headed into the AEC field one of the things that's really lacking is a real understanding of how things are financed and developed and constructed and operated, including a developer's pro forma right. You need, as an architect, you need to understand your client's pro forma and you know, when we're talking about this idea of data on the owner's side, it only makes sense, for as much as developers know and as much as they put into their pro formas on the front end, they must surely be wanting or valuing the collection of data on the back end or throughout the process and then on the back end that they can implement for the next project and the next project and, by the way, by the way, right, like just at a very simple level, since there might be two or three people to listen to the pod that are not from our industry, um, would you say that we're not from our family?
Speaker 2:yeah is a. If you're buying a used car and that used car has a clean car facts and meticulous maintenance records, versus one with no car facts and no maintenance records, are you willing to pay incrementally more or pay the same, but choose the one that has better data associated with it?
Speaker 1:Sure.
Speaker 2:Yeah, I mean, it's a no brainer, and for a building, I mean for a building, of course.
Speaker 1:Yeah, yeah, yeah, it's some level. I mean a lot of the things that we've talked about over the, you know, the last 20 or 30 years, whether it's sustainability, resilience, whatever we're going to call it. Now, you know some of these, some of these things and incentives and ideas that we've talked about. At the end of the day, maybe they get boiled down that way. Right, it's like, which one of these would you choose? But, at the end of the day, this marketability, it's it's money, it's it's value, right? So, oh, well, it's it's lead, platinum or something like that.
Speaker 1:Okay, well, I understand that. That means it's certified, it's third-partied. You know, we have the data on all of the materials, we have the data on all of the construction and things like that. So, yeah, on an even scale, yeah, I'm going to pick that one over the other one. Or maybe, yeah, I'll pay more for that than I will for the, uh, the one. That's not because I understand more about the operational future of of this. Um, yeah, I think. I think that makes complete sense and I really do think that a lot of the things that we talked to eventually boil down to that on the owner-operator side, owner and operation side.
Speaker 2:No, 100%. So I think, like I said, I got some people reaching out. Most people haven't gotten one pitch deck. I've had a lot of people reach out saying like, hey, I'm interested, and I've actually met with several people that said, hey, I'm interested. I got more people saying, hey, if you're starting a new company, I'd like to come work for you. Not a lot of pitch decks, but I mean, look, I think it's interesting times and I think I even look at it with my venture capital hat now is I'm almost not spending time with startups that are like, hey, we're to.
Speaker 2:You know, I think I had another post and maybe you should where I talked about like hey, we go from manual to digitization, to transformation. So you know, digitization is taking what we manually did and putting it into a computer, transformation with the same process. Transformation is digitization plus a new process and disruption is transformation plus a new business model. So a lot of what I've been focused on is disruption, transformation with a new business model, and I think from an investing perspective, that's what I've been really kind of focused on, because I just think like, do we?
Speaker 2:You know, someone pitched me this thing the other day like, oh, we were automating punch list items. I'm like why do we have punch list items? Like let's ask that question, right. And it's like, well, because I'm like, okay, well, why don't we just not have punch list items? Let's solve that problem? In a perfect world, perfect world, you know. So whenever people are like hey, I built a tool to better track problems, I'm like zero excited about that. I'm like no, no, no, I want you to use technology to actually solve the problem yeah, well, that's also a good, a good highlighter, right right, you know.
Speaker 2:So, um know, I just think it's like tell me your product will have if I use your product. There'll be zero change orders, zero punch list items, zero energy consumption right, that's the idea. Is that's real disruption, not like this whole? I mean, like I said, you know, when you're an architect, you know it's this whole idea, like we're drawing drawings with no means and methods that you know, in our next mastermind group, I think we should like. Here's what we're going to do I'm going to get like 20 Lego sets. I'm going to pull all the instructions out of it. 20 lego sets, I'm going to pull all the instructions out of it, and I'm just going to cut the finished product and put it on the table and say go, go, go, guys, go do it. Yeah, it'll be a fun exercise yeah, oh, by the way, here's the other thing I'm going to do.
Speaker 2:Each person only has a certain set of parts, sort of legos and they have to coordinate with this is gonna be a team process. Right team process and they have to coordinate with the other three people and one of them doesn't get to use their hands. They have to. There's only one person that's using their hands. The rest of them have to tell them how to do it.
Speaker 1:Yeah, we should work on this.
Speaker 2:This would be a great workshop thing.
Speaker 1:It really would right, well, we're gonna do this, do our next in person in phoenix. I mean, maybe, maybe we need to jump on and, uh, have some lego sets sent that direction yeah, the the person representing the owner.
Speaker 2:We're just gonna blindfold you. Just sit over there. We'll let you know when it's going to be done. And you'll find out at the end what it's going to look like.
Speaker 1:We're going to need to have some attorneys in the room as well. I'm sorry, I'm going to sue you. That doesn't look right.
Speaker 2:And then I'm going to have some people dress up as like clouds and run around just like kick the tables over throw buckets of water in the table I'm telling you we're joking, but this sounds like an amazing like well, I'm sitting here thinking it's like we we actually have time to pull this off. No, we definitely need to do this. Get Ethan on it. Ethan will get it.
Speaker 1:Oh, he will. So you know, if you're listening to this, I don't know. I would have to ask producer Ethan about our publishing schedule. But if this publishes before our next in-person mastermind meeting in Phoenix and you're headed that way, be ready. You're gonna need a rain suit, some gloves and an imagination. You might wanna do some research about Lego sets. Know everything you can about popular Lego sets before you get there.
Speaker 2:Yeah, I'm telling you, man, we're doing it it here we go either we're doing it at the event or we're doing it the bar later on that day well, that's more appropriate because that gets another realistic element in there every time you get it wrong, you have to take a shot who's gonna play osha?
Speaker 1:uh here we go, doesn't?
Speaker 2:it feel like designing a building and building if it was turned into a drinking game well, every time there's an RFI, everybody has to take a shot there's.
Speaker 1:There's some level of realism in that.
Speaker 2:I know the owner's taking a shot every time they get a change order across the internet yeah, this is true.
Speaker 1:This is true. All right, well, I'm gonna. I, I know the owner's taking a shot every time they get a change order. Yeah, this is true, this is true, all right, well, I'm going to. I need to do some Lego shopping now. Yeah, that that is. That is really interesting. This, this idea is. It is intriguing. So what KP and I have been talking about is his post, or one of his posts from AP and I have been talking about it.
Speaker 1:This is a post, or one of his posts, from February 12th, I believe, 2025. It goes like this In construction tech, there's a glaring, massive business opportunity. It's a pretty simple concept. The system integrator, construction companies, do not have the resources to deploy innovation on a project by project basis at scale. Startups need to build innovative products they can't handhold. Construction is very fragmented geographically, so a local sales and marketing team is needed in every major market. With so many point solutions solutions, the contractor needs an integrated approach to adopt.
Speaker 1:And then you, then you go on to talk about you know people sending you pitch decks which no one has yet. So, um, so if you're out there, find this post. If you're a startup, you're somebody that wants to start this, find this post on linkedin. Reach out to k and say hey, here's my pitch deck. You need a pitch deck to go to market strategy and the funding requirements, and KP's interested in talking. All right, as always, I've been joined today for this conversation by KP Reddy. He's the CEO and founder of KP Reddy Co and also the founder of Shadow Ventures. He posts several times a day on LinkedIn. You should be following him, k-p-r-e-d-d-y. Lots of insights from all different directions in AEC and having to do with the built environment Everything from designing, instructing, owning, operating in the built environment and this is just another great example of one of those posts, and it's my opportunity every week to sit down and say, hey, what were you thinking, what was the inspiration for that particular post on LinkedIn? So, kp, thanks for joining me today. This has been fun.
Speaker 2:All right, thanks, jeff.
Speaker 1:All right, go get some Legos. And for those of you that are listening, thank you. We'll be back again next week with another.