On National Technology Day, we recognize how technology drives project excellence at FlatironDragados.
FlatironDragados is institutionalizing a unified construction‑technology practice so that models and data guide decisions from the first pursuit conversation through handover. Across our North American portfolio, Digital Services is not a side capability but the fabric of how work gets designed, coordinated, sequenced, and reported—raising safety, schedule predictability, and cost certainty. Our backbone is threefold: Digital Delivery (BIM/VDC), Business Intelligence & Data Strategy, and Artificial Intelligence & Automation—one continuum that moves work from manual to model‑ and data‑driven and from reactive reporting to predictive operations.
Digital Delivery (BIM/VDC)
First, Digital Delivery (BIM/VDC) anchors delivery with a model‑first approach. On pursuits, we start with conceptual 3D and 4D sequences to test logistics and illuminate trade‑offs. As design advances, those same models become the coordination hub for quantity takeoff, clash detection, and constructability. In the field they power 4D simulations, work planning, and model‑based takeoff, with augmented‑reality checks that keep crews aligned on what is built and where. We connect BIM to GIS so teams see the work in its true context—where it sits in the corridor or city block, how it will be staged, and what it means for safety and community impacts.
This approach has produced tangible wins. At Battery Park in Manhattan, dense urban coordination resolved more than three thousand issues across disciplines; that clarity reduced design‑related change orders, improved readiness, accelerated the timeline, and lowered rework risk. At the Hampton Roads Bridge–Tunnel (HRBT) replacement in Virginia, 4D planning for the tunnel boring machine’s U‑turn aligned means and methods across stakeholders and gave field teams a visual sequence to execute. Point‑cloud scans overlaid on the BIM model produced millimeter‑level heat maps to reconcile as‑built conditions and resolve tolerance questions early. On Howard Hanson, model‑based quantity takeoff provided live, comparable views with visual change tracking so estimators and engineers could reconcile scope quickly.
Business Intelligence & Data Strategy
Second, Business Intelligence & Data Strategy converts activity into insight. We built a governed data backbone: source systems feed a warehouse and curated Power BI workspaces for Finance, Project Controls, Preconstruction, Equipment, Safety, Quality, etc. Adoption follows a deliberate cadence—enable and empower, then integrate and automate, then optimize and scale—so reviews become forward‑looking. Preconstruction and project controls manage pipeline, risk, cost, and schedule in standard dashboards; finance shortens close cycles; and quality teams monitor nonconformances, deficiencies, and trends in a single view. At the Dry Dock project in Hawaii (U.S. Navy), the project controls workspace consolidates cost, productivity, and schedule data so the entire team can see and act on a single source of truth.
Artificial Intelligence & Automation
Third, Artificial Intelligence & Automation equips our people with secure, practical tools. Every employee has access to Microsoft Copilot so routine drafting, analysis, and summarization move faster in a secure environment, and over two hundred power users participate in our Enterprise ChatGPT pilot for advanced tasks, with licenses facilitated by Turner. Inside Procore, our document management system, Copilot Assist is available on all projects; an RFI agent is live enterprise‑wide; the Daily Log agent is piloting on four projects (SR400, Ballard Pump Station, DEN 2940 Tanks & Valves, and IH‑35 Ellis County); and a Submittal agent is next. We launched an AI Agents program in July with governance and a central inventory spanning idea, development, testing, and deployed so each business function can pursue the automations that matter most.
The agents are practical and field‑tested. “Safety Mike” analyzes incident reports, identifies trends and leading indicators, supports root‑cause analysis, and drafts corrective actions—accelerating investigations and elevating PICC narratives while guiding pre‑task planning. A companion Safety Regulation Monitor tracks federal, state, and local rule changes and produces a monthly digest so project teams can adjust plans before audits. In risk management, an RM Covenant Matrix Analyst converts owner agreements into obligations with risk tags and flow‑down prompts, shortening the path from award to a usable risk register and reducing downstream disputes. On the Dry Dock program in Hawaii, assistants for Submittals and Work Plans interpret complex requirements to produce compliant drafts, allowing engineers to focus on technical judgment rather than boilerplate. In procurement, a Flow‑Down Generator extracts the clauses that must appear in subcontracts, and a red‑lines reviewer is being explored to raise the quality and speed of reviews. Proposal writers use agents—from company introductions and safety sections to RFQ shredding—to transform long RFPs into deliverables lists and compliance matrices in hours instead of days. Schedulers are building a Monthly Narrative Generator that reads Technical Progress PDFs alongside P6 extracts to produce the first draft of schedule commentary grounded in data. And in Project Controls, ClaimsBot drafts correspondence and change‑order language in a neutral, contract‑aware tone that stands up to scrutiny while speeding submissions.
At the P3 SR400 project in Atlanta, schedulers are using ALICE—an AI‑enhanced scheduling tool—to generate what‑if scenarios and resource‑loaded schedules in minutes instead of days, enabling faster iteration and clearer conversations about time‑cost trade‑offs.
When we speak of Digital Delivery, Business Intelligence, and AI & Automation, we are pointing to one continuous discipline: models and data that inform choices, software that automates the repetitive, and people who are trained and empowered to use both. The outcome is project excellence—clearer scope, earlier risk discovery, faster submittals and RFIs, more predictable schedules, and safer jobsites.