David Pead, CBE Marketing Network
The Construction Marketing Roundtable brought together senior marketers from across manufacturing, contracting, architecture and consultancy to reflect on what lies ahead for the built environment in 2026.
Hosted by Liam Bateman at The Think Tank, in partnership with the Construction and Built Environment Marketing Network, the discussion quickly moved beyond forecasts for the year ahead to explore deeper questions of credibility, regulation, education and the evolving role of marketing itself.
What emerged was a shared recognition that marketing teams are operating in a more complex, scrutinised and interconnected landscape than ever before.
The importance of technical knowledge
As the conversation unfolded, it became clear that marketing in construction is now defined as much by technical competence and judgement as by communication skills. The discussion repeatedly challenged the idea of marketing as a support function, describing instead a role that sits at the intersection of product, compliance, sales and strategy.
“If you’re in marketing and you’re in construction, you’re not a colouring-in department. If you actually want to survive, you really are not that.”
“We’re not B2C purveyors of froth. The level of technical knowledge around this table is huge and that is a huge asset to our businesses.”
“You couldn’t just take a marketing person off the street and drop them into this industry. With no knowledge or understanding of how it works, they’d really struggle. They’d be lost.”
Marketing teams are increasingly required to act as translators between regulation, product development, commercial reality and customer understanding. In many cases, marketers are expected to understand risk, compliance and specification in ways that go far beyond traditional brand or campaign management in other sectors.
While this depth of expertise gives marketing real influence, it also places responsibility for decisions that carry legal, safety and reputational consequences.
Regulation, compliance and credibility
Talk of regulation quickly shifted from abstract obligations to commercial reality, shaping how products are positioned, priced and defended in the market. Several participants spoke about the cost and complexity of doing things properly, and the ongoing tension between quality, safety and price in a competitive market.
“Everybody wants a safe building. Everybody wants quality. But there’s still this expectation that construction should be cheap, and those two things don’t sit comfortably together.”
“We know we’re not the cheapest, and we don’t want to be. What we sell is credibility, compliance and trust.”
“Just because something can be bought doesn’t mean it’s appropriate, and it doesn’t mean it’s safe. That’s a conversation we’re having all the time.”
Marketing teams have to communicate these messages, not only externally to specifiers, contractors and clients, but internally within their own organisations. In many cases, marketers are required to explain why shortcuts cannot be taken, why compliance carries cost, and why long-term credibility must outweigh short-term commercial pressure.
Regulation ahead of readiness
Looking ahead, the roundtable reflected on how upcoming regulation is already influencing marketing decisions, often well before the wider market feels ready to respond. Products and propositions are developed in anticipation of regulatory change, while large parts of the supply chain are still grappling with existing standards.
“We’re designing and developing for the Future Homes Standard now, but a lot of the market isn’t ready for it yet.”
“You’re talking about Future Homes with people who are still trying to understand what’s already required today.”
This creates a difficult position for marketing teams, who are expected to generate interest and understanding before regulation becomes an immediate commercial reality.
“We’re having to explain why these products exist before people feel the pain that regulation is going to bring.”
“A big part of marketing at the moment is about preparing people for what’s coming, not what’s already landed.”
This means marketing has to play a bridging role, translating future regulation into present-day relevance, while also contending with gaps in skills, education and confidence across the supply chain.
“You can have the right product and the right regulation, but if the education isn’t there, adoption just doesn’t happen.”
Roundtable participants
Liam Bateman (Chair), Managing Director, The Think Tank
Helen Cooper, Head of Marketing, Altecnic
Emma Cox, Head of Marketing, Watts Group Limited
Charmaine Dean, Marketing Manager, Catnic
Stuart Devoil, Group Head of Marketing, James Latham
Catherine Fyfe, Group Marketing Director, Genuit Group
James Hulme, Group Global Director of Communications, Broadway Malyan
Amy Law, Senior Marketing Manager, Eleco
Stacey Lucas, Commercial and Marketing Director, Sontay, & President of the BCIA
Gareth Osborne, Associate Marketing Director, Pick Everard
This is the first of four reports from the Construction Marketing Roundtable. The next article explores education gaps across the supply chain and how influence is shifting.