Henry Boot Construction‘s Ryan O’Loughlin FCIOB explains why self-awareness and authenticity are fundamental qualities for a successful construction leader.
I originally planned to pursue a career in accountancy and was studying A-level maths, business studies, and accounts at college. However, I came across an advert for a trainee quantity surveyor (QS) role, which I thought looked interesting.
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At the time, information wasn’t as readily available as it is today, and even my college careers adviser wasn’t familiar with the role.
Determined to learn more about what it entailed; I took a trip to the local library to research what a QS does.
What drew me to construction was the opportunity to apply my skills with numbers while gaining a degree alongside hands-on experience.
I joined Henry Boot Construction in 1996 as a trainee QS and have had incredible support throughout my career – progressing through operational, leadership, commercial and director roles.
Fast forward to today and it’s been a rewarding journey so far – I’m proud to have built a career in such a dynamic and impactful industry.
What are your main responsibilities?
My career has been largely focused on quantity surveying, but over the past decade I’ve been involved in commercial leadership roles.
This year, I’ve taken on a broader operational role that extends beyond commercial management to encompass overall project delivery and performance.
A key part of my role as regional director is managing customer relationships, ensuring that we continue to meet and exceed expectations. Additionally, I focus on making sure our teams have the right level of support to deliver projects successfully.
This transition has allowed me to bring both my commercial and operational experience together to drive performance and strengthen our delivery approach.
What do you enjoy most about your role and what would you change if you could?
The part of my role I enjoy most is supporting the development of our people. It’s incredible that nearly 50% of our workforce has come through the Henry Boot Construction apprenticeship programme – a true testament to the investment we’ve made in training, development and creating a strong company culture.
Seeing individuals grow within the business and progress in their careers is hugely rewarding.
If I could change one thing, it would be the pace of continuous improvement in the construction industry. Even 25 years after the Latham and Egan reports, we’re still discussing many of the same challenges, from productivity issues to skills shortages.
The industry has yet to fully overcome these barriers, and with traditionally low margins limiting research and development investment, progress can feel slow.
There’s still a lot of work to do, but I’m optimistic about the opportunities ahead.
How do you keep your skills and knowledge up to date?
For technical and contractual knowledge, I look to structured training and industry resources. The CIOB online library is a great tool for accessing up-to-date information and insights relevant to the sector.
When it comes to softer skills such as leadership and people management, I turn to platforms like YouTube and Spotify for podcasts and talks. I love listening to TED Talks on my way to work.
What advice would you give to someone who wants to take the next step to a director-level role?
Always stay true to the core values that have guided you throughout your career.
For me, self-awareness, authenticity and integrity have been the key principles that have shaped my journey.
Another crucial piece of advice is to surround yourself with talented people. Strong teams make both you and your business more efficient.
