How can you build relationships and get your foot in the door for big contracts? We go straight to the horse’s mouth!

Nathan Carr, Director, Coast Construct Co, Burleigh Heads, Queensland

If you’re trying to break into a new construction network, what’s the best strategy for getting your foot in the door?

Focus on credibility first. Make sure your licensing, insurance, and safety documents are solid and easy to provide. Then lead with relationships – reach out with a clear capability statement, showcase a few recent projects, and prove you can show up, communicate well, and deliver on time. Large builders will often give smaller scopes to new contractors who demonstrate reliability and professionalism from day one.

What are some of the key things large builders are looking for when assessing prospective contractors?

Builders want contractors who are compliant, organised, and consistent. Key factors include current licences and insurances, strong safety systems, a proven track record of quality work, clear communication and transparent quoting and the capacity to deliver without delays. If you can show you’re dependable and easy to work with, you’re already ahead.

How can smaller contracting businesses turn their size into a competitive advantage?

Smaller businesses often win because they’re faster, more flexible, and provide a personal level of service bigger teams can’t. Quick decision-making, direct communication, and hands-on workmanship make you more appealing for builders needing responsive, detail-driven partners.

What are some of the non-negotiables when it comes to this sort of work?

Builders won’t tolerate missing or invalid licences/insurance, poor safety practices, unreliable communication, vague scopes or inconsistent quoting, or a history of delays or quality issues. Anything that creates risk or uncertainty is a deal-breaker.

What sort of tech do big companies expect contractors to have to run their projects?

Nothing overly complicated, but they do expect the basics – a reliable project management software, digital safety and compliance systems, clear documentation processes and the ability to communicate and share information quickly. These tools help keep projects running smoothly and show you’re operating professionally.

Brendan Buchan, Chief Operating Officer, BRE Services, Melbourne

If you’re trying to break into a new construction network, what’s the best strategy for getting your foot in the door?

Build your reputation early so when you approach potential clients, you’re known for your energy, availability, and professionalism. Across construction and industrial sectors, we all want the same things: contractors who listen, understand their pain points, and deliver consistently. Stand out by asking about past frustrations and what they’re trying to fix, then focus on solving problems and showing initiative. Strong relationships are built by getting the basics right and proving, job by job, that you’re dependable, capable, and easy to work with.

What are some of the key things large builders are looking for when assessing prospective contractors?

Large builders – in fact, any larger operators- are looking for contractors who reduce risk. So, strong safety practices, compliance, clear communication, and ownership of scope is key. They value teams who can manage timelines, adapt when issues arise, and keep projects moving. Cultural fit matters, so they will look for partners who have a track record of delivering exactly what was promised, without surprises.

How can smaller contracting businesses turn their size into a competitive advantage?

We differentiated through skill, hunger, drive, and vision — qualities that can outclass larger operators who are asleep at the wheel. Delivering on time, to requirement, and providing a service clients don’t need to second-guess, backed by well-trained, professional contractors, signalled the kind of business we were building. Being agile and solutions-focused is a clear value add that clients notice. These are the qualities businesses align with early, and established operators often recognise and value over sheer size.

What are some of the non-negotiables when it comes to this sort of work?

Safety, mutual respect, and fairness are non-negotiables at BRE. When you’re starting out, it’s easy to take on one-sided arrangements just to get a foot in the door, but your work and your reputation stick with you. Align with builders who treat contractors as partners, not expendable labour- a good builder will know one-sided relationships rarely last or end well, so avoid them. Projects run better when both sides are working toward a genuine win–win.

What sort of tech do big companies expect contractors to have to run their projects?

Digital platforms are now standard, and most builders expect electronic safety systems, SWMS, project management tools, and mobile-ready documentation. These tools aren’t just more professional, they help prevent errors, streamline workflows, and keep projects compliant.

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