News & Press — 10 Years & 10 Insights with Luke Barton
Leadership Through Longevity: Lessons From 30 Years in Construction
In an industry that demands clarity, stamina and sharp problem-solving, our Construction Manager Luke’s perspective is refreshingly grounded in people-first thinking.
With 30 years of experience and a well-earned reputation as someone who gets the job done with good humour and high standards, Luke reflects on what’s changed, what still matters, and the kind of leadership that lasts.
As part of our 10 Years & 10 Insights series, we asked Luke to share the moments and mindsets that have shaped his career and continue to make the work meaningful.
What still excites you after three decades in construction?
As my career has progressed, it’s become much less about the product and more about the team. I still enjoy working on interesting projects, but I get greater satisfaction from putting together a team that delivers. Seeing people grow, and sometimes exceed their own expectations, is incredibly rewarding.
What’s one mindset you always try to instill in your teams?
Take the high road. It’s less muddy.
It can be human nature to shift your behaviour if you feel unfairly treated by a client, superintendent or subcontractor. I always encourage my teams to stick to their standards. Don’t compromise just because someone else does.
What’s genuinely improved the way we work?
1. Safety. When I started, safety wasn’t taken nearly as seriously. Hardhats were optional for some trades, high-vis gear didn’t exist, and safety was seen as something that got in the way. That mindset has changed for the better.
2. Technology. I still remember writing site instructions in a triplicate book and faxing them out. Web-based systems have changed everything.
3. Flexibility. Work-life balance wasn’t even discussed when I started. It’s not perfect now, but it’s improved a lot. That shift helps retain good people.
How has the industry shaped who you are?
I wouldn’t say it defines me, but it’s had an impact. Construction teaches you problem-solving and people management, and those skills translate well outside of work. Also, many of the relationships I value most have come through this industry.
What’s the most important lesson you’ve learned?
Our job as construction managers really comes down to one thing: removing obstacles. Whether it’s for designers, subcontractors or consultants, our role is to make it easier for others to get the job done.
What advice would you give someone entering the industry?
Construction isn’t for everyone, but for those who commit to it, it can be incredibly rewarding. There’s a wide range of roles, a lot of opportunity to learn and grow, and a strong sense of teamwork. You also get to work on projects that have a real and lasting impact on communities. The people you work with, and the camaraderie that develops, are some of the best parts of the job.
If someone shadowed you for a day, what might surprise them?
If it were my wife Clare, she’d probably be surprised by how little time I spend catching up over coffee. I’m fairly sure she thinks that’s all I do.
What separates a good builder from a great one?
You can deliver a high-quality project on time and still leave a client with a bad experience. A great builder delivers the outcome and leaves behind a happy client. They also know that no one builds anything alone. Every successful project is the result of a strong, collaborative team.
What’s a lesson you learned the hard way?
The time to negotiate is at the start of the contract, not at the end. In the past, it was common practice to drive hard on subcontractors during final accounts. That damaged good working relationships. It happens less now, thankfully.
Also, don’t ever buy Toohey’s Red for a site BBQ just because it’s cheap. That’s a mistake you only make once.
Have you ever worked on something that meant more to people than you expected?
Yes. I was part of a graduate program leadership group, and each year we delivered a community project. One year, we refurbished a youth centre and gymnasium in a Collingwood social housing facility. The works were relatively simple, but the gratitude and impact were huge. The group of stakeholders was incredibly diverse, and the response was unforgettable.