Sep 22, 2026 · 46 min · 11 segments
Tom Loader joined Multiplex in 2018 as an architect by background. Today, he leads the global contractor’s digital transformation across technology, data, AI, and digital skills. In this episode of…
Tom LoaderGuest
Asif MoghalHost
And that sort of like, I know I definitely want to come to AI in a minute, but I've picked up on a couple of things there.
One is, um, I guess another form of ROI could be the external perception that your clients and customers and supply chain have about you as a business.
They see you as a kind of a modern, forward-thinking business that's investing in kind of tech to make it easier to do business with you in the future.
So what you're describing, Tom, is the culture of the organization seems to be such that people aren't necessarily going down to the pounds and pence.
People are prepared to, I don't want to say take a risk, but people are prepared to say, hey, you know what? Conceptually, thematically, directionally, this is the right thing to do, so we're going to spend some money on it.
So there is that layer of governance around the type of transformation projects we take on, what we take on in a given year is actually quite a formal process within the business.
We have to be able to ensure that there is governance over whether you know, the promise of that change programme is actually living up to that promise and whether it's still bringing value to the business.
So there is a good, healthy structure of governance that sits within the organisation to make sure that we don't go away and do crazy stuff that's not going to bring any type of return.
That being said, it is open-minded to things that, in some instances, that have the promise of just being good for the business in some capacity, the right thing to do, to your point in there.
And on that culture question around maybe the outside perception and also the internal perception from all of us that work in the business.
So if I take the external perception, how do we want to be seen? Now, I think that is actually flowing in a slightly different direction over the last five years in one sense because at the base of all of it, if you're a contractor, you've got to be you know trusted you've got to be reliable if you have a client that's going to spend a billion dollars on on real estate we are we are a we are a fundamental part of that then getting a return on that investment
being a trusted brand and being a reliable brand is is the foundation for everything in there and that that has always been the case now more of what i'm seeing now is we're seeing that actually pushing ourselves with more complimentary image in the market as also being forward thinking, also being technologically adept is becoming more important in that brand and that image.
And that sort of like, I know I definitely want to come to AI in a minute, but I've picked up on a couple of things there.
One is, um, I guess another form of ROI could be the external perception that your clients and customers and supply chain have about you as a business.
They see you as a kind of a modern, forward-thinking business that's investing in kind of tech to make it easier to do business with you in the future.
So what you're describing, Tom, is the culture of the organization seems to be such that people aren't necessarily going down to the pounds and pence.
People are prepared to, I don't want to say take a risk, but people are prepared to say, hey, you know what? Conceptually, thematically, directionally, this is the right thing to do, so we're going to spend some money on it.
So there is that layer of governance around the type of transformation projects we take on, what we take on in a given year is actually quite a formal process within the business.
We have to be able to ensure that there is governance over whether you know, the promise of that change programme is actually living up to that promise and whether it's still bringing value to the business.
So there is a good, healthy structure of governance that sits within the organisation to make sure that we don't go away and do crazy stuff that's not going to bring any type of return.
That being said, it is open-minded to things that, in some instances, that have the promise of just being good for the business in some capacity, the right thing to do, to your point in there.
And on that culture question around maybe the outside perception and also the internal perception from all of us that work in the business.
So if I take the external perception, how do we want to be seen? Now, I think that is actually flowing in a slightly different direction over the last five years in one sense because at the base of all of it, if you're a contractor, you've got to be you know trusted you've got to be reliable if you have a client that's going to spend a billion dollars on on real estate we are we are a we are a fundamental part of that then getting a return on that investment
being a trusted brand and being a reliable brand is is the foundation for everything in there and that that has always been the case now more of what i'm seeing now is we're seeing that actually pushing ourselves with more complimentary image in the market as also being forward thinking, also being technologically adept is becoming more important in that brand and that image.
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