By Leah Blackman
After a year – or let’s face it – nearly six years of economic uncertainty, supply chain woes, and rising construction costs, the traditional design, bid, build construction approach is no longer sufficient. Clients who once questioned whether they could afford to hire a construction manager have now flipped the script – they can no longer afford not to engage a construction manager.
As senior vice president of client partnerships at CM&B, a Northeast-based construction management firm and general contractor, I’ve seen firsthand how early engagement can transform project outcomes. For the past three years, I’ve also had the privilege of serving alongside an esteemed group of developers, architects, retailers and operators as a juror for the ICSC Global Design & Development Awards, where we’re tasked with reviewing some of the world’s most innovative retail projects.
As part of the submission process, one question we ask every entrant is: “If you could do the project over again, what would you do differently?” This year, a striking pattern emerged. Multiple submissions shared the same lesson: the need for earlier engagement with a construction partner to enable better project outcomes. That’s not a coincidence; it’s a clear signal that the retail real estate industry recognizes the value of proactive collaboration.
Recurring Themes from Global Projects
Across diverse markets from Nashville to Mexico City and projects ranging from multi-acre ground-up retail developments to cutting edge retail environments, the pain points were consistent, and the needs were clear:
- Supply Chain Preparedness: With continued supply chain volatility and global disruptions of lead times for critical materials, teams wished they had anticipated long-lead items earlier, especially critical components like electrical gear and vertical transportation.
- Schedule Optimization: Delays in permitting and skilled labor shortages often pushed start dates into peak retail seasons, creating operational headaches.
- Phasing and Technology: Several projects noted that phased construction and early integration of digital tools could have minimized disruption and enhanced sustainability measures and ultimately the customer experience.
Why Early Engagement Matters More Than Ever
To combat increasing volatility and uncertainty in the retail development market, due diligence and earlier involvement in pre-development has become essential. Here’s why:
- Risk Mitigation: Global supply chains remain unpredictable. By engaging early, teams can identify lead times, secure procurement strategies, and avoid costly delays.
- Cost Predictability and Budget Control: As we’ve seen with the chaotic threat of tariffs in 2025, market conditions shift quickly. Early collaboration allows for real-time cost modeling and value engineering before design is finalized, reducing surprises later.
- Schedule Certainty: Construction timelines are often impacted by permitting, seasonal factors, and labor availability. Early engagement helps align schedules with operational realities.
- Design Integration: When construction expertise informs design decisions from day one, projects benefit from details with an eye toward constructability and fewer change orders.
- Innovation and Sustainability: Technology and sustainability goals are most effective when planned early. From energy monitoring to smart systems, early adoption amplifies long-term value.
A Strategic Framework for Successful Collaboration
By establishing a partnership between all stakeholders from inception of a project, all parties are invested in successful project outcomes. Early engagement in due diligence and pre-construction planning ensures predictable outcomes.
For developers, retailers, and owners, the value in involving a construction partner early is clear: reduced risk, improved efficiency, and enhanced customer experience. These benefits are simply too significant to ignore, and the stakes are too high to risk the common pitfalls of a traditional approach.
As we start 2026, let’s embrace lessons learned and chart a new path forward, where it’s not just about building smarter – it’s about creating peace of mind.
Leah Blackman is senior vice president of client partnerships at Construction Management & Builders, Inc. (CM&B).