Alan Cahill, President & CEO, Hubbard Construction

April 2026 — Invest: spoke with Alan Cahill, president and CEO of Hubbard Construction, to learn about their infrastructure outlook in Central Florida, the company’s long-term commitment to the region, and how its Hubbard Academy is helping close critical workforce gaps. He also highlighted how technology and industry partnerships are improving delivery on major projects, noting, “The goal is to meet students where they are, demystify what we do and show that you can build a strong, well-compensated career in infrastructure construction.”

Reflecting on the past year, what have been the key milestones for Hubbard Construction in Central Florida?

Our core business continues to be infrastructure, with a primary focus on the Florida Department of Transportation market, complemented by work for marquee private clients like Disney and Universal. Strategically, we haven’t changed direction so much as doubled down on what we do best. Over the past year we’ve completed several high-profile projects for those clients that really showcase our capabilities.

Another significant milestone has been the development of the Hubbard Academy in Orlando. Workforce development is a major challenge across the industry, and we view the academy as both a differentiator and an investment in the future of Hubbard Construction and the industry as a whole.

What makes Orlando and Florida more broadly such an important market for Hubbard compared to your other regions?

Hubbard has been in Florida for 104 years, so this isn’t just another market for us — it’s where we grew up as a company. The state’s growth, especially driven by tourism and population inflows, directly influences the demand for the kind of infrastructure work we do.

While we also operate in regions like the Carolinas and the Mid-Atlantic, Florida is unique in its combination of steady population growth, strong tourism and a very active transportation program. That translates into a robust, long-term pipeline of work.

How has demand for infrastructure evolved across Central Florida, and what challenges are you facing in meeting that demand?

Demand remains very strong. There’s a significant volume of work across Central Florida in highways, site development and supporting infrastructure for major attractions and the broader regional economy. Our presence in the market is well established, so the challenge isn’t securing work as much as executing it effectively.

The biggest pressure point is the labor shortage. There’s a massive shortage of skilled manpower in the market, and much of the available labor doesn’t yet have the level of training the industry requires. Supply chain issues, while somewhat improved since COVID, still linger in certain areas and can complicate project delivery. Those two factors together — labor and supply — are the primary constraints.

How is the Hubbard Academy helping address workforce challenges and build a talent pipeline for the future?

Across the industry there has been a big push around workforce development. For years we supported external initiatives, helped fund them and participated, but they weren’t consistently delivering the talent we needed. That’s what prompted us, about 10 years ago, to establish the Hubbard Academy, and we now have one in the Carolinas as well.

What we’re building in Orlando is a state-of-the-art training facility. We bring people into the industry at an entry level and help them develop the skill sets they need to build a career in construction. We’re very intentional about focusing on young people coming out of high school who aren’t going to college but want a solid, long-term career path. Construction is a great career, and while the academy represents a significant investment for us, we see it as an investment in the future of Hubbard Construction.

What types of partnerships are you building to better reach and inspire younger generations to pursue construction careers?

We work closely with community colleges, trade schools, and increasingly with local high schools. Our teams participate in career fairs and career days whenever industry partners or schools host them. Those touchpoints have been productive in terms of identifying candidates and building awareness of the opportunities the academy and the industry can offer.

The goal is to meet students where they are, demystify what we do and show that you can build a strong, well-compensated career in infrastructure construction without a traditional four-year degree.

Beyond workforce constraints, how are you managing pressures from inflation and higher interest rates while maintaining profitability?

Inflation had a bigger impact last year than it does today, but its effects are still being felt. Many owners went into projects with budgets — whether $2 billion, $10 billion or any other number — expecting to deliver a set number of projects. In many cases, increases in material, labor, and overall cost of doing business have meant those dollars simply don’t go as far as they once did.

As a result, some clients have had to scale back or phase projects differently. For us, the response has been to stay disciplined: understand our costs, bid responsibly, manage risk and execute efficiently once we’re on the job. Maintaining that discipline is crucial in an environment where owners’ budgets are under pressure.

Where are you seeing the most meaningful impact from new technologies, including AI, data and automation?

We have several AI-enabled tools and technology platforms in use today. We didn’t develop them ourselves, but we’ve been early adopters where they make sense for our operations. Some of those tools support loadout systems at our asphalt plants. We’ve also outfitted virtually every large truck in our fleet with AI-driven cameras, which support safety and operational performance.

Beyond AI, we rely heavily on drone data to support project planning, monitoring and verification. All of our managers are on a collective project management system that connects the entire lifecycle of a job — from the initial estimate through to final completion. That end-to-end visibility is a big part of how we manage risk, stay on schedule and deliver consistent results for our clients.

How are these technologies and automation tools translating into better outcomes for your teams and clients?

At the Hubbard Academy, we’re incorporating technology directly into training through equipment simulators and driving simulators. That allows us to train operators more effectively and safely before they ever get onto a live jobsite. It’s better for our employees and ultimately for our clients.

On active projects, drones and integrated project management systems help us track progress, quantities and issues in real time. That leads to better decision-making, fewer surprises and more efficient project delivery. At the end of the day, technology is a tool that supports our people in doing their jobs at a higher level.

How do you view the project and workforce pipeline for the next few years in Florida?

We feel very fortunate to operate in a state with such an abundance of work and opportunity. The FDOT program is robust, and we expect it to remain so. The major tourist attractions in Orlando will continue to grow and evolve, and there is ongoing needs-based work like roadway maintenance that provides a steady baseline of demand.

From our vantage point, there is more than enough opportunity for everyone who can bring the right capabilities and execute well. The real focus is ensuring we have the workforce and systems in place to keep meeting that demand.

What role do partnerships with industry organizations and public entities play in advancing infrastructure and workforce initiatives?

Florida benefits from very strong industry organizations. Groups like the Florida Transportation Builders’ Association and the Asphalt Contractors Association of Florida are extremely active and effective advocates. They help bridge communication between FDOT and other owners on one side and contractors on the other.

Those organizations play a big role in aligning expectations, shaping policy and advancing workforce and safety initiatives across the industry. That level of collaboration is one of the things that makes Florida stand out compared to many other states.

What is your outlook for Florida’s infrastructure over the next three to five years?

I think the current administration in Tallahassee clearly recognizes the need to get infrastructure built and has made meaningful progress in improving project delivery methods. Florida is a growing state, and I don’t see that growth slowing. The infrastructure will have to grow with it.

Because of that alignment between growth, policy and funding, I’m optimistic. We’re in a strong position as a state to continue building the roads, bridges and related infrastructure needed to support residents, visitors and businesses.