Dave Rogers
Dave Rogers tracks the business fortunes and boardroom battles of the UK construction industry, focusing on major contractors, consultants and the deals that shape big projects. At Building he covers the business side of construction, from corporate shake-ups and financial results to the companies behind high-profile schemes such as the rebuild of Aston Villa’s stadium stand.
Major contractors and corporate turbulence
Rogers concentrates on the largest construction and infrastructure contractors and the consultants that sit around them. His coverage follows listed and privately owned firms through profit warnings, refinancing efforts, restructurings and leadership changes, treating these as industry-defining events rather than routine market noise. He writes closely on annual and interim results, order books, and margin pressures, giving readers a clear view of which businesses are growing, which are retrenching and how strategy is shifting in response to market conditions.
Many of his stories are driven by corporate movement: board departures and appointments, mergers and acquisitions, and the fallout when projects go wrong. He covers contractor collapses, business failures and the ripple effects on supply chains, following who picks up stranded projects and how creditors are affected. When a major firm wins or loses a flagship job, Rogers treats it as a business story about pipeline, pricing and risk appetite as much as a project win, often setting competing contractors side by side to show how the market is rebalancing.
His tone is direct and unsentimental. Rogers writes in short, information-heavy pieces that prioritise contract value, programme details and the names of the firms and people involved. He tends to foreground the financial and commercial consequences of decisions, such as how a dispute, delay or redesign will feed through to a contractor’s workload and balance sheet.
Sports stadium and stand redevelopments
A distinctive strand of Rogers’s coverage is his focus on sports venues and other high-profile public arenas as business stories for contractors. He reports on the teams lined up to redevelop stadiums and stands, including work such as the project to rebuild an Aston Villa stand, specifying which contractor or joint venture is in pole position and how they secured the role. He treats these projects as a proving ground for contractors’ technical capabilities, risk tolerance and appetite for complex, high-visibility jobs.
Within these pieces he pays attention to capacity increases, phasing around match-day schedules and the way construction programmes are organised to keep clubs trading throughout build. The numbers matter: he cites construction values, funding structures and, where available, indicative budgets for wider estate regeneration around stadiums. Rogers also brings in competing bidders and previous iterations of schemes, charting how clubs move between preferred contractors and how design changes alter the commercial equation.
These stories often sit at the intersection of sport, civic regeneration and construction business. Rogers uses them to show how contractors position themselves for politically sensitive and tightly scrutinised work, and what winning such a job signals to the wider market about a firm’s standing.
Procurement rows, disputes and public scrutiny
Rogers regularly follows the contentious side of major projects: procurement challenges, legal disputes and the inquiries that follow failures. His reporting on procurement rows examines who brought a challenge, on what grounds and with what implications for project timelines and costs. He tracks frameworks and major public-sector programmes, naming the contractors that make the cut and those that miss out, and highlighting how changes to procurement rules or scoring affect the contractor league table.
When disputes and overruns emerge, Rogers focuses on consequences rather than rhetoric. He details who bears the cost, how much is in contention, and how this interacts with contractors’ existing financial pressures. In coverage of inquiries or official reviews linked to construction failures, he draws out what the findings mean for future work-winning prospects and for the way risk is allocated in contracts.
Across this strand of work, his approach is to strip stories back to the contract, the parties and the money. Rogers places particular emphasis on written decisions, contractual clauses and formal statements, giving his pieces a document-led feel that distinguishes them from more anecdotal project coverage.
Industry voices and comment-led pieces
Alongside hard news, Rogers writes comment and analysis that reflects how senior figures inside contracting and consulting firms see the market. These pieces often use direct quotes from executives and project leaders to test received wisdom about workload, inflation, labour shortages and government policy. He uses interviews to probe how contractors are reshaping their businesses, whether by exiting certain sectors, focusing on framework work or pursuing overseas expansion.
His analysis tends to be grounded in current deal flow and project lists rather than broad economic theory. Rogers connects individual contract wins and losses to wider themes such as consolidation among tier one contractors, shifting risk profiles on design-and-build jobs, and the impact of political change on public-sector pipelines. The result is a body of work that treats construction not just as a technical discipline but as a competitive, scrutinised business environment where corporate decisions quickly show up in the project ledger.
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