{"id":158378,"date":"2026-03-26T07:38:22","date_gmt":"2026-03-26T07:38:22","guid":{"rendered":"https:\/\/www.pbctoday.co.uk\/news\/?p=158378"},"modified":"2026-03-26T16:30:01","modified_gmt":"2026-03-26T16:30:01","slug":"email-problem-no-ones-talking-about-construction","status":"publish","type":"post","link":"https:\/\/www.pbctoday.co.uk\/news\/digital-construction-news\/construction-software-news\/email-problem-no-ones-talking-about-construction\/158378\/","title":{"rendered":"The email problem no one\u2019s talking about in construction"},"content":{"rendered":"

Matt Cox, SVP of international sales at Newforma, discusses why email has become construction\u2019s most expensive \u201cfree\u201d tool – and what AECO firms can do about it<\/h2>\n

It\u2019s 4:30pm on a Friday and somewhere in an AECO firm, someone is frantically scrolling through hundreds of emails, searching for a critical response that\u2019s holding up Monday\u2019s work. A contractor has been chasing for two days. The information exists \u2013 somewhere \u2013 but finding it means wading through reply chains, checking sent folders and hoping the right person was CC\u2019d.<\/p>\n

This scenario plays out thousands of times daily across the architecture, engineering and construction industry. And it\u2019s costing firms far more than wasted hours.<\/p>\n

\u201cEmail wasn\u2019t designed to manage construction projects,\u201d Matt Cox says.<\/p>\n

\u201cIt\u2019s a communication tool that we\u2019ve forced to do project management\u2019s job. And the cracks are showing.\u201d<\/p>\n

The hidden costs of inbox project management<\/h3>\n

Cox has spent years working with architecture, engineering and construction firms across Europe, the Middle East and beyond. What strikes him about the market is how deeply email is embedded in project workflows \u2013 and how reluctant firms are to acknowledge the problem.<\/p>\n

\u201cWhen teams actually calculate the time spent searching for project information in email, they\u2019re shocked,\u201d he explains.<\/p>\n

\u201cBut the real cost isn\u2019t just the hours lost hunting through inboxes. It\u2019s the downstream effects: delayed decisions, duplicated work, disputes over who said what and when, and the near-impossibility of maintaining an accurate project record.\u201d<\/p>\n

Newforma\u2019s research shows that proper project and information management can save 12 minutes per information request and submittal \u2013 which translates to 200 hours saved for every 1,000 items processed. On large projects, these inefficiencies compound quickly.<\/p>\n

\u201cI\u2019ve seen disputes drag on for months because no one can definitively prove what was agreed,\u201d Cox says.<\/p>\n

\u201cEmail creates information silos. Ten people on a project team have 10 different versions of the truth, depending on who was CC\u2019d on which thread.\u201d<\/p>\n

Why we can\u2019t quit email<\/h3>\n

If email is so problematic, why does it persist? Cox points to three factors: familiarity, perceived cost, and inertia.<\/p>\n

\u201cEmail feels free and it\u2019s universal,\u201d he says.<\/p>\n

\u201cEveryone knows how to use it, and there\u2019s no upfront investment. But that\u2019s a false economy. What you save on software costs, you lose 10 times over in inefficiency, risk and project delays.\u201d<\/p>\n

There\u2019s also a cultural element. Construction has always been a relationship-driven industry, and email feels personal and direct.<\/p>\n

The idea of routing all project communication through a structured system can feel bureaucratic or impersonal.<\/p>\n

\u201cI get that resistance,\u201d Cox acknowledges. \u201cBut here\u2019s the thing: better information management actually improves relationships. When everyone has access to the same accurate, up-to-date information, there\u2019s less friction, fewer misunderstandings and more trust. The conflicts we see often stem from information gaps, not personality clashes.\u201d<\/p>\n

The compliance challenge<\/h3>\n

The stakes have risen considerably with evolving regulatory requirements around building safety and information management. Cox sees this as a potential turning point for how the industry handles project information<\/a>.<\/p>\n

\u201cModern building regulations aren\u2019t just about construction quality; they\u2019re about information accountability,\u201d he says.<\/p>\n

\u201cYou need to demonstrate a clear record of decisions, changes and communications throughout a project\u2019s lifecycle. If that information lives in scattered email inboxes, you\u2019ve got a serious compliance problem.\u201d He points to the growing emphasis on digital recordkeeping and traceability.<\/p>\n

\u201cEmail simply can\u2019t provide that. You need structured information management where everything is captured, version-controlled and traceable. When an inspector or client asks to see the approval process for a specific design change, you can\u2019t forward them a dozen email threads and hope for the best.\u201d<\/p>\n

What better looks like<\/h3>\n

Cox is careful to emphasise that solving the email problem doesn\u2019t mean eliminating email entirely. In fact, email isn\u2019t going anywhere. The idea is: let people use the tool they\u2019re most comfortable with.<\/p>\n

\u201cEmail is excellent for what it was designed for: quick communication, notifications, coordination,\u201d he says.<\/p>\n

\u201cAnd although not ideal, project information is also communicated here \u2013 RFIs, questions, issues are raised, photos, attachments, design queries, submittals, change orders, meeting minutes\u2026 But this critical project information needs to be available to all stakeholders in a structured system where it\u2019s organised, searchable and accessible to everyone who needs it.\u201d<\/p>\n

He describes a contractor who made this shift on a major mixed-use development: \u201cThey were drowning in email on early phases. Decisions were taking twice as long as they should because information was fragmented. When they implemented proper project and information management, they cut their response time by 40% and virtually eliminated the \u2018I never saw that email\u2019 excuse.\u201d<\/p>\n

The difference, Cox explains, is moving from push to pull: \u201cWith email, you\u2019re constantly pushing information to people \u2013 and hoping it doesn\u2019t get lost in the noise. With structured project and information management, data is available to all from one place and people pull what they need, when they need it. There\u2019s one windowpane into the truth, and everyone\u2019s contributing to this view from the tools they use.\u201d<\/p>\n

First steps for firms<\/h3>\n

For firms ready to address their email chaos, Cox recommends starting with the biggest pain points: \u201cDon\u2019t try to change everything at once. Pick one process \u2013 maybe design queries or submittals \u2013 and implement structured management there. Let the team see the difference it makes, then expand.<\/p>\n

\u201cWe\u2019re not asking people to change their process. We\u2019re giving them access to the info without forcing them to give anything up.\u201d He also stresses the importance of leadership buy-in: \u201cThis isn\u2019t just a technology change; not even a workflow change. If project teams don\u2019t understand why their project email inbox is now part of the whole auditable project record without needing to give up the tool that their stakeholders may be married to. They will experience the time savings and reduced frustration first-hand, and they then become your biggest advocates.\u201d<\/p>\n

\u201cWhen teams actually calculate the time spent searching for project information in email, they\u2019re shocked.\u201d<\/p><\/blockquote>\n

The question Cox poses to construction leaders is simple but pointed: \u201cHow much is the email chaos costing you? Not just in hours but in delayed projects, dispute resolution, compliance risk and team burnout. Once you calculate that, the investment in proper information management<\/a> becomes obvious.\u201d<\/p>\n

As the construction industry faces mounting pressure \u2013 from regulatory requirements, skills shortages and client demands for greater efficiency \u2013 the firms that thrive will be those that recognise email for what it is: a communication tool, not a project management system.<\/p>\n

\u201cEmail isn\u2019t going away,\u201d Cox concludes. \u201cSo the sooner firms make a shift that allows them to access information that was formerly locked in individual inboxes from the same place the whole team can access all project information, the sooner they\u2019ll see the benefits in their project outcomes, their team morale and their bottom line.<\/p>\n

*Please note that this is a commercial profile.\u00a0<\/em><\/p>\n

\n<\/div>","protected":false},"excerpt":{"rendered":"

Matt Cox, SVP of international sales at Newforma, discusses why email has become construction\u2019s most expensive \u201cfree\u201d tool – and what AECO firms can do about it. 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