Why Wipfli?
Where other technology service providers start with solutions, Wipfli’s industry-dedicated team starts with construction.
Our advisors act as a strategic partner, leveraging extensive construction industry experience to help you align technology investments with the operational realities you manage daily. We take the time to understand your business and uncover the inefficiencies and challenges putting pressure on your projects. We also have a client-focused approach, staying aligned with your goals and proactively working with your team from strategy through execution so that every solution is built to deliver measurable value.
Our construction technology consulting services include:
Wipfli helps construction leaders see measurable value from their data, with support for data strategy, infrastructure, connected job sites and real-time analytics that give you the visibility you need to improve efficiency and control costs.
Protect your business where it matters most. Wipfli helps you safeguard critical systems, manage sensitive data and meet compliance requirements with cybersecurity strategies built for how you operate. Let’s strengthen your defenses today so you can focus on building for tomorrow.
Choose an ERP that’s built for how construction really works. Wipfli helps construction leaders select, implement and optimize an ERP for construction that helps you control costs and support growth across the office and job site.
Focus on growth, not IT issues, with Wipfli’s managed services. Our outsourced IT services for the construction industry provide the experienced talent and specialized skills you need to keep technology reliable, secure and aligned with your business goals.
Turn your construction digital strategy into action. Wipfli can help your firm make more effective technology investments that drive efficiency and position your firm for innovation. Our team is ready to help you understand your current state, future vision and the investments that can help you improve performance.
Wipfli’s construction AI services help firms cut through the hype to put AI to work where it delivers real value. From advanced analytics to improved cost forecasting, we deliver the strategy, training and guidance you need to apply AI to driving smarter decisions and sustainable growth.
Gain the financial visibility and control you need to improve project profitability and cash flow. Wipfli helps you solve your immediate construction management system implementation and optimization challenges while providing the strategy you need for a more capable technology environment.
Wipfli’s services for CRM selection, implementation and optimization help you transform the way you manage client and partner relationships. Our CRM for construction services gives you the visibility into pipelines and streamlined collaboration you need to build strong relationships and win more work.
Insights and resources
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Intelligent UI for construction
Learn how construction leaders can use Intelligent UI to access key data quickly in an easy-to-read format.
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Year-end tax planning for construction companies
For construction companies, year-end tax planning should never be viewed as an exercise in simply reducing taxable income. The most successful contractors approach tax planning as a strategic component of overall business performance, balancing cash flow, capital allocation, bonding capacity, growth objectives and shareholder value. While there have been relatively few legislative developments significantly impacting the construction industry this year, that should not be mistaken for a lack of planning opportunities. In fact, in the absence of major tax law changes, the fundamentals become even more important. As 2026 draws to a close, construction executives should focus their attention on three critical areas: capital expenditure and depreciation strategy, long-term contract accounting considerations and aligning deductions with projected marginal tax rates. Capital investment decisions require more than a tax lens Many contractors are evaluating fleet replacement cycles, equipment acquisitions, technology investments and facility improvements as they prepare for the upcoming construction season. The tax benefits associated with accelerated depreciation remain an important planning tool. However, leading construction companies understand that the objective is not to maximize deductions. The objective is to maximize after-tax returns. Too often, businesses allow tax considerations to drive capital spending decisions. Equipment should be acquired because it improves productivity, expands capacity, reduces operating costs or supports strategic growth initiatives. The tax benefit should enhance the investment decision, not justify it. At year-end, management teams should evaluate: Planned equipment purchases and placement-in-service timing Utilization rates across existing fleets Opportunities to accelerate or defer depreciation deductions State tax conformity considerations Impacts on financial reporting, debt covenants and bonding metrics In a higher-interest-rate environment and with continued pressure on equipment costs, preserving cash remains a critical consideration. The most effective depreciation strategy is the one that supports both the company’s tax position and its capital allocation objectives. The question should not be, “How much depreciation can we generate?” Rather, it should be, “How should depreciation be deployed to achieve the greatest economic benefit?” Long-term contract accounting deserves renewed attention For many construction companies, taxable income is influenced more by project performance and accounting methods than by any individual deduction. Year-end provides an important opportunity to critically assess contract estimates and revenue recognition assumptions. Small changes in estimated project costs can have significant impacts on taxable income, particularly for contractors reporting income under percentage-of-completion methodologies. Construction executives should challenge project teams to revisit: Cost-to-complete estimates Job profitability forecasts Change order assumptions Claims and dispute recoverability assessments Schedule delays and productivity impacts Work-in-process reporting accuracy Periods of economic uncertainty often expose weaknesses in estimating processes. Labor challenges, supply chain disruptions, subcontractor performance issues and project delays can create meaningful variances between estimated and actual project outcomes. Year-end tax planning should therefore begin with an objective assessment of project economics. Accurate contract reporting is not simply a compliance exercise; it is a critical business discipline that affects tax liability, banking relationships, bonding capacity and operational decision-making. Contractors anticipating substantial growth should also examine whether future revenue levels could affect the accounting methods available to them. The best planning opportunities often emerge before a company crosses key thresholds, not afterward. Marginal tax rate planning may be the most valuable conversation of the year One of the most overlooked aspects of tax planning is determining whether deductions are being utilized in the year in which they provide the greatest benefit. For privately held construction companies, tax planning rarely occurs in isolation. The tax position of the business and its shareholders are often directly connected. As a result, management should evaluate whether it is advantageous to accelerate deductions into the current year or preserve them for future periods where higher tax rates or increased profitability may produce greater economic value. Areas commonly considered include: Depreciation elections Owner compensation strategies Retirement plan contributions Timing of discretionary expenditures Cost segregation opportunities Repairs and maintenance analyses State tax planning initiatives The goal is not to achieve the lowest possible tax liability in 2026. The goal is to optimize tax liabilities over multiple years. Sophisticated tax planning recognizes that a deduction is only as valuable as the rate against which it is applied. In some circumstances, accelerating deductions creates immediate cash flow benefits. In others, preserving those deductions may generate a superior long-term outcome. Tax planning should support business strategy The strongest construction companies do not separate tax strategy from business strategy. Capital investments, project selection, growth plans, succession objectives, compensation programs and financing decisions all carry tax implications. When these decisions are evaluated independently, opportunities are often missed. When they are evaluated together, tax planning becomes a tool for enhancing enterprise value. As year-end approaches, construction executives should focus less on identifying last-minute deductions and more on understanding how current decisions will impact future cash flow, profitability and shareholder returns. The contractors that create the greatest long-term value are rarely those that pay the least tax in a given year. More often, they are the organizations that consistently align operational decisions, financial reporting and tax strategy to support sustainable growth. In today’s environment, that alignment may be the most valuable year-end planning opportunity of all. Every construction company faces a unique combination of growth objectives, project risk, capital investment needs and shareholder considerations. The most effective year-end tax strategies are tailored to those specific circumstances and developed before critical decisions are finalized.
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Cybersecurity in construction: How CIOs can better protect their firms
Construction firms face a rising level of cybersecurity risk. But too many firms still don’t have a proper cybersecurity strategy in place, which is likely why Wipfli’s survey of 308 construction executives found that 80% reported experiencing at least one data breach within the past year. However, there are proven steps and processes you can implement to strengthen your defenses. Done thoughtfully, a cyber strategy will not only protect your business, data and infrastructure but also give you an opportunity to modernize your systems to meet the changing demands of the industry . Let’s explore further. Why does cybersecurity matter for construction firms? For construction firms, investing in modern cybersecurity and IT infrastructure, whether as an internal capacity or through outsourcing, carries clear business benefits. Beyond mitigating the risk of a cyberattack , stronger cybersecurity also creates business opportunities and even makes it easier to recruit top talent. Key benefits include: Reduced risk of attack: This is obviously a big one. With better defenses and more modern systems in place, you’ll be less likely to experience a major (and majorly expensive) cybersecurity incident or suffer significant ripple effects if an attack does get through. DoD contracts: If you meet CMMC requirements, you’ll be able to bid on DoD and other government contracts. Data center bids: Strong cybersecurity is also often necessary to compete for complex private sector projects like data centers. Competitive advantage: If you get ahead of competitors in upgrading your systems, you’ll be able to move faster, with a lower risk of being slowed by an attack. Recruiting: You’ll have an easier time recruiting talented employees who want to work for innovative companies. Top cybersecurity challenges faced by construction firms Every industry is vulnerable to cyberattacks, but construction may be especially so. The construction business tends to be fairly traditional, with an emphasis on following proven processes rather than chasing new ideas — a tendency which has left firms more exposed than their counterparts in other industries. Here are some of the top reasons that construction firms are vulnerable to cybersecurity incidents: Underinvestment: Construction companies have historically underinvested in IT and cybersecurity. Manufacturers, for example, spend 3% to 5% of revenue on IT, while construction typically spends closer to 1% to 2%. Large financial transactions: Construction firms buy large amounts of materials and expensive equipment. They also receive large draw payments from their clients. This makes them lucrative targets for cybersecurity attacks due to their historically poor security investments. Rising insurance premiums: Insurance providers are now charging construction companies higher cybersecurity insurance premiums because of the higher risk those firms face. Cyber requirements in contracts: The Department of Defense and other federal agencies now require construction firms to meet cybersecurity maturity model certification (CMMC) requirements in order to bid for contracts. Private data center contracts will often have similar rules. National Institute of Standards and Technology (NIST) security requirements are also appearing in many contracts. Disconnected systems: As many construction firms still rely heavily on older software and technology, they frequently don’t have integrated, cloud-based systems in place. This usually leads to fragmented, siloed data and a larger footprint for an attack. Slowed productivity: Companies using outdated tech systems are often less productive than their peers. From a cyber-specific perspective, consider the impact an attack could have on your ability to conduct day-to-day operations. Limited IT talent: Construction firms using legacy tech solutions may struggle to hire skilled IT employees, as talented candidates typically prefer to work for businesses that use the latest tech. All of these elements either increase the risk of a cyberattack, prevent your business from bidding on certain contracts or otherwise limit opportunities. Fortunately, there is a relatively straightforward solution to this problem. Cybersecurity best practices for construction companies Implementing a practical, up-to-date cybersecurity strategy will help mitigate your company’s cyber risks and reduce the likelihood of suffering a costly cyberattack. Think holistically In many cases, you’re often better off upgrading your cybersecurity and IT infrastructure over one defined upgrade period rather than doing it piecemeal over several years. This holistic approach allows you to modernize your entire tech stack to not only strengthen your cyber defenses but also transition to cloud-based, integrated systems that will help you remain competitive with your peers. Do a cybersecurity assessment An effective cybersecurity risk management strategy should be tailored to your specific threats and vulnerabilities. Start by working with a cybersecurity advisor to do an IT health and cybersecurity assessment , which will often be based on the NIST Cybersecurity Framework (NIST CSF) assessment. This will help you identify high-priority weak spots that need to be addressed, as well as which vulnerabilities may be lower-priority. Create a roadmap Based on the results of your assessment, create a roadmap for strengthening your cybersecurity and IT capabilities. When developing your roadmap, also consider tech trends within the construction industry , the age of your own systems, and any critical control gaps you’ve identified. Establish a budget Once you know what needs to be upgraded, put together a budget based on criticality. A full tech and cybersecurity upgrade might take over a year, although this can vary depending on your organizational needs, so your budget can help you plan out how to make good use of that time by deciding which systems to upgrade first. You can use the priority ranking from your assessment to good effect here. Leverage outsourcing If upgrading your cybersecurity and tech stack on your own sounds like a lot to handle, consider outsourcing and managed services support . Outsourcing is especially useful for construction firms because modern cybersecurity typically requires more resources than a single, in-house IT person can bring to bear. An outsourcing relationship can allow you to access top-tier cybersecurity talent without needing to hire your own larger internal team, and can also include strategic leadership like a vCIO or vCISO. Train your team An outsourcing partner can’t do everything for you. You’ll still need to train your own team on how to limit cybersecurity risks by avoiding phishing attempts or other common attacks. For maximum effect, this training should be ongoing, not just a one-time event. What are the key barriers to change that construction CIOs must overcome? Construction leaders who want to spearhead a cybersecurity and IT upgrade may first need to overcome several barriers to change. These include: Lack of clarity around risks: Some leaders may not realize just how vulnerable their business is. To create buy-in around an upgrade, you can ask an advisory firm to conduct penetration testing of your existing systems. Cultural resistance: Construction firms that still rely heavily on legacy systems and processes may also be culturally resistant to change. Confusion around regulatory requirements: Construction isn’t used to being a regulated industry, so many firms may be unaware or not fully under CMMC or similar requirements. Communications: Your internal IT person may struggle to articulate the business case for tech upgrades because they don’t have the knowledge and background. Transition or succession complications: An owner who is preparing to exit may see cybersecurity upgrades as something that the next owner can worry about — but should consider that implementing an effective, modern tech stack will actually boost the value of the business in a sale. Learn how 308 construction leaders are deploying technology to deliver impact Wipfli interviewed 308 construction executives to find out how firms are deploying technology today. Read the full report, “The state of technology in the construction industry” to gain fresh insights on cybersecurity, AI, data strategies and growth. Get the original research report Read more Cybersecurity is a financial issue, not just an IT problem AI in construction 101: How to keep your firm competitive How to improve performance with smarter construction technology management
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