University of the West of England and BPM Contracting Services Limited KTP 24_25 R1

A small construction company is overhauling how it manages quality across its entire organisation, from leadership style to customer feedback to staff training. The problem is that many construction SMEs grow quickly without the systems to match. Quality management often remains fragmented—different teams use different spreadsheets, customer complaints get lost, and staff turnover erodes institutional knowledge. This project treats quality not as a checklist but as a company-wide culture shift, linking leadership development directly to measurable performance benchmarks. If successful, the company will have a digital, integrated quality system that tracks customer relationships, flags problems early, and retains skilled workers through better training. For the construction sector—where delays and defects cost millions and affect housing, infrastructure, and public buildings—a replicable model for a growing SME could quietly improve how buildings get delivered. The project is applied and commercial: it aims to produce a working system for one company, not general theory. But the methods—distributed leadership, digital integration, benchmarking—could be adapted by other SMEs facing the same growing pains.