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Gilbane’s plan to provide services to clients throughout the building’s lifecycle, from design to construction and management, helped propel the company to revenue growth by 2025, the company said. Annual Report 2025.
According to the report, the Providence, Rhode Island-based parent company of Gilbane Building and Gilbane Development posted revenue of approximately $8.7 billion by 2025. That’s up nearly 13% from By 2024 it is about 7.7 billion dollars.
As a private company, Gilbane is not required to report quarterly or annual financial results. Instead, the 156-year-old family business chooses to publish an annual report, the content of which may vary. Gilbane reported roughly $14 billion in construction backlog by 2025, for example, while the nine-page 2024 report did not highlight that metric.
In fact, the 2025 report spans 62 pages and covers the company’s security goals, sustainability efforts, artificial intelligence plans and other topics. CEO Ed Broderick, a fifth-generation Gilbane executive, expressed optimism about the state of the company in an interview with Construction DIve.
“We have a path that we’re confident will continue to double-digit growth as we go forward,” Broderick told Construction Dive.
In particular, Broderick touted Gilbane’s ability to assist clients throughout the lifecycle of a construction project. Given its structure, Gilbane contains the “core pieces” of both a real estate development company and a construction company that does significant work with clients in areas of high growth, such as data centers.
In a typical project in the construction industry, Broderick said, one company may perform construction, while another handles financing and a third focuses on design. Gilbane, on the other hand, provides these parts together under one roof.
“What we’ve done is we’ve put together a strategy that allows us to bring all of these services together and bring them to the customers that we have, so we can go much deeper in helping them find end-to-end solutions, or to package and deliver projects faster and more efficiently, because we’re doing more,” Broderick said.
Broderick added that the company is also in this position because of its size and scale, with 45 offices across the country and the two branches of Gilbane Building and Development, along with its public-private partnership team. This aspect of the business progressed more than $2.3 billion in public-private partnerships by 2025, particularly in the higher education and student housing sectors, according to the firm’s website.
“There aren’t many companies that have all of these skills in-house, and we have the ability to choose which skills will best serve that client,” Broderick said.
An AI-powered future
In the report, Gilbane also emphasized his own technology journey with AI, as larger contractors continue to figure out how and when to add technology to their jobs and make business deals with tech giants.
“Ultimately we see an agent AI system that will help us connect this whole platform that we have, so that we have information that goes to the front end of projects that never has to be re-entered into a project and can be found at the end of the project, so we have consistency across the whole delivery model,” Broderick said.
Gilbane uses Microsoft Copilot and has worked with startups including Trunk Tools to track tens of thousands of documents on complex construction work. Gilbane Building signed a business deal with Trunk Tools in September 2024.
However, Gilbane is also working on its own solutions at home. Broderick told Construction Dive that the company’s AI Boost team, a group of in-house experts, will help the company build AI agents that assist the contractor throughout the project lifecycle. This initiative mirrors the steps of other contractors, such as Suffolk Construction with its Jobsite of the Future planhave taken the last few months.
The scale is familiar to contractors who have had to weigh it calculation of the build vs buy phenomenon: As a builder, do you outsource what you need to a startup to solve problems? Or train staff to create their own solutions?
Broderick said one of the reasons Gilbane assembled the Boost team was so that when the company partnered with other companies, the company would have the in-house expertise and be able to transfer that information. Thus, it would not be hindered by an external system that is subject to sudden changes.
There’s a saying Broderick thinks about in this case, related to AI: People are overestimating the immediate impact and underestimating the long-term results.
“When we look specifically at build versus buy, we now have the internal expertise to take a good look at, is this something we should build? Is this something we should buy?” Broderick said. “Or maybe it’s something we should buy that we will eventually build, because we see it in the future, but we can do it with our own experience.”
