Confidence is quietly returning to Australia’s housing market, and with it, activity. After the fastest rate-hiking cycle in a generation, enquiry is up, listings are getting more eyes, and clearance rates have climbed back above 60% in auction-centric cities. For the first time in four years, all eight capitals recorded quarterly house-price growth. The recovery, though, isn’t uniform and understanding where momentum is building (and why) matters for the year ahead. Sentiment, spending and the RBA Three signals are guiding re-entry decisions: inflation, interest rates and consumer confidence. The RBA’s earlier hold at 3.60% was widely expected, but firmer language around Q3 inflation and re-accelerating monthly CPI has softened expectations of an imminent cut, even as the base case still contemplates a move towards ~3.35% if data allows. As household spending lifts with confidence, financing conditions could ease, but the timing may be bumpy, and markets often move ahead of policy shifts. Signals to watch next quarter: Monthly CPI and retail spend prints Auction clearance rates as listing volumes rise Building approvals and commencements relative to the housing-accord run-rate Momentum returns - led by the affordable end The standout feature of this upswing is where the strength sits. Gains are most pronounced at the more affordable 25th percentile, an entrenched yet unusual pattern for Australia. Entry-level stock is absorbing quickly as first-home buyers and investors compete for the same properties, supported by demand-side measures like the expanded Home Guarantee Scheme (5% deposit). Buyer enquiries are rising across the capitals—including previously softer Sydney, Melbourne and Canberra, while views per listing are up and vendor-buyer expectations are reconnecting. City by city: acceleration vs consolidation Sydney and Melbourne have moved into the acceleration phase of the price cycle. Sydney’s median house price has tipped above $1.7 million ; Melbourne, after a multi-year value reset, is accelerating towards an established recovery, aided by population growth. Victoria is forecast to be the fastest-growing state by FY27. Canberra is also quickening. Former pace-setters, such as Adelaide, Brisbane and Perth, are moderating as affordability catches up with momentum. Perth remains within striking distance of the million-dollar median mark, but its rate of change is cooling. The broad takeaway: cities most sensitive to rate expectations are back in the driver’s seat, while last cycle’s leaders consolidate gains. Policy signals and structural shifts Recent signals imply property remains comparatively attractive to some investors versus superannuation, with flow-on effects for the luxury segment and family trusts. More immediate is the pressure at the entry level: the home-guarantee expansion is bringing forward cohorts of first-home buyers and intensifying competition for precisely the stock preferred by yield-seeking investors. Without a stronger supply response, expect persistent pressure in lower price bands. Supply, tax and the productivity of existing stock Here, the constraints are stubborn. Housing is among the most taxed sectors (taxes can account for up to 40% of a new home’s cost), and stamp duty dampens mobility, contributing to under-utilisation (Australia averages 2.3 bedrooms per person). Reform ideas gaining traction include reducing taxes on new builds, transitioning from stamp duty to a broad land tax, and including the family home in the pension test to encourage right-sizing. New supply is the taller order. Population growth is outpacing dwelling delivery, most states are behind their targets, and approvals are well below the ~240,000 homes a year needed to meet the five-year housing accord. Without faster planning and lower soft costs, demand relief risks turning into price pressure rather than improved affordability. Infrastructure: uplift is real if hyper-local Transport infrastructure typically lifts values most within 0–400 metres of stations, with the bulk of the price response occurring between announcement and construction. Units often see sharper, earlier gains that fade faster; houses accumulate value more slowly and tend to hold it better. In practice, micro-location, timing and land-use settings are decisive. The new shape of demand Search behaviour tells a story: “granny flat” is now Sydney’s number-one term and rising across all capitals, reflecting affordability pressures, multi-generational living and rental-income strategies. Build-to-Rent is scaling towards an expected 70,000 units by 2030 , adding institutional-grade rental supply that should ease pressure at the margin. Risk pricing is maturing, too. Buyers increasingly factor bushfire and riverine flood exposure into offers, while many ocean-adjacent assets still attract premiums despite limited pricing of coastal-erosion risk. Expect this to evolve as disclosures standardise and insurance dynamics shift. Regions: normalising after the surge The pandemic-era regional wave has eased. Demand remains, but not at 2020–22 levels. Sydney’s affordability challenges continue to nudge young families toward more affordable capitals and select regional hubs, yet as Sydney and Melbourne re-accelerate, their gravitational pull on talent, jobs and development pipelines is reasserting itself. Practical takeaways Buyers: Have finance ready, scrutinise flood and fire risk, and weigh near-term infrastructure timelines when assessing micro-locations. Sellers: Depth is returning - well-located, right-sized stock priced realistically in the first fortnight is attracting decisive bidding. Investors: Focus on yield plus flexibility - granny-flat potential, station-proximate assets and locations that hold value through rate cycles. Developers & policymakers: Pair faster approvals and lower soft costs with mobility-friendly tax settings to turn confidence into sustainable affordability. At Design & Build, we operate where market demand meets delivery capacity. If you’re reshaping product for affordability, scaling project teams or navigating approvals, our specialists can help align people, timelines and market realities, so momentum turns into outcomes.  By Andrew McGregor, D&B Managing Director

While the Australian national Construction activity rose by 3.5% in 2025, this growth has been uneven, driven by smaller, specialised builds rather than a consistent pipeline of major projects. Traditional commercial and residential construction has slowed under the weight of high interest rates and cautious investment, while sectors like health, education, data infrastructure and renewables continue to receive targeted funding. Geographically, Queensland and Western Australia are showing resilience and opportunity, while other states like New South Wales and Victoria are contending with softer demand and tighter budgets. But what truly defines this moment in the market isn’t just the work; it’s the workforce. The competition for skilled professionals has intensified, and their expectations are more complex than ever. Salary alone won’t guarantee commitment. Employers must now balance flexibility, culture, progression and communication or risk losing their best people to those who do. Backed by one of the country’s most comprehensive workforce datasets, drawn from over 1,600 professionals across Civil, Commercial, Residential Construction and Engineering, our latest Salary Guides reveal a clear message: talent expectations are evolving faster than most employers are prepared for. While project pipelines are still there, the professionals needed to deliver them are increasingly mobile, discerning, and driven by more than just salary. Progression Pathways Are Failing And That’s Fueling Attrition Let’s be blunt: the current rate of internal promotion is undermining workforce stability. Only 13% of professionals in Commercial Construction and 15% in Residential were promoted in the past year. In Civil, even with its experienced workforce, only 29% have progressed internally at all. This stagnation is fuelling turnover with 8 in 10 professionals across Construction & Engineering open to a move. When talent feels that growth is tied to changing employers, loyalty erodes, and your investment in onboarding, development, and culture walks out the door. What you should be doing now: Formalise internal career frameworks with visible pathways. Communicate these pathways early — especially during onboarding. Recognise lateral progression too: title clarity and scope expansion matter. Structured development doesn’t just retain talent, but also motivates them. And in a market where everyone is hiring, motivation is currency. Pay Matters, But Clarity Matters More Pay rises occurred across the board — 47% of Commercial and Civil professionals received one last year. But here's the issue: most people still feel underpaid. In fact, more than half of all surveyed professionals either think they’re below market or aren’t sure at all. This perception gap is dangerous. It creates mistrust, fuels passive job searches, and positions your competitors to swoop in with seemingly small salary bumps that feel significantly more appreciated. Recommendations: Benchmark salaries regularly, and share ranges internally. Clarify how pay decisions are made — don’t let the process feel opaque. Don’t rely solely on your base salary. Bonuses, even small ones, signal performance recognition. Our data shows that between 29% and 43% of professionals across these sectors expect a raise in FY25/26, but nearly half are unsure . That uncertainty is your opportunity to lead with transparency and honest communication. Flexibility is Slowly Gaining Ground Across every sector surveyed, the message was the same: professionals are craving flexibility, even in environments where on-site work is a core requirement. While most construction roles still require a strong physical presence, nearly a third of professionals now expect at least some hybrid option — and that includes engineers, supervisors, estimators and planners. Yet only: 26% of Civil professionals report having hybrid work access 32% of Residential and Engineering respondents have hybrid roles. 23% of Commercial Construction professionals are hybrid Interestingly, the Energy & Infrastructure sector appears to be leading the way, with 51% of its workforce reporting access to hybrid arrangements. This reflects an industry that has embraced the operational and wellbeing benefits of flexibility, especially for design, planning, and project management functions. It’s a clear example of how even traditionally site-heavy industries can find a workable balance that supports both performance and lifestyle. What you should be doing now: Introduce partial flexibility for admin or coordination roles. Offer adjusted rosters or start times — even small tweaks matter. Promote flexibility as part of your EVP. If you’re offering it but not advertising it, you're missing candidates. This is no longer about location. It’s about trust, lifestyle, and how you show you care. Retention Starts With Listening In Civil, Commercial, and Engineering sectors, salary still leads, but around 20% of professionals say flexibility is their next priority when considering a career move. For these sectors, the ability to work hybrid or adjust schedules is becoming just as important as compensation. Most professionals want practical benefits like health insurance, flexibility, and mental health support — but many are still only offered outdated perks. Aligning your benefits with what people truly value can be the difference between keeping talent and losing it. Recruitment Strategy Can’t Be Transactional Anymore With only 19% of Commercial professionals moving via internal promotion, the majority of career moves are happening externally. This is where recruitment partners make the difference. The best recruiters are tapping into passive talent, professionals who aren’t actively looking but will move for the right opportunity. They know who’s quietly open to change, what motivates them, and how to engage them before your competitors do. If you’re relying solely on job ads and inbound applications, you’re missing the majority of the market. Final Thoughts The good news? There’s no shortage of work. Investment is still flowing. Projects are still moving. But the industry is at an inflection point. The difference between businesses that thrive and those that stall won’t be about contracts won; it’ll be about talent kept. At Design & Build, we’ve supported this industry for 20 years, and what’s clear is that those who invest in their people, adapt to the market, and treat talent as a long-term asset always come out ahead. If you’d like to unpack what these findings mean for your workforce strategy, reach out. We’re ready to help. Click here to check all our Salary Guides for 2025-26. Andrew McGregor Managing Director, Design & Build Recruitment

The anticipated 'Great Resignation' has not materialised in recent years. Instead, we are witnessing what can be termed the 'Great Stay,' characterised by historically low unemployment rates and a scarcity of available candidates. This trend underscores the critical importance of decisiveness in your hiring processes. Current Labour Market Landscape According to the latest report from the Australian Bureau of Statistics , the unemployment rate stands at 4.1% , with a participation rate of 67.3% , which shows that most of the eligible workforce is already employed or actively engaged in the job market. Employment has increased by approximately 444,400 people over the past year, with two-thirds of these gains in full-time positions. Despite a 10.3% decline in job vacancies over the year, they remain 51% above pre-pandemic levels, indicating sustained demand for talent.​ Also, as shown in our latest Talent Trends Whitepaper , 88% of companies plan to continue hiring despite economic uncertainty, which means that competition for top candidates is fierce. Consequences of a Prolonged Hiring Process In this competitive environment, a slow hiring process can have several detrimental effects: Losing top talent – Skilled candidates often receive multiple offers and won’t wait long to make a decision. Higher operational costs – A vacant role costs up to six months’ worth of salary in lost productivity and hiring expenses. Weakened employer brand – A slow, disorganised hiring process can frustrate candidates and impact future recruitment efforts. Recommendations for Employers To attract and retain top talent in the current market, consider the following strategies: Streamline Recruitment Processes : Simplify application procedures and reduce unnecessary steps to expedite decision-making.​ Improve Candidate Engagement : Maintain regular contact with candidates to keep them engaged and informed throughout the hiring process.​ Competitive Salaries & Work-Life Blend – 44% of candidates say a better salary is their top motivator to change jobs, while 34% cite improved work-life balance as a key factor. Learn more about it in our Talent Retention Whitepaper . Career Growth & Development – Candidates are increasingly prioritising clear career pathways, mentorship, and upskilling opportunities when choosing an employer. Leverage Technology : Utilise recruitment software and platforms to efficiently manage applications and communications.​ Empower Hiring Managers : Provide training to ensure they can make swift, informed decisions without unnecessary delays.​ By implementing these strategies, your organisation can stay ahead in the race for talent and build a workforce that supports long-term success. Would you like a tailored consultation on optimising your hiring strategy? By partnering with us , we guarantee to follow all the best practices mentioned above through streamlined processes, cutting-edge technology and enhanced communications.

The Olympic Games have long been a symbol of excellence, determination, and unity, bringing together athletes from across the globe to achieve greatness. But the values that drive Olympians to succeed don’t just belong in the arena; they can also inspire us to strive for excellence in our professional lives. Let’s explore how these principles can be applied to build trust, foster collaboration, and achieve extraordinary outcomes in the workplace. Teamwork and Collaboration Just as Olympic teams rely on collective effort to achieve victory, success in the workplace depends on effective teamwork. When we collaborate, we combine diverse skills and perspectives to drive innovation, solve problems, and create a supportive work environment. Remember, as the saying goes, "Great things are never done by one person alone — they’re done by a team." Achievements and Goal-Setting Olympians set ambitious goals and work tirelessly to achieve them. In our careers, setting clear and attainable objectives helps us stay focused and motivated. Define your professional goals, set milestones, and celebrate each achievement along the way to maintain momentum. Diversity and Inclusion The Olympics celebrate diversity, bringing together athletes from different cultures and backgrounds. Similarly, fostering diversity, equity, and inclusion (DEI) in the workplace enriches creativity, innovation, and decision-making. Strive to create an inclusive environment where everyone feels valued and empowered to contribute their best. Skills and Training Olympians dedicate countless hours to training and refining their skills. In the workplace, continuous learning and professional development are equally important. Seek out opportunities to upskill, embrace challenges, and commit to growing your expertise to stay competitive and confident in your role. Performance Reviews and Feedback Athletes constantly review their performance to identify areas for improvement. Likewise, seeking regular feedback from colleagues and mentors can help you refine your skills and enhance your performance. Constructive feedback is a valuable tool for growth and development. Resilience and Preparation Olympic athletes often face setbacks but show incredible resilience by bouncing back stronger. In our professional lives, resilience is essential for overcoming challenges and turning failures into learning opportunities. Embrace adversity as a stepping stone to success and maintain a determined mindset. Inspiration and Mentorship Behind every successful Olympian is a mentor offering guidance and support. Finding mentors in your field can provide valuable insights, encouragement, and career advice. Equally, you can inspire others by sharing your knowledge and experiences, becoming a mentor for colleagues or peers. Celebrating Small Wins Every step towards an Olympic medal is a reason to celebrate. Recognising and celebrating small achievements in the workplace boosts morale, motivation, and team spirit. Acknowledge your progress and the progress of your colleagues to foster a positive and supportive culture. Striving for Gold Together By embracing the principles that drive Olympic athletes, we can elevate our professional journeys. Teamwork, goal-setting, diversity, resilience, and continuous improvement are cornerstones of success in any field. Let’s take inspiration from the Olympic spirit and strive for gold in our workplaces!

With the rapid technological advancement we are experiencing each year, we can notice a growth in AI and chatbot usage when discussing job applications. Many candidates rely on such tools to build resumes, cover letters, or contact hiring managers. Although the technology we possess nowadays is excellent and can help us in multiple ways, job seekers must be careful as it can also negatively impact their job applications due to a lack of authenticity and personality. Recurring Terms One common issue with AI-driven application processes is the reliance on recurring terms and keywords, making all resumes look the same. Job seekers may be tempted to rely too much on chatbots, risking a lack of authenticity and individuality. This approach can lead to applications that appear generic and fail to showcase a candidate's unique skills and experiences. The automated responses and overuse of keywords may not capture the nuances of individual personalities, leading to a missed chance to make a memorable first impression. Chatbots often repeat terms or expressions, such as “seamlessly”, “unwavering”, “showcasing”, “as a result”, or “in conclusion”, for example. They tend to follow the same pattern when structuring a copy for a cover letter, with an introduction leading to a conclusion that not always is well connected. To stand out from the crowd, applicants should strive to infuse their language with vivid examples and specific accomplishments. Instead of using generic terms, provide concrete instances where you collaborated effectively within a team, solved a particular challenge, or delivered measurable results. The more specific you can get, the better. Common Cover Letters AI may inadvertently encourage a one-size-fits-all approach to job applications. Some candidates might use generic templates for their cover letters, neglecting to tailor their applications to the specific requirements of each job. This lack of personalisation can harm a candidate's chances of standing out in a competitive job market, as Hiring Managers may overlook applications that appear to be using a generic approach. Recommendations: To have a more personalised cover letter, you can work the other way around. Instead of going to chatbots to start them, try writing them in your own words, highlighting your expertise and why you would be a great fit for the position. Then, you can recur to AI tools, pasting your initial cover letter there and asking them to make it better, whether by using a more professional vocabulary or improving the copy structure for example. Remember that you don’t have to accept all their changes or their first version. You can keep tailoring it by asking things such as “make it shorter” or “emphasise my background”, for example, to arrive at the objective you want without losing the essence of your first message. Download our Cover Letter and Resume guides Online Assessments Some companies use online assessments during the application process, and candidates utilising AI tools may find themselves adapting their responses to match expected patterns rather than providing genuine answers. This can dilute the authenticity of their responses and create an impression of insincerity. Predefined responses and suppressing your natural conversational style can result in a lack of spontaneous exchanges that would occur in an authentic interaction. Striking the Right Balance Despite these challenges, job seekers can explore AI tools with a strategic approach. This technology can be beneficial in providing templates or tips, but it is essential to tailor the message to demonstrate your essence, unique skills and aspirations. Craft resumes and cover letters that authentically reflect your talents and experiences. Use keywords naturally, focusing on relevance rather than overloading your application with them. You can customise each application to match the specific job requirements. Highlight how your achievements align with the company's needs, values and the role you are applying for. Remember that, at the end of the day, behind the AI algorithms are human recruiters. Incorporate a personal touch in your application to connect with the human aspect of the hiring process and how you'd represent the company values. Conclusion As AI and chatbots become more used each day, job seekers must adapt and utilise them as a supportive tool instead of the main creative process in their applications. While these technologies offer efficiency, a well-balanced approach prioritising authenticity, personalisation, and staying informed will enable candidates to stand out in a competitive job market. Keep yourself updated with industry trends and AI advancements to adapt your job-seeking strategies accordingly. Understanding how AI is used in recruitment can help refine your approach and improve your chances of securing your desired job. If you want to use the recommendations above for your next job application, you can easily find all current positions available on our website by clicking here . If you need support from our specialised team, you can also upload your resume to hear from us in case we have any opportunity that matches your skills and experience.

Are you feeling that you need a change for your career this year? Do you want to explore new opportunities? If so, you're not alone. Many people look to make a career transition when entering a new year. The concept of a career move has become more diverse than ever. Beyond the traditional notions of climbing the corporate ladder, professionals now consider various possibilities – from seeking promotions to changing industries or transitioning to new companies. It requires a flexible mindset and a strategic approach tailored to your unique aspirations. But where do you start? In this article, we'll provide you with 10 tips that can help you make a successful career move in 2024. From identifying your reasons for a career change to staying positive and motivated throughout the process, we've got you covered. Let's dive in! 1 - Defining Your Career Objectives Start by defining what a career move means to you. Are you seeking a promotion within your current company, aiming to switch industries, or exploring opportunities in different organisations? Clearly understanding your objectives will guide your strategy and help you make informed decisions. Before diving into the job market, take the time for introspection. Evaluate your skills, values, and interests. Set clear, realistic goals for your career change within the public sector to align your aspirations with potential opportunities. 2 - Ask Internally If you already enjoy working with your current company, consider exploring internal opportunities first. Moving within the same organisation offers advantages such as familiarity with the company culture, established trust, and a quicker onboarding process. Whether you are considering climbing up the ladder with a promotion, or a side step to a different sector, it’s always best to assess your internal opportunities first before looking elsewhere. 3 - The Promotion Pathway Climbing the corporate ladder requires a strategic approach. Identify the skills and competencies necessary for the desired role and proactively work on developing them. Seek mentorship within your organisation, express your career goals to your superiors, and actively contribute to projects that showcase your leadership potential.

A common mistake people make is thinking that you have to be an experienced professional to have the best outcome in the recruitment industry. Although no success comes easy, it's not as hard to join this new industry as it may seem. With the training necessary and the right path to building your career, you can achieve incredible outcomes that you may not have even expected. To welcome those new to recruiting and provide the best induction and training possible along the way, we are proud to have our Associate Consultant Program - Building Blocks for Success. This is a 13-week program that will provide will with all the knowledge and skills you need, with total support while doing so. At the end of this path, you will feel the confidence you need to become an expert in the desk you recruit for. Foundation Our Foundation program has been designed to give all new colleagues to Design & Build the opportunity to acquire new knowledge and learn everything there is to know about recruitment & the D&B way. The program focuses on a blended learning approach in which we use a range of different learning activities, from shadowing and role-playing to online modules and collaborative workshops, to ensure that no matter if you're a kinaesthetic, audio or visual learner or anything in-between, you can absorb the necessary information. Elevate The Elevate level has been designed for consultants wanting to improve their skills and career progression. The idea of our program is that no matter what level we are all at, there's always room for improvement. This program stage includes more collaboration within our teams and learning activities from our internal leaders. For example, we have launched our own 'Trust – Ex' sessions where leaders throughout our company share their learnings and expertise with their peers. A blended learning approach, in which we use a range of different learning activities from shadowing and role-playing to online modules and collaborative workshops, to ensure that no matter if you're a kinaesthetic, audio or visual learner or anything in-between, you can absorb the necessary information. High-Rise A pathway to leadership, the 'High Rise' level focuses on transitioning more experienced consultants into leadership-based positions and acquiring the skills needed to make this transition relatively seamless. This is achieved through a variety of both internal and external leadership workshops. Timeline Week 1: Develop an understanding of who Design & Build are, our EVP and how we deliver this message to market. You will also have the opportunity to start building knowledge in your area of specialisation. The key outcomes for this week will be to have a good understanding of what it takes to be successful in the role of a Recruitment Consultant, an understanding of our service offerings and the importance of using our CRM system- Jobadder. Week 2-6: Focus on Candidate and Industry & Desk Knowledge Phone Based Activities The importance of information gathering and sourcing to your vertical market Building Talent pools Explore various candidate sourcing channels Interviewing candidates Lead generation Week 7-13: Focus on Job Cycle and Client Development Phone Based Activities Continue candidate calls Job cycle – Placing adverts, Taking job briefs Client Development – BD Calls, Client Visits Candidate Management If this exciting opportunity of getting support while jumping into a new industry sounds interesting, don't waste time and apply to join our team right now by clicking here . If you have doubts and want to know more about the program and our daily routine, feel free to reach out to our Talent Acquisition Specialist, Julianna Carey:  julianna@designandbuild.com.au 0478 824 570

​Sydney is about to undertake one of its largest-ever infrastructure projects, and Design & Build is proudly part of it. The final and major contract for the Sydney Metro - Western Sydney Airport has been awarded to the Parklife Metro Consortium, which is now ramping up to begin delivering the contract. The consortium comprises Webuild – an international construction group and long-time partner with D&B. Working together once again, Design and Build will be responsible for recruiting and delivering the high-qualified professionals needed for the Design & Construction element of the Stations, Systems, Trains, Operations and Maintenance (SSTOM) package. The project With the primary goal of better connecting Greater Western Sydney, this is the largest scope of any Sydney Metro contract awarded so far and is the most significant Public-Private Partnership in New South Wales. Webuild will be involved within the Parklife Metro Consortium in delivering the SSTOM contract for the joint Australian and NSW government project, including: 12 new metro trains 6 new stations Core rail systems, infrastructure, and line-wide works Stabling and Maintenance facility at Orchard hills Operation & Maintenance of the Sydney Metro – Western Sydney Airport line for 15 years Beyond being the largest scope for Sydney Metro, this major contract also marks the first rail infrastructure project in Australian history to commit to being certified carbon-neutral from start to finish of construction operations. All carbon emissions generated during construction and operation will be reduced and offset. The timeline strategy of the Australian and NSW governments is to have the Sydney Metro – Western Sydney Airport line operational when Western Sydney International is open for passenger services. This mega project will help shape the future of the growing Greater Western Sydney region and connect commuters and travellers with the new Western Sydney International Airport, providing significant economic stimulus and supporting more than 14,000 jobs during construction. About Webuild Webuild is a global player with strong roots in Italy , specialising in the construction of complex infrastructure for the sustainable mobility, hydroelectric energy, water and green buildings sectors. They commit to innovative and sustainable works that improve the lives of today's and tomorrow's people. In Australia, Webuild has already been responsible for delivering Perth's Forrestfield-Airport Link . This new metro line allows residents in the eastern suburbs to travel 20 minutes to WA's capital city centre – a reduction of over 50% in travel time. The line generates 20,000 passenger trips every day and is estimated to be taking 15,000 off the roads, reducing up to 2,000 tonnes of CO2 emissions a year. Key Contact In front of the recruitment process of this massive operation, we have our Sector Lead, Sam Carew . Sam is an expert in the civil infrastructure industry, been recruiting for engineering positions across NSW, ACT and QLD. If you want to know more about the project or apply to be part of it, feel free to contact him through the following channels: sam@designandbuild.com.au 0411 982 347 LinkedIn ​

Late last year, we welcomed our new Queensland State Manager, Tim Natusch! Tim is a fantastic addition to our team and is responsible for growing our brand and relations with both clients & candidates across #QLD. To learn more about him and the expectations for our Queensland #team for 2023, check out his answers below! Welcome, Tim! What was it that attracted you to join Design & Build? Within the market, Design and Build have a quality brand and reputation. Personally, I also resonate with two of the sayings within the company; building trust and doing the right thing. As simple as they may seem, they conjure up old-school values for me. The way I conduct business is to deliver on all my promises. Can you tell us a little bit more about your new role as Queensland State Manager? I guess, in a nutshell, my job as QLD State Manager is to strengthen the D&B brand within the QLD market. This consists of learning about already established relationships and forging new relations. In doing so, we must ensure we are doing the right thing by our clients, candidates, colleagues and community. Further to this, a huge and immediate goal is to grow the internal headcount of the Qld D&B team. This is a necessity to stay ahead of the needs of our clients, candidates, and community, plus the huge levels of investment within Qld across multiple industries. We are currently working within a candidate-driven job market. From a manager's perspective, what opportunities and challenges does this present to recruitment companies moving forward? This is a challenge but also a blessing, and it brings us back to old-school, relationship-driven and trust-building recruitment. Our teams need to network within their specific industries and really build strong relationships with their candidates. We must avoid treating candidates like numbers. They are humans with goals and aspirations outside of work, families or loved ones to think of. As recruiters, we must think of all of these things and aim to find our candidates' roles that can effectively change a candidate's life. From my first week within the D&B business, I truly feel that this is something the entire business does exceptionally well. What does building trust mean to you? For me, the concept of building trust is simple – you do what you say you are going to do. If this is not possible, you let the person that you are dealing with that we have to think about other options. How do you think a recruitment organisation can effectively demonstrate trust – especially with their clients, candidates, colleagues, and community? Treat others how you would like to be treated. In an extremely volatile and dynamic market, our clients, candidates, colleagues, and community will remember this. If we stick to the basic D&B principles of doing the right thing, I don't think we can go wrong. Do you have any key goals for the D&B Queensland team over this year? Internally, building the team of consultants Clients; meeting every one of our valued clients Growth; begin working with several new clients and exploring future growth markets What's one food item you can't live without? I should be able to live without it. However, it is my guilty pleasure; Chocolate. When you're not at work, where can we expect to find you? At a sporting event (beer in hand), fishing, or for a coffee and park with my three beautiful girls and wife.  You can contact Tim at: Email – tnatusch@designandbuild.com.au Mobile number – 0424 150 235