This Q&A is taken from the full podcast episode we recorded with Chris.
Q: Can you tell us about your background and how you got involved with Modulus?
A: I’ve worked in various construction delivery roles, including project management and program and delivery director for companies like Mace and Lend Lease. I got involved with Modulous while working at Claritas, a contractor set up by John Wardle. Modulus seemed like a good potential partner for Claritas, and as I learned more about their model and software, I believed they had the potential to change the industry on a global scale.
Q: What was Modulus trying to achieve, and how did they plan to do it?
A: Modulus aimed to streamline the early stages of a project by basing their design on a series of systems, using actual models that could be delivered rather than just estimates. They wanted to create an approach for residential construction that could be applied globally, starting in the UK and then expanding elsewhere.
Q: What were some of the challenges Modulus faced during your time there?
A: Modulus took on too much by expanding to the U.S. market while still trying to establish their technology and business model in the UK. They also lacked focus, trying to develop both software and physical modular products simultaneously. This led to a high burn rate and inability to generate revenue.
Q: Can you tell us about the 14-unit pilot project in Bristol and the issues faced during its construction?
A: The 14-unit apartment scheme with Bristol City Council faced numerous challenges. Design was delayed due to client-side issues, internal problems, and supply chain delays. The pressure to secure the next tranche of funding led to poor decision-making, such as not addressing issues with subcontractors and cutting corners to meet deadlines.
Q: How did Modulus’ financial difficulties affect the staff, and what could have been done differently?
A: When Modulus faced financial troubles, there was a lack of transparency and honesty from the founders to the staff. This left employees, especially those on visas, in a difficult position without enough time to make informed decisions about their future. The founders should have been more upfront about the situation and made tough decisions earlier to extend the company’s runway.
Q: What are your thoughts on the viability of offsite manufacturing and modular construction in the UK?
A: Offsite manufacturing requires standardization and control of demand to be successful. One-off, bespoke projects are challenging and often unprofitable. Localized assembly plants may be a more viable model for modular construction in the UK, rather than large, centralized factories, due to logistical challenges and the nature of the market. Government policy and support are crucial for driving the adoption of modern methods of construction.
Q: What’s next for you, and what do you think the future holds for the construction industry?
A: I’m excited about the potential of a new timber product I’m involved with, and I’m also working with a management consultancy to help organizations tackle the challenges we’ve discussed. I believe that if we can change some of the behaviors in the contracting models and utilise the expertise of specialist engineers, we can transform how we deliver construction projects in the UK. The government’s role in creating and stimulating demand will be crucial in this process.
