A CPO’s Formula For Success In The Construction Management Software Market

Prolonged periods of low productivity, squeezed profit margins and labour shortages have pushed many construction firms to breaking point. Amid record numbers of bankruptcies – including global players like ISG – organizations are turning to construction management software (CMS) in a bid to safeguard their operations and better navigate ongoing market volatility.

With the global CMS market projected to grow from $2.9 billion to $5.1 billion between 2023 and 2029, intensifying competition from both established market-dominant players and disruptive entrants is requiring chief product officers (CPOs) to adopt a forward-looking strategy to dominate the market. To help CPOs tackle this challenge, Verdantix has developed a six-step framework to establish a leading edge in the increasingly competitive CMS landscape:

1. Prioritize platform cohesion after acquisition.

   In a market characterized by increasing vendor consolidation, post-acquisition platform integration is critical. CPOs advocating for inorganic growth must ensure that solution cohesion follows closely behind deal-making to maintain brand identity and a unified user interface.

2. Target high growth regions.

   With emerging economies promising double-digit growth, CPOs must look to innovation hotspots such as APAC and the Middle East, where infrastructure investment and digitization trends are surging to the top of buyers’ agendas. Establishing a foundational presence in these regions allows vendors to build local partnerships and position for long-term customer loyalty to capture growth ahead of the curve.

3. Break into low penetration segments, primed for strong growth.

   The CMS market’s next major growth spurt will originate from white space. Smaller-scale projects, such as residential retrofits and small commercial builds remain underserved, representing a ripe opportunity for vendors offering lean, plug-and-play solutions with rapid deployment capabilities. By introducing modular offerings or pricing tiers tailored to these segments, CPOs can ensure scalability while accessing a broader customer base.

4. Don’t view construction in isolation.

   A disproportionate number of solutions still treat construction as a siloed activity. Successful CPOs instead develop products that address the entire building life cycle – from planning and design through to operations and decommissioning. This approach allows software to support data continuity and the golden thread, deliver post-occupancy performance optimization, and strengthen product stickiness.

5. Choose disruption or optimize the status quo.

   CPOs must decide whether to challenge entrenched and unproductive workflows with disruptive solutions or offer tools that optimize traditional processes. Disruption holds the power to drive long-term transformation but often faces major resistance from stakeholders. Optimization, on the other hand, lowers the barrier to entry by building on familiar processes (see Verdantix Smart Innovators: Construction Management Software).

6. Know your target audience.
   Finally, product messaging must be grounded in practical language that proves real-world value. Many buyers – particularly contractors – respond best to tangible benefits like cost savings, time efficiency and quality assurance. Vendors should avoid jargon-heavy or AI-centric pitches unless they are paired with relatable use cases.
   

For more information on how to navigate success in the CMS market as a CPO, keep an eye out for our upcoming report, What The CPO Needs To Know About CMS; or for a deep dive into the current vendor landscape, read Verdantix Green Quadrant: Construction Management Software (CMS) (2025).